Hi and welcome to the latest edition of Inc's Idea Lab. I'm Kevin Ryan, associate editor
at Inc.com and I'm joined today by Jake Knapp, design partner at GV, formerly
Google Ventures, and author of sprint how to solve big problems and test new ideas
in just five days Jake thanks a lot for being here thanks for having me so you
created the prototype for what eventually became Google Hangouts can
you tell me how that inspired you to create what you call the design sprint
kind of by accident so I was visiting a couple of engineers who work in the
Google Stockholm office and we had been talking about this idea for how what is
now Google Hangouts might work this video conference software I was only
visiting for three days and so we clear our calendars and we kind of hold
ourselves up in a room with no windows and we just tried to solve the problem
together and because of that time constraint and because we were all in
the same room focused on the same thing we moved so much faster than I normally
did my normal day to day work we created a prototype that was ready to use by the
end of the three day visit and when I looked back and reflected on that time I
realized that was kind of amazing that deadline and that teamwork that happened
I've got to find a way to reproduce that and that was one of the sparks that led
to the sprint process can you tell us a little bit about Google Ventures or GV
I'm sure a lot of people have heard of it but don't know exactly what it is
yeah GV is an investment fund so we're a venture fund and we've invested in over
300 startups and there's some that you probably have heard of like slack and
uber and nest and of course there's many new ones that are small as a couple
people they're starting out but we're focused on life science consumer
products and really trying to find companies that we think are going to be
successful and do everything we can to make them as
successful as possible one of the interesting things about GV is that we
we made a big bet on design so bill Merisi started G V back in 2009 hired my
colleague and co-author Braden back in 2009 he was the first design partner at
any venture fund and the bet was that design could help companies be
successful if we could find a way to use it we thought we could actually speed up
how companies tested ideas and help them be more in touch with their customers
and find solutions that matched the Sprint is a big part of that philosophy
and it's really only through this opportunity to work with all these
different companies really fast in their very early stages that we've been able
to kind of battle test it and find the formula that works so well what
advantages would a startup have over a larger company when going through a
design sprint well I think with a startup this is not always true but
usually it's more clear what you're focused on and you have a greater sense
of urgency often because if you don't come up with a solution that your
customers love in time your your startup will go out of business and you know
often large companies don't have that pressure quite as intensely as a
start-up does it's also if you have a small team it's easier to decide which
you know five to seven people should be in the sprint and so when you have that
sense of focus at a company level and when you're a small team it can be a
little easier to do a sprint but the reality is that Sprint's work and have
worked and we've heard many stories as friends working at large companies in
fact I started doing the process at Google where there are very big teams
and you know certainly well-funded complex products so it can work in both
environments you've talked about the principle of renting before you buy if
it applies to design how does that apply to the design process well what can
happen too often in the regular way of building products and services is that
you have a hunch an idea about what's going to be a great solution in great
and you might spend months or sometimes even years building that thing and
getting it out into the real world without knowing for sure how people will
react and people's reactions are very hard to predict and I found that no
matter how many repetitions of Sprint's I do I have gotten no better at
predicting how people will react but I am sure that when you do a sprint you
can find out much much faster so in a sprint in just five days everybody
clears their calendar they build a realistic prototype and by Friday you're
testing something with your real customers you've got five customers who
come in one at a time they see the prototype they react and that scenario
you've fast forwarded into the future and found out what will happen if you
build that thing and then you can decide whether to commit whether to tweak your
course or sometimes even whether to abandon it altogether
can you take us through what a design sprint actually is quickly Monday
through Friday as a five day process yeah what goes on yeah absolutely so
before the sprint there's some important things that happen you've got to have
the right team we want a diverse set of skills we want about seven people in the
room you also want the decision maker so we call that person the decider we want
them in the room as well now if it's a small company it's obvious that's the
CEO sometimes you have to find the right person but you've got to get them
involved on Monday the job is to make a map of the the problem you know the
service how all the pieces fit together and list out the customers once the team
has done that they can pick a target and make sure that they're focused on the
right spot this is in sharp contrast to the way information is normally shared
on teams which is a little bit haphazard you know we often share information in a
meeting you know this week and a meeting next week but we don't all sit down and
