Customer-Centric Innovation Methods

The Secret Language of Level designers?? What if I told you that Level designers have a secret language we use to communicate with players? Ever wonder how you always know where to go, even without a map? Maybe you felt tension without a single word of dialogue. That’s not luck. That’s the hidden language of level design at work. As level designers, our job goes far beyond just building spaces. We craft experiences. And we do it through a subtle, intentional language made up of light, shape, rhythm, and space. Most players don’t consciously see level design, but they feel it. Every hallway, staircase, shadow, and prop is carefully placed to guide behavior, evoke emotion, and support the narrative. We don’t issue commands. We suggest, nudge, and invite. Here are just a few of the techniques we use to communicate through the world itself: Landmarking – Large structures, unique shapes, or color contrast that help players orient themselves and build mental maps. Lighting Cues – Warm, soft lighting signals safety or narrative importance. Harsh or dark areas introduce tension and uncertainty. Framing – Using geometry to subtly direct the player’s eye toward points of interest, similar to how cinematographers guide attention in film. Breadcrumbing – Placing pickups, enemies, or environmental details in patterns that subconsciously guide players toward their goal. Affordance – Designing elements to suggest their function: a waist-high ledge invites traversal, while a flickering exit sign implies urgency. Echoing – Repeating familiar layouts or motifs (like U-shaped corridors or blocked paths) to build rhythm, recognition, or suspense. Forced Perspective – Aligning objects and environmental elements to lead the eye, encouraging movement or curiosity. Even the smallest details — the tilt of a camera, the curve of a hallway, the placement of clutter — all contribute to an unspoken conversation with the player. We’re not just designing gameplay. We’re shaping emotion, behavior, and storytelling — all through space. and remember if you are interested in learning about these techniques and more the next cohort of Game Design Skills level design course taught by Nathan Kellman and yours truly will be starting up in a few weeks so if you are interested nows the time to reach out!!! #LevelDesign #GameDesign #NarrativeDesign #EnvironmentArt #UXDesign #GameDev #SpatialDesign #PlayerExperience

💎 60 UX Strategy Methods And Activities (Figma) (https://lnkd.in/eCDU-vhR), a large repository of UX methods, templates and activities for ideation sessions and product sprints, from storyboards and brainwriting to 6 thinking hats, journey mapping and concept testing. Neatly put together in one single place by fine folks at Merck. The team has also put together a very thorough overview of their UX Strategy Kit (https://lnkd.in/ek5dEYn4), broken down by categories for strategy, observation, ideation and warm-up, along with detailed video walkthroughs, examples and step-by-step guides. Frankly, most of these methods are unfamiliar to me. And by no means is the point to actually study and apply all of them. What works for you works for you. To strategize, I rely on How Might We but also think about metrics that should be moved once we implement some features or refine some user flows. For event storming and brainstorming, I tend to rely on Bono’s 6 thinking hats to align brainstorming, and (of course) journey mapping. For ideation, I love using storyboards to jump right into the user’s success story, but would also use card sorting with cut-out paper cards to understand user’s mental model. And for almost every project, I’d run concept testing with tree testing or Kano model, or low-fidelity/paper prototyping to understand if we are on the right track. Once you sprinkle a bit of critical thinking, early user testing and strategic planning across the design work, you gain confidence that you are moving in the right direction. And really that’s all you need. A few of my personal bookmarks with UX methods and activities: UX Tools For Better Thinking, by Adam Amran 👏🏽 https://untools.co/ Playbook For Universal Design (+ PDF/Powerpoint templates) https://lnkd.in/ernris4g UX Methods & Projects, by Vernon Fowler https://lnkd.in/eAHaiaSm 18F Method Cards https://methods.18f.gov/ Hyperisland UX Methods Resource Kit 👍 https://lnkd.in/eDTaci7T How To Design Better UX Workshops, by Slava Shestopalov https://lnkd.in/edxqCC-n How To Run UX Workshops With Users, by yours truly https://lnkd.in/ejm7_TsS Happy designing, everyone — I hope you’ll find these guides and resources helpful to get started. Just don’t feel like you have to try out all of them. It might be much more worthwhile to get early feedback from stakeholders and end users, even if your work isn’t really “good” enough. Good luck! #ux #design

