Planningness 2011

planningness 2011meet the makers.

prefacehere’s a smattering of highlights and insights from planningness 2011. wish I could sum up (and have attended) all the sessions, but it’s just not possible in one measly deck. I assure you, all were full of awesome this year.

also, a big thank you to all the people who made this year amazing and to all the new (and old) friends in this warm, generous little planningness community.

our ethos (at planningness) get excited and make stuff.

\\the secret recipe.

for an effective planningness conference

1/3 cup incredible speakers1/3 cup fun, eclectic personalities/participants1/3 cup workshops and lecture + generous dash optimism, perseverance and people who love working as a team

\\themes.

empathy. generosity.make > say. you know this.so more specifically...

\ start thinking like/with a producer\ put the user in the middle of business design\ work lean \ “brief” for behavior change

start thinking like/with a producer producers are vital partners to making. working closely and quickly with our producer counterparts help us optimize our work in real-time.

production as strategy@adrianho

products and experiences often reveal new opportunities for usage after they’re built.- adrian ho, zeus jones

http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy

http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy

we don’t work in a vacuum.optimization shouldn’t be reserved for retrospect -- we have to build with the intention to change.

we must plan with the assumption of unpredictability and create an environment where adaptive change is not only possible, but required.

http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embed production as strategy

designing a businessfor awhile now, planner folks have said “it’s not what you say, it’s what you do...” but putting to practice is not always easy (particularly in the ad biz).

designing a business@colincolin

best case scenario: think about how to design the business from the inside out, putting the user in the middle.

designing a business

“when we “design a business” we create a platform for an experience.

by putting the experience first, we’re creating a user-centered business, (because the business is the vehicle to deliver the experience)” - colin raney, IDEO

http://www.slideshare.net/colinraney/planningness-2011 designing a business

http://www.slideshare.net/colinraney/planningness-2011 designing a business

http://www.slideshare.net/colinraney/planningness-2011

brands that live with experience at it’s core:

...any surprise that most of these live solely in the digital space? the challenge persists to apply this

ethos to “offline”consumer goods/services.which requires radically re-thinking our business

offerings and models.designing a business

lean strategy. start-ups, design firms and many other “makers” have lean processes ingrained into their DNA. time and money are often scarce (sound familiar?) so it’s about faster learning. key to making it work is letting go of our traditional long-winded, waterfall processes and learning to be a bit more more flexible.

@farrahbostichttp://www.slideshare.net/flbostic/how-to-do-lean-planning lean strategy

why lean? why now?.expectations have shifted: client’s have less money, less patience. couple this with consumer’s expecting more utility and usefulness from brands than ever before.

http://www.slideshare.net/flbostic/how-to-do-lean-planning lean strategy

“you need to add value in people’s lives. not just expect them to participate because you goddamn asked them to.”

- mel exon, bbh labs

http://www.slideshare.net/flbostic/how-to-do-lean-planning lean strategy

this is a messy process. it’s intentionally not linear. it’s a web of ideas, mapped against central pain points and behaviors. it’s about solving problems. fast.

http://www.slideshare.net/flbostic/how-to-do-lean-planning lean strategy

key tenantsi. generate the pain points/problems your audience encounters, formulate hypotheses to solveii. test hypotheses on a small number of individuals iii. you should be proven wrong a few times. rinse, repeat.iv. get involved in building prototypes for the solve(s) that bubble to the top

http://www.slideshare.net/flbostic/how-to-do-lean-planning lean strategy

“we become so obsessed with being noticed that we forget to be useful”

- ed cotton, bssp

behavioral briefs@cotton

brief for behavior change.framing/finding the question is often the hardest part.i. determine the pain points. ii. understand the behaviors that contribute and act in tandem with the pain to get to useful solutionsiii. determine barriersiv. frame up the opportunities

behavioral briefs

the founders of instagram on solving the “right” problem

behavioral briefs

sounds simple.it’s not....but it’s certainly not impossible.

behavioral briefs

we were tasked with one of the hardest problems any of us had.

going home.

behavioral briefs

planningness has become a safe haven for open thinking and idealistic dreams. we love our jobs, but it can be hard to leave the cocoon...

so we wrote the brief to re-position planning in 2015

behavioral briefs

the results. well, you’ll have to wait and see...

behavioral briefs

stop trying to own things and start making them instead.

the presentations: since i’ve done (maybe) a mediocre job summing up some great presentations, please do yourself a favor and check them and more out here: http://planningness.com/planning-ness-2011-presentations/

http://www.slideshare.net/zeusjones/production-as-strategy?from=ss_embedhttp://www.slideshare.net/jmarshallroberts/how-to-overcome-cynicism-with-scientific-psychobabblehttp://www.slideshare.net/flbostic/how-to-do-lean-planning http://www.slideshare.net/colinraney/planningness-2011

#plannagram

...because every presentation should end with a horse wearing a monocle. #hellyeah