get everything on a table before we try to solve the problem so that's what
happens Monday Tuesday is when you start coming up with solutions and rather than
doing sort of shout out loud group brainstorm we work individually and
quietly and this allows every person on the team to come up with their own
opinionated solution so by the end of the day on Tuesday you've got these
competing ideas and then on Wednesday you have to choose you have to figure
out which of these are the best which one
do we want to test so we do some structured decision-making again we're
trying to avoid a situation where people are having an abstract debate and going
back and forth and on and on and on we structure the critique of those ideas
the ideas are anonymous when they're when they're put up on the wall so
you're not making decisions based on whether you think someone's smart or
whether they make a good sale yeah or they're your boss yeah which is an
important important thing to avoid even though we want that decision-maker in
the room and then ultimately the decision-maker does make the call but
it's after they've been informed by the whole team and then Thursday you build a
prototype so we want something that looks realistic and when the customer
sees it they'll react to it rather than seeing something that's kind of
half-baked and and they sort of get into feedback from you mode they think
they're sort of participating with you we really want people to show us the way
they would respond in the real world if this thing was finished and built and it
might seem crazy to build a prototype in such a short period of time but because
you know for sure you're focused on the right thing after a Monday and because
you've got so much detail in the solutions and that happens on Tuesday
you don't worry about whether you're doing the right thing you don't have to
ask a lot of questions you're just executing and building something and
then on Friday we test it so we take that facade and we show it to five
customers one at a time we bring in customers show them the the prototype
sometimes multiple prototypes that are kind of competing head-to-head so by the
end of the day on Friday by the end of that week you've seen patterns you know
which ideas work which ones need some more work before they're ready and which
ones to abandon and the team has clarity about what to do starting next Monday
mm-hmm what types of companies have you worked with pacifically companies or
what industries have they been in being a VC and Silicon Valley we've worked
with companies making iPod and iPhone and web apps companies like medium and
slack but we've also worked with a lot of healthcare companies so foundation
medicine and Flatiron Health a lot of companies who are trying to make tools
for the sorts of expert users that you might think this kind of
process and we actually first thought this process wouldn't work for because
it's it moves so fast it seems like it wouldn't allow for that kind of nuance
it turns out when you get the experts in the room from the team you can solve
those kinds of problems and when you bring in the right kinds of customers on
Friday you can get the right kind of data and we've even run sprints with
hardware companies so an example that we talked about in the book is savvy Oak
Labs who is a robotics company they make a hotel delivery robot and that sprint
you know they had to build a prototype of of how the robot would behave it's
sort of personality and test that on Friday and as you can imagine that's
complicated but as you also might imagine on a team that builds robots
they have the skills to build that kind of prototype so why put your team under
the pressure of a five-day deadline I think that there is some magic in a
deadline and it's that same thing I noticed in that that three-day session
that I had many years ago in Stockholm but what what happens with the deadline
when you know that customers are coming in on Friday is that you're you're
willing to focus you're willing to make tough decisions and in conversations
that become unproductive and when you get to Thursday and you're building that
prototype you are galvanized you you'll get something done quickly because you
want to be a barrister on Friday morning that you don't have something ready the
other thing though that's amazing about that time constraint is that you're not
going to fall in love with your ideas if you work on something even for two weeks
we often find that like I myself will fall into this trap of starting to
believe just on faith that my idea is the right one and it becomes harder to
let go if you find out that something about it or even the whole idea isn't
right so we partly want that deadline just to
force that kind of unattached you know almost emotionless reaction when you're
evaluating which ideas were good and which weren't on Friday mm-hmm in the
book you compare the people who should be involved in the sprint two characters
from Ocean's eleven yeah why the analogy and who are those people who should be
involved well you know I mean like many people I watched
she's 11 and when I did I was like man that's so cool and it wasn't just cool
because it has like Brad Pitt and George Clooney in it although that's part of
why it's so cool but it was cool because they were everybody was doing their
skill you know they had their thing and it was part of this sort of cohesive
intricate plan and they were doing their best work in the first days of starting
on this path of trying to make my own work better I wanted to make my time at
work feel like it matched my ideals for work you know I wanted to go home
satisfied like - I've done a job well done and on many days it wasn't like
that it was fragmented by meetings and things and so in the sprint you get the
opportunity with the time pressure with your team you know working together to