Tactic 2 for influencing stakeholders from Jules Walter: Frame your message from their POV (not yours) It’s more effective to speak their language and demonstrate how your proposal will help them reach their goals, not yours. Stakeholders are focused on their own problems and are more receptive to proposals that address what’s already top of mind for them. A few years ago, when I was leading Monetization at Slack, we began to encounter diminishing returns in our product iterations, and we needed to take a bigger swing to re-ignite revenue growth. To do that, I spearheaded a controversial project to experiment with a new approach to free-to-paid conversion. The CEO, Stewart Butterfield, had strong reservations about the project. I knew from his previous statements that he didn’t want the company to be thinking about ways to extract value from users, but rather ways to create value for them. We had scheduled a review with the CEO and a few of his VPs to discuss the proposal. Since he was intensely user-driven, I framed the entire proposal around the benefits it would have for users (the CEO’s POV) rather than emphasizing the revenue impact of the project (our team’s goal). I started the meeting by anchoring the proposal on user-centric insights that we shared in a deck: - “About 10% of purchases of Slack’s paid version happen from users in their first day on Slack.” - “Paid users find more value and retain better. Yet we make it hard for people to discover that Slack has a paid version that’s more helpful.” - “How do we help new teams experience the full version of Slack from the start?” Once we framed the issue with this user-centric lens, the CEO was more open to our proposal and let us try a couple of experiments in this new direction. This user-centric framing also got the cross-functional team more excited and set an aspirational North Star with clear guardrails, which then enabled various teammates to contribute productively to the project. After we tested two iterations of our monetization experiment, we landed on a version that resulted in a significant increase in revenue for Slack (a 20% increase in teams paying for Slack) and we used what we learned to shift Slack’s monetization strategy into a new, more successful direction. Full set of tactics here: https://lnkd.in/gezP2EDw

What if you had a simple guide to understanding how your learners’ brains work? Would you use it? As someone working at the intersection of games, learning and neuroscience, I know that understanding the brain can seem daunting. It’s complex—but with the right framework, it becomes a bit more accessible and actionable for those of us designing and facilitating learning experiences. Through my work with Evivve (20,000 game containers) , I’ve distilled the brain’s engagement process into five key stages, called the AFERR model: Activation, Forecasting, Experimentation, Realization, and Reflection. These stages reveal how learners process and respond to new experiences, and understanding them can help us as learning professionals to design more meaningful, impactful sessions. 🧠 I’ve attached a quick resource on the AFERR model to give you a look into each stage and some reflective questions to consider as you think about the learner’s journey. Here are some reflections to try as you explore these stages: 💎 Which of these processes aligns most with the goals of your learning experiences? 💎 Where could learners benefit from deeper reflection or experimentation in your sessions? 💎 How might understanding the AFERR model transform the way you design and facilitate learning? If these insights resonate, I’ll be sharing more on AFERR and cognitive engagement at my keynote this weekend at Indian Institute of Technology, Madras with some incredible voices in the industry. And for more on my recent UN talk, check the comments for a link. Would love to hear how this model connects with your approach to learning design in the comments! #aferr #learningdesign #neuroscience #cognitivescience #Evivve #facilitation

I keep hearing "session replays just didn't make it in the priority list." One ritual to make time? Andrew Capland suggests weekly sessions: Andrew was a 2x head of growth. His favorite ritual? — A weekly team meeting called "Fullstory Fridays." Every Friday, the team would come together live with the goal of gaining insights from user experience. An informal setting where there was no pressure to do something just for the sake of it. They would pull out 20 different user interaction sessions, and each team member focused on their area: → Engineers would spot bugs, take notes, and sometimes fix them on the fly... → Designers would see people rage-clicking and sketch ideas to improve the experience... → And beyond this, they often found users translating their app into different languages... (something they hadn’t even considered.) Doing this helped them: → Better understand problems without guessing → Understand their users better → Come up with fresh ideas — I think doing this in an informal session with a team of experts is so powerful: A. It doesn’t feel like a chore Every PM dreads sitting for hours watching users interact with their product. But when you do it together in an informal setting, it’s not boring anymore, especially if you’re having fun along the way. B. Cross-functional alignment Engineers, PMs, and designers gain firsthand exposure to real user problems. And develop a shared understanding of what users are "silently" asking for. C. Better prioritization The team rallies around what truly matters to users.

