Adaptive Path Newsletter for June 30, 2009

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Making Strategy Tangible

Contrary to what many may think, business is not all about the numbers. The problems of business can rarely be solved with an algorithm or simple equation, but more often require the consideration of many probable outcomes and a number of moving variables, all viewed through the lens of multiple human perspectives. These types of problems are what could be referred to as wicked problems. Working in a field riddled with “wickedness” the role of communication becomes increasingly important as businesses try to align these varied perspectives and rally them around a common goal.

Goal alignment often starts with a strategy: a way of communicating the value of a pursuing a particular goal, the activities required to attain the goal, and the ways that leadership will guide the process. If the strategy does not effectively communicate all of these components, there will be substantial challenges in gaining the common understanding necessary for a business to successfully reach its goals. Most businesses are aware of this and, as a result, spend a lot of time and energy wordsmithing and refining their strategy language, only to then dim the lights and project it at the beginning of a Powerpoint presentation. Enthusiastically gesturing to a projected statement and a set of numbers may buy a few nods, but it does not ensure a common understanding. So how can a business increase the chances of their employees understanding their business strategy?

Businesses must make their strategy tangible and accessible to their employees and one of the best ways to do this is through the use of prototypes. Ideas are abstract and open to individual interpretation, whereas prototypes are concrete and less likely to be misunderstood. This in no way suggests that prototypes are fixed, but rather that they are ideas embodied, as flexible and open to revision as those that remain verbal. This combination of flexibility and tangibility makes it easier for groups of people to consider abstract ideas, such as strategy, and discuss them in a more focused manner. Not only are these discussions more focused, they often make ideas more approachable and invite more people to take part.

Some readers may have experience prototyping in more traditional design spaces such as industrial design or in the design of user interface, but even those with experience may be asking themselves how to extend this experience into strategy. If you are designing a toaster or designing strategy, there is a clear benefit to being able to quickly sketch an idea and share it with other people. Using the materials common to the practice of design, with little time or added cost, you can tell a story, gather feedback, and rapidly iterate on your ideas. True to nature of prototyping, strategy prototypes can be done quickly, cheaply and frequently throughout the process of strategy development. To put this another way, an organization wanting to adopt prototyping as part of its strategic development will not need to invest more money, time or people to do so. Without the added cost and resources, businesses will likely feel more comfortable exploring a broader range of ideas and possibilities, developing and iterating on a number of different ideas, thus increasing the likelihood of finding an innovative solution while decreasing the risk of failure.

There is an old saying, “What I hear, I may forget. What I see, I will remember. What I do, I will understand.” Not only does this saying explain the value of making your ideas tangible, it also provides a valuable reminder that I cannot just talk about the benefits of prototyping strategy, but I must also show you what it can look like.



Sketches from Smart.FM  ideation process.

Through a series of quick sketches, storyboarding exercises and a bit of practice, a small group of individuals can quickly generate a large number of ideas, making it easier to tell the story. Typically a sketch will provide the rough framework for an idea, but it is a storyboard that creates the scenario within which the ideas can come to life. There is an experience to be described and felt, and there are outcomes from this experience.



Storyboard example borrowed from the UX Intensive Design Strategy slide presentation. 

Unlike the common business approach of building off of what has worked in the past, using methods like sketching and storyboarding allows a business to quickly explore a significant number of ideas and directions focused on *what could work* and not just *what has worked* in the past. This process could lead to greater innovation as well as providing a way for a business to avoid putting all of its eggs into one basket.



A still from the Mobile Literacy video sketch.

Designing your strategy in an open manner, involving various members of the organization both in the development and evaluation of the strategic prototypes, will get your business focused in the right direction, but once a strategic direction has been developed, it needs to be communicated throughout the organization. This is rarely an easy task. While sketches and storyboards are good for discussion and concept development, it isn’t likely that a business will guide its future based solely on stack of Sharpie drawings. More likely, there would be a request to see a few of the prototyped ideas in a bit more detail and in a higher fidelity.

One common next step is the creation of a video sketch, a video composed of still images and an audio track (typically narration or voice acting). Video sketches are a quick and relatively easy way to show how your proposed strategy might play-out in the real world, showing real people interacting with your products or services in a very real an tangible way. Two examples of Adaptive Path’s use of video sketches can be seen in the case studies for Charmr and more recently for the Mobile Literacy project. Video brings an emotional aspect to prototypes that can’t easily be delivered with sketch or storyboard. Despite the richness and fidelity of video, it is important to keep in mind that you are still developing a prototype and beyond its ability to communicate, its primary purpose is to be further evaluated and refined.

In this brief article, I have tried to express the benefits of prototyping business strategy quickly and cheaply, ultimately guiding the organization toward innovative solutions without a dramatic increase in cost or risk. This article has also covered ways that a prototyped strategy might be collaboratively developed and be shared throughout an organization, improving the potential for success both in terms of strategic development as well as the adoption of the proposed business strategy. We have done a lot of talking, and we’ve shown a few things, but now it is time to do something—to make something—and that is up to you. How can your business benefit from something tangible?

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