use the best of your skills to apply it to the most important thing not the 10
most important things and to really know your teammates better and see what
they're good at and that combination is it's kind of a better team-building
event than any sort of bowling off-site or you know other kind of activity you
might do and all of those things are kind of leading me to think that maybe
if you run a sprint you kind of are living Ocean's eleven in your own way
mm-hmm what so why is 70 the correct number of people to use well I really
learned this the hard way with a lot of trial and error my first sprint that I
ran at Google back in 2010 I actually had 40 people in the room the first day
and that's you know clearly way too many but as you can imagine the more people
in the room often the longer discussions will go so quickly learned that the
number needed to be smaller also learned it on the low end if you have too few
people you don't have enough of that diversity you don't have that Ocean's
eleven factor of oh good we've got the pickpocket we've got the Acrobat we can
do the different things we need to do to make the prototype work as long as you
had four or five people you definitely have all of the skills all the
information you needed but if you've got more than seven things would start to
slow down and you'd spend a lot of more time making sure everyone you
we've reviewed everyone's solutions so it turns out 7 is the sweet spot after
running all these sprints actually after writing the book I learned that there is
some research that backs this up but if only I could read that you know 5 years
ago now you have interesting opinions about brainstorming so you have these
seven people in a room the method is not what you would call classic
brainstorming what do you think about brainstorming and what is the process
you use instead yeah well I think that there's you know there's a lot of data
that supports the idea that brainstorming is not as effective as
individual work but I myself used to think that well that data doesn't
account for good brainstorming and if we do it in the right way it'll be better
I think brainstorming is very appealing it has a has a great ring to it
brainstorming sounds really active and exciting and brainstorming in a group is
fun but what I learned over the course of you know many years ago I tried
running group brainstorms and I ran dozens of them I learned that the
solutions we came up with in the brainstorm no matter how I tweaked the
process and I'm a real process a nerd I tried all kinds of things but those
solutions were not as strong as the ones that people came up with when they were
going for a walk or waiting in line or in the shower whatever they were doing
on their own quietly came up with with a better solution so part of the idea in
the sprint is to replicate those moments when you have the information you need
you know the problem you need to solve and you've got the quiet time to solve
it so we we allow individuals some structure to make those steps you know
natural you don't have to think about how to do it but you're not competing
with other people and people who are in the sprint who are introverted who
aren't as loud and don't like to pitch and you know sell their ideas it's a
really effective way to make sure that all of the best ideas come out and that
they're well thought through by the time we evaluate them tell me about the part
of the process I believe it takes place on day three of the sprint where
everybody has their ideas laid out and everyone is choosing their favorite
ideas and the aspects of ideas that they like the best yeah so there's
this thing that happens when you're doing a you know a discussion about
ideas that often involves either an endless debate a lot of back-and-forth
discussion or a sales pitch someone and especially some people are really good
at this and they'll be able to explain their idea and make it sound really good
or as you've mentioned you know they're your boss and so when they said ideas
good you're like all right I guess your ideas good but what we do in the sprint
is to try to kind of deconstruct the best parts of a critique of ideas and
get rid of the things that take a lot of time and sometimes sabotage good results
you put up the sketches in they're anonymous
there's no names on them so as we look at them we don't know who did what
sketch unless you're sort of a handwriting
analyst maybe you'd be able to crack the code but in general it's actually quite
hard to tell and we look at the sketches we're making a heat map and kind of with
some little stickers and calling out ideas that people think are compelling
writing down notes about ideas that you know we have criticisms however
questions about but we're doing all this quietly so everybody gets to form their
own individual opinion about all of these solutions when we finally discuss
them we've done a lot of things that normally happen quite slowly out loud
we've done them already with with sort of stickers and paper and and our quiet
evaluation it's actually then quite easy to go through and quickly critique each
idea and say here's the good parts let's make sure we make note of the good
things in this sketch here are the questions the criticisms the things that
we're not so sure about and then at the very end we allow the creator of the
sketch to tell us what we missed by structuring it that way and framing the
creators feedback is tell us what we missed
don't you know sell it to us it happens a lot more quickly and it turns out you
get right to the heart of what's good or not so interesting about each solution
so we cut out a lot of the a lot of the need for debate and then in the end we
leave it to the decision maker the decider to make the call they pick the