Be it private or government sector, capacity building is a decisive factor in increasing efficiency. Believe me, it's less about knowledge and more about accuracy, clarity, and strategy. The general struggle is - How to decide what works? So, I am sharing a tested and tried framework for you: 1. Confirm your content with Policies and Law Officials work within strict policies and the law. Ensure your training aligns with relevant laws, policies, and administrative guidelines to make the content factually correct and actionable. But don't hesitate to raise deep critical questions on the framework, if possible. 2. Use Real-Life Scenarios Employees face at-the-work challenges. Incorporate real-life case studies and scenarios to provide context and practical application of the content, enhancing attention retention. And make sure it covers the darker side of their working condition too. 3. Keep it Outcome-Oriented Focus on the desired outcomes and how the training will help them achieve their official goals. Be clear about the key takeaways and how it ties to their performance metrics or departmental objectives. Must conduct a quantitative survey at the end of the day or whenever deemed fit. 4. Simplify Complex Information Work procedures and policies can be complex. Simplify jargon-heavy content and legal terminologies with clear explanations, visuals, and examples to enhance understanding. Humans LOVE to understand things without having to memorise something. 5. Engage with Interactive Learning Use interactive methods such as group discussions, role-playing, and scenario-based simulations to encourage active participation. This keeps functionaries engaged and improves learning outcomes. This adds a lot of fun and increases the reflection speed. People get the opportunity to reflect while living their daily life situation. 6. Provide Actionable Tools and Templates Give participants ready-to-use tools like templates, checklists, and guidelines that they can immediately apply to their daily work, ensuring the practical utility of the training. This is a must. This becomes the real takeaway and can be transformative. 7. Make Space for Local Context Customize content to the regional and local realities that employees work within. Address specific challenges like local resource constraints, governance issues, or community dynamics. Allowing space for contradictions is a critical success factor here. 8. Build Awareness Around Change Management Humans are often slow to change. Train participants on how to handle resistance to new processes, systems, or policies. Emphasize how they can influence change within their system. Tables get turned and they change faster. 9. Inspire confidence in participants Officials are not classroom children and you can't control their thoughts. You can just influence them or maintain the decorum. But primarily, they must feel welcomed and have confidence in you! #CapacityBuilding #Effeciency #Governance

Last week, I coached a product team through a user interview debrief. They were excited! Users had shown enthusiasm for a new feature! 🎉 But when I asked, “What problem does this solve for them?” the room went quiet. 🫣 This happens more often than we’d like to admit. 🧠 The Trap: Mistaking Enthusiasm for Validation When users say, “That sounds great!” we often interpret it as validation. But here's the catch: - Users want to be polite. - They might not fully understand their own needs. - As product teams, we may hear what we want. This is why relying solely on user enthusiasm can lead us astray. 🔍 The Solution: Semi-Structured Interviews We need to dig deeper to understand our users truly. Semi-structured interviews strike the right balance between guidance and flexibility. Key practices include: - Start with hypotheses: Identify what you believe to be true. - Ask open-ended questions: Encourage users to share experiences, not just opinions. - Listen actively: Pay attention to what’s said—and what’s not. - Probe for underlying needs: Seek to understand the 'why' behind their behaviours. This approach helps uncover genuine insights, leading to solutions that truly resonate. 🌟 Imagine the Impact By adopting this method: - Teams build products that solve real problems. - User satisfaction increases. - Resources are invested wisely, reducing wasted effort. It's not just about building features—it's about delivering value. 🦾 Take Action Next time you're planning user interviews: - Prepare a set of hypotheses. - Design questions that explore user experiences. - Remain open to unexpected insights. Remember, the goal is to understand your users, not just confirm your assumptions deeply.

