When working with a large organization, it is easy to get trapped by the list of features handed over in the project brief. However, users don’t care about features, they want to achieve something. When a user arrives on the Orange eshop, they aren’t looking forward to finding the price filter. They want to replace their broken phone at an affordable price.
One of my favorite frameworks to deliver value instead of features is Lean UX. I couldn’t explain it better than Laura Klein in her book UX for Lean Startups, where says: “Lean UX isn’t about adding features to a product. It’s about figuring out which metrics drive a business, understanding what customer problem we can solve to improve those metrics, generating ideas for fixing those customer problems, and then validating whether or not we were correct.” .
The process we followed on this project can be broken down into four steps:
The first step is to define the problem we’re solving. Together with the product owner, we went through the project requirements and data analytics. We gathered valuable insight to better understand the context.
We kickstarted the project with a canvas called idea validation. It helps us to structure data collected and externalize the knowledge. We try to answer the following questions:
In less than an hour, we formulated our final problem statement. A simple question that will articulate the entire redesign. “How can we increase sales of devices for new/existing customers with/without a phone plan?”