you know unilaterally they make the choice of which one two or three ideas
we're going to prototype and and test on Friday now how does the next
day of the process work where you have chosen which prototype of prototypes are
going to go with and now you have to actually build it how is that done in
only a day yeah I mean this is like the Ocean's eleven moment when you you know
when they're doing the heist and it's all coming together this might sound
like a super stressful day but in practice it turns out to be really fun
because you come to work on Thursday of your sprint and you know exactly what
needs to happen you've got these detailed sketches you've carefully
selected you know this this one as the one that you're going to build in your
prototype and all you have to do on that day is turn that sketch into into a
testable facade of a finished product and that might mean that you're
practicing your acting because this is something that's going to be tested in a
store and it might mean that you're in PowerPoint or keynote making a mock-up
of what's going to look like an iPhone app but it can take all kinds of shapes
it's just it's this really fun like clear day with one purpose and and a
deadline and you've got enough time to get it done and you also know that your
whole team is doing this sort of in parallel so you guys all work together
to do different pieces of it and that day is for me the best kind of
work day and it's it's sort of artificially produced in a sprint but
you get to have it you know every every time you do a sprint week you get one of
those now what about day five that's where we're actually testing the
prototype how does that work you bring in the five customers and what happens
from there day five is the day of exaltation and
heartbreak you never know what's gonna happen on day five it doesn't matter how
many Sprint's that I'm a part of I can never predict which solutions are going
to work what we do is to bring in five customers so we've carefully chosen to
be the target customer for the this particular company and we bring them in
one at a time for these five one-on-one interviews in one room there's the
customer and there's one person from the team just like you and I are gonna sit
next to each other we give the customer the prototype and then for the most part
we're just watching how they react as they use it yeah we want it to look as
realistic as possible so that reactions will be authentic in another
room the rest of the team is watching over video so we just used something
simple like you can use GoToMeeting or sort of any video conference software
and you can imagine like a laptop with a webcam and you're just streaming the
video pretty simply with no expensive setup the team's watching and taking
notes and as each customer goes through the prototype reacts we're seeing what
goes well what doesn't go well and by the end of the day we've got patterns it
turns out five people are enough to see the biggest patterns of success and
failure for your ideas so do I end up knowing by the end of the day which of
those ideas were sort of counterfeit hundred dollar bills you know and and
which of them were the real thing you mentioned in the book you worked with a
coffee company who was redesigning their shop online and one of the ideas was to
create a shop that looks like a physical coffee shop and it seems like a great
idea I thought it was a good idea and the customers did not like it what did
that teach you about the research process and about customers in general
well this is I'm gonna reveal my identity as the creator of that idea and
this is a particularly disappointing one for me because this is a coffee shop I
tried to not get attached to my own ideas in this frame but I really wanted
to be the one who had come up with this great idea and we all thought it was so
it was so great like there if you've ever been in a Blue Bottle coffee shop
they have this this really nice interior design and it's quite beautiful
we thought boy that'll be such a unique looking website if it if it looks
physically like the store it turns out that people thought that was really
cheesy and phony and we had actually made a really realistic looking
prototype of it it wasn't because the prototype you know wasn't quite good
enough it was really that the idea was wrong and that was such a stark
illustration of the the hunch that turns out to be wrong the hunch that you would
have followed you know if you hadn't gotten that quick data it would have
been the kind of thing you'd quite quickly get attached to commit to
building and probably spend months you know getting right before you launched
it on the other hand the ideas that succeeded were one
one of our competing prototypes had a lot of texts the kind of thing that
people never think anyone's gonna read on the web turns out people even if they
didn't read it all it give them a lot of confidence in the coffee's quality and
those kinds of expectations are are easy to fall into you know we all sort of
develop good spidey senses about what's gonna work well or not work well in our
business and a lot of times those spidey senses turn out to be wrong or just a
little bit off so they should test early mm-hmm why does this process allow a
company a start-up especially who might have limited resources to take more
risks than they would normally when creating a product or performing
research well if you're building a real product you are gonna be investing you
know weeks months sometimes years building it and generally things take
longer to build then than we think we're always a bit optimistic when we're
making plans about how long it's going to take to execute on something and even
if you can build something really fast once it's out in the world there's no
guarantee that you'll be able to really effectively measure how well it's