Innovation in business transformation emerges when customer needs are carefully researched, opportunities are defined with clarity, and solutions are shaped through ideation, prototyping, and testing until they mature into scalable impact. This approach reflects the essence of design thinking applied to organizations. Researching customer journeys uncovers insights that traditional analysis would overlook. Defining opportunities with precision provides a foundation for creativity, and structured ideation opens the path to solutions that resonate with real needs. Prototyping, with its iterative nature, reduces risk and accelerates learning. When these phases converge into a launch, the focus shifts to scaling with an MVP approach. This balance of experimentation and delivery allows companies to adapt with agility, ensuring that improvement is continuous and grounded in evidence. Such a method creates solutions while fostering a culture of listening, iteration, and measurable value creation. It raises an important question for every leader: how prepared is the organization to truly integrate this mindset into its daily processes? #DesignThinking #CustomerJourney #BusinessTransformation #Innovation #Leadership

Find new unmet customer needs by four ways of looking … Identifying unmet customer needs, pains or dreams are crucial. To increase your chances of accurately detecting customers’ problems and dreams, you must diversify how and where you look. That’s why I introduce in my new book ‘Breaking Innovation Barriers’ the ‘Four Ways of Looking’, a new model, originally developed by Louis Barsoux, Michael Wade, and Cyril Bouquet. It involves two main approaches: improve your vision of mainstream users and challenge your vision by looking at unconventional users. 1. The Microscope Strategy. By zooming in on the experiences of your mainstream users you can identify unsurfaced needs through regular focus groups, interviews, or questionnaires. You step into a role of an anthropologist to understand the passions, frustrations, needs, and wants of your users. 2. The Panorama Strategy. By this way of looking, you can find unmet needs of mainstream users by looking at aggregated data, such as errors, complaints, and accidents, that amplify weak signals. Digital tools make it much easier to observe the behaviour of large numbers of individuals. The ‘big data’ needed can be collected from multiple sources like apps and smartphones and can be analysed for trends. 3. The Telescope Strategy. With this strategy you study fringe users, extreme users, nonusers, or even misusers. Demands from small niches are often dismissed as irrelevant. But when you zoom in on users at the periphery, you might uncover pain points that are relevant to the masses too, especially when they are lead users. 4. The Kaleidoscope Strategy. You can also look at distant groups together and find similarities that show unmet needs. It’s like spotting patterns in a kaleidoscope. The challenge, especially for managers in established companies, is to think beyond the usual groups like suppliers, distributors, and competitors. Make use of digital tools and AI to quickly analyse masses of data and identify patterns. Use this new model to diversify you way of finding new unmet customer needs. #customerneeds #jobstobedone #innovation #customerinsights

While auditing content for an Entrepreneurship course at UNSW Arts, Design & Architecture I discovered a secret. The secret to enhanced user-centric innovation: We often get "stuck" with what we're taught, and this sometimes affects how we think. We all learn about Design Thinking as a standalone tool, but there's MUCH MORE to it. Integrating Design Thinking, Lean UX, and Agile methodologies creates a powerful framework for driving user-centric innovation. Here's how it works: → Design Thinking: for deep empathy and problem definition → Lean UX: for rapid prototyping and validation → Agile: for iterative development and delivery ... And what happens when each is missing? • Without Design Thinking = "Misunderstanding" • Without Lean UX = "Wasted Effort" • Without Agile = "Stagnation" Combining these methodologies offers a holistic approach. Concept Exploration + Iterative Experimentation = Needs-and-Pain-point Discovery The initial stages emphasize brainstorming and prioritizing insights, leading to hypothesis formation that guides subsequent experiments. Continuous experimentation allows for the revision of hypotheses based on real user feedback, creating a dynamic loop of learning and adaptation. Here's how to integrate them: 1/ Design Thinking: Start with empathy. Understand your users deeply before defining the problem. 2/ Lean UX: Prototype quickly. Validate your ideas with real users early and often. 3/ Agile: Iterate. Develop in short cycles and adapt based on feedback. As teams build and explore new ideas, they foster collaboration across disciplines, leveraging diverse perspectives to refine solutions. This integrated framework not only enhances the customer experience but also drives sustainable growth. This helps founders ensure they remain competitive and relevant in their respective industries. George Dr. Kelsey Burton Yenni 👀 LESSGO!