working or why it's working or not working what happens in the Sprint is
that you've you've only got five days and you know we've talked a lot about
how that compresses your time and how you have to move fast but it also gives
you a lot of freedom because if you totally fall on your face and that week
you've only lost five days you haven't burned up all of that extra time and
you've only at the very worst case embarrassed yourself in front of five
customers not hundreds or thousands or millions
so the Sprint is really freeing in a lot of ways for companies it lets them take
those risky ideas and it also even allows you to test competing risky ideas
you can put two of them head-to-head and not have to water it down I'll have to
make the safe bet but see what happens if we could imagine a future and fast
forward to it what are we done this crazy thing what would it look like and
how would people react so when you can do that and only cost yourselves 40
hours it's pretty powerful can you tell me about a time where the Sprint
did not have a favorable outcome and what you learned from it yeah there are
many many what we would call an efficient failure at this this happens
from time to time in Sprint's there's a time I I won't talk about the identity
of the company they had an idea they were quite excited about setting off on
building it was a probably a 1 year to 18 month long project what we learned
when we tested the prototype in the sprint was that there was a core part of
how this feature worked how it sort of used a customer's information to help
suggest things to them that people were like uninterested in and maybe even a
little creeped out by it and so as you might imagine if you've spent a week
building something and trying to come up with a solution and you test it and it
fails it's actually it's a rough day you know it doesn't feel good to watch five
people you know not like the thing that you just so carefully crafted especially
if it's an idea that you came into the sprint really excited about but a week
two weeks later a month later when you look back and you start to think about
what could have been I do not found out so soon that that was
the wrong direction it's quite powerful and I think that some of the biggest
sprint believers turn out to be the folks who have that really tough day on
Friday because that tough day saves you a lot of long drawn-out pain over the
course of building the wrong thing you have an updated version of the phrase
ship early ship often there's a pretty common phrase in Silicon Valley in the
startup world what do you think is more effective than that approach well it's
not necessarily a bad approach but if you reframe it as learn early and learn
off and it's often it gets at the heart of what people are trying to accomplish
and doesn't require you to ship and you know there's all kinds of dangers with
shipping and cluding the fact that it takes a long time and also you know
frequently ship something it's not the right feature or product or whatever you
want to bring it back and there's you know there's five users or 100 users who
are madly in love with it and they bring out their torches and pitchforks and so
shipping is shipping is dangerous is costly so what we try to do if the
Sprint is do that same sort of circle of come up with an idea build it you know
launch it get data and then repeat and that's a common circle that goes with
ship relationship often we try to turn it into a shortcut where instead of
launching you're still building something and you're still collecting
data but the size of that circle is just much much tighter and that gets people
to the same place but it does it in a way that's a much better use of
everyone's time can you take us through a time where the design sprint worked
out beautifully and maybe going into the last day you didn't quite know what to
expect and it had a very favorable outcome well we did a sprint with slack
and we talked about this in the book so not familiar with slack is sort of a new
collaboration tool for teams and they were trying to figure out how to explain
the product better to new customers and they had a couple ideas about how to do
it and it emerged on on Wednesday that there was you know these two favorites
that were really in strong opposition with each other one of them was kind of
a straightforward you know step by step here's how it works explanation the
other was a pretty sophisticated engineering effort to be able to kind of
talk to customers and give them sort of a simulated experience of using the
software with kind of artificial robots who would talk back and forth with you
as if they were your team and you know the thinking was well that would really
illustrate how it works this other way it's pretty you know it's pretty
straightforward it's kind of maybe doesn't feel as as creative but maybe a
good fallback you know this is another one of the situations where if you were
left to your own devices to choose it's this idea of the robots talking to you
was really exciting we found out in the sprint that idea didn't help explain
what slack was and contrast the sort of what felt like kind of the
boring way to explain it just so he step-by-step like listen here's what
this part does here's what this part does here's how it works was was
extremely effective people who saw that that sort of fake branded product we're
able to immediately explain what it was that's kind of a beautiful outcome where
you're able to test two ideas that are quite
you're able to take something that's an idea that the team was excited about and
find out what would happen if they build it and ultimately you save time by not
building the wrong idea and you also have this clarity and confidence about
which thing you should do speaking about talking robots and all
new technology what sorts of trends and technology are making the design process
harder than it was maybe just a few years ago well I actually think that
most the trends in design are making the process easier and but I'll quickly talk
about the things that make it harder and it's the fact that there is an
application for software or for new hardware almost everywhere you look
there's you know with our phones and our tablets we're able to apply technology
and data to things that we've typically been just physical or if you know analog
experiences and so that means that you're trying to solve problems for
sometimes really complicated sophisticated expert tools you know we
expect a lot more of our technology so the the quality that that we anticipate
a new service is going to have it's it's getting higher and higher each year on
the flip side it is easier than it's ever been to prototype things so if I
want to make something that looks like an iPhone app I can do that in
PowerPoint or keynote I don't have to have any programming skills to make that
actually work there's template kits that you can get that will sort of fast
forward anything you want to build there's website tools like Squarespace
and there are design tools like envision that are really just kind of easy you
easily lay something out you're able to then experience what looks like a web
page even if you haven't plugged in all of the the complicated back-end that
would make it run and so in a way what's happening is that as the complexity of
what we can do and what people expect things we'll be able to do increases our
ability to simulate that is going just as fast if not even a little bit faster
don't assume that you can't prototype that thing no matter how complicated it
is there's probably a way to fake it mm-hmm how is the design process or the
design sprint process specifically different for a company that creates
products or a company that is in the services industry or a company that
career software platforms well we've talked a
lot about what it takes to fake software and you know you want to make something
that looks on the screen like the software there's a lot of ways to do
that when you're faking a service you have to act you need to perform that
service in a new way you know five times and so if you imagine a restaurant that
wants to have a new way of serving its customers and you have to come up with a
script for how each person is going to behave in this new AI model and on
Friday you've got to have everyone do that script and act it out five times so
I think that what what you basically have to do is think of this like a
prototype mindset like you you start to think about how can I simulate an
experience that that appears to be the finished thing so that the customer
won't be able to tell the difference this isn't you know the way we always do
things but they don't have any idea and once you put that lens on it's kind of
possible to prototype almost anything you know anything can be sort of faked
at that at that surface level five times it's harder to do it a hundred times a
thousand times but for five times you can do it what are some general trends
in design that you feed today well I'm always interested in the trends of
process and learning and what we get really excited about with the companies
in our portfolio who do sprints and who start to work in this way is that they
are able to get in closer touch with their customers able to know their
customers better in general there's a lot of tools that exist today in
software that allow us to measure the performance of apps and websites and
hardware and all kinds of things and see by the numbers what's happening but this
advantage that you get it's almost an unfair advantage on your competition
when you actually talk to customers in this way is that you learn why things
work and don't worry and so what we're often trying to help
our teams do and I probably shouldn't give this away but is if you if you get
in a habit of talking to your customers you'll get this whole other side of the
data that's often invisible to most companies mm-hmm a lot of people think
of design on the surface as just being be aesthetic and the way something looks
but clearly a lot more it goes into it what are those things that go into
design beyond just what you're physically looking at in front of you
yeah you're exactly right there's a perception that design is about the
surface and also that it's this creative magical process that only designers can
do and I think when you know sometimes when people walk by that design room in
their company they think like it's like those guys are playing D&D in there or
something it just seems weird but the reality is that design is just a way of
solving problems and it's a it's very focused on understanding the humans who
will use the thing that you make and so if you break down that that dark art of
understanding the people and making something that works for them in two
steps it becomes something that is not solely the the purview of designers it's
something anyone can do and in the sprint process and in the book what
we've done is sort of dissect to the pieces and make it a clear recipe and in
that way it's a tool that is really accessible to any team no matter what
their background is what can design or the design process teach an entrepreneur
about leadership well I think that it was surprising to me to realize how
scary it can be to be making those decisions you've got a company that's
what we're working for you you've got a limited amount of time to find the right
product and make it work in the right way
and what often happens is that those decisions feel really weighty they're
scary to make this this call it's gonna set your course what I think those
leaders can learn when doing a sprint is that they don't have to put all their
eggs in one basket they can you know sort of make a one egg omelet test it
see how it tastes and then decide if they if they want to continue and there
are also a bunch of little pieces in the process that help leaders learn how to
get best ideas out of their team so how does
withdraw the the coolest things that every person has in their head and ways
to get the wisdom of your team to inform you on your decisions without giving up
that opinionated decision-making that makes great leaders so effective so we
think of it as both a way to help leaders make informed decisions you know
in the context of a sprint but also outside of a sprint be more effective in
every meeting and every little interaction they have with their team
what is the future of design I hope the future of design is that there is no
design because everyone's doing it yeah I think that the word design often makes
people feel like it's not for them it's not something that they know how to do
and design is really just a way to solve problems it's a way to keep you focused
on your customers and when everyone starts doing that I think that will
hopefully talk about design as this magical special thing less and less and
we'll end up with people spending their time better and making things that
matter more to our fellow humans so that sounds a little grandiose but I believe
we can get there if we if we don't silo it off why would a venture fund invest
in design why is design important to them it's kind of a secret weapon two
teams that do it well so if you think about the best products the best
services the things that you use every day they fit your life probably they
give you some you know kind of added dimension to what you can do to the way
you can you know move around the city or get your job done or talk to people and
what happens is that those companies those teams have found a way to match
their idea their vision with the realities of the world and the way
humans interact with things so design is kind of a bridge between that vision and
the real life you know experience that humans have so if you can help founders
consistently build that bridge you can help more of your companies that you
invest in and be successful for a venture fund that's good business we
design @gv because our founder bill really thought that that was going to be
an advantage to the companies in our portfolio and so far a few years and we
still believe that that's the case even if we give away the process everyone and
we still think that if we can help our teams do it consistently that they'll
building their their great technologies in a faster and more effective way and
they'll mean more to the customers who end up using it this process is sort of
like in the comedy world you have SNL you of South Park you have weekly news
shows that are grinding things out very quickly on a fast deadline is there any
parallel between this process and what you see in the comedy world yeah you
know I suppose there probably is one of the things we're doing is making sure
that ideas aren't too precious and when you have a regular show that comes out
once a week or every night you can't wait for that perfect idea to come along
next week you've got to commit and execute right away and there's often
diminishing returns to those continued iterations more often than not they
watered down the best ideas so there's a similarity there and I think the other
thing that's similar is the notion of being opinionated when people work
individually and when you have one decision maker who makes the call ideas
stay pure they have that sort of individual integrity that doesn't come
when a whole group works together and waits until they've got consensus on
what the best way to do it is and you might be surprised to hear but I have
not worked on a comedy show in the past so I don't know exactly what it's like
but my guess would be that that strong sense of opinion that comes from the
leader the decision maker on a show is a big part of what makes it work it's not
funny unless you have one person who has a great sense of humor in the sense of
humor that matches that show and they make the call the same is true with any
good business you've got to have your great leader make the call if you're
going to have piñon ated vision otherwise you've got
something that again can get watered down by democracy so democracy is a
great way to run a country or at least the best way that we found all right but
it's it's not a good way to make decisions about what you do at work all
the time so you've written this great book about design and your design sprint
process why I give away all the secrets to this process that's a good question
at its heart GV is on a mission to you know this sounds trite maybe but to make
the world a better place and you know that's that sounds like a joke from
Silicon Valley but we really do want to help companies build products that will
matter to people and I think we would be remiss if we didn't you know finding
this process that works so well if we didn't try to share it and help people
all over the place be more efficient with their work and get closer to those
things that really take a vision and match it to the customer's reality so I
think it's the right thing to do to share it and what I hope is that you
know when people who are considering taking funding from GV have read the
book that they'll think I'd like to do a sprint with those guys so we'll see if
that bears out but at worst where we're gonna share it and make it open and
accessible to everyone because there's no reason to hide it away I like that
jake has been great thanks so much for being here today and we look forward to
seeing your book on shelves soon hey thanks so much for having me
you
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