By now I’ve read the first chapter of Phil McKinney’s book “Beyond the Obvious: Killer Questions that Spark Game-Changing Innovation" online. I heard the podcast. There have been reviews. And now there’s been a Silicon Valley book tour interview at the Computer History Museum. This is his first book; Mr. McKinney’s thoughts after leaving HP.
The book is another essay pressing the message that to innovate businesses must dare to break out of their ruts. His prescription is to stop accepting common knowledge and preventing the boat from rocking. To allow the less conventional thinking its day in the sun.
So we’re hoping that the real news is in the execution. Riskiness is all well and good until rubber meets the road. Stakeholders, bonuses, and weekend homes are on the line.
And so it is: Phil McKinney suggests we ask Killer Questions. Questions that require thought and maybe a little digging (Daniel Kahnemann’s System 2). Specifically, we should ask: Who, What, and How.
Who are the customers? No actually – who are they really? Two nominally legitimate methods are outlined. But first, an ad hoc data collection story.
As a VP at HP Mr. McKinney became a regular “visitor” at Best Buy, quizzing new laptop owners about why they didn’t buy an HP. Once he learned about a buying pattern from the Geek Squad that he forwarded immediately to HP. Of course, actual research may or may not validate the cause -> effect observation, but everybody likes a good story.
Let’s be clear. It’s an executive privilege to get away with guerilla research inside a retail store. A UX researcher for HP would get the bum’s rush. Wouldn’t it be great to compile these data; to collaborate with the UX team. Except that, bottom line, this kind of off-the-cuff research is unethical and certainly unscientific. People should be informed that they are participating in research. Allowing such research makes Best Buy complicit in the research. It also interferes in the shopper’s overall experience. And it’s not systematic. Upshot: executives get a jolt from directly influencing product development. Shows that they know their own shop. But let’s not pretend that this is more than anecdotal inquiry that is useful to executives.
So what is legitimate inquiry? Phil McKinney does reverse engineering. Look at how things are and try to figure out how they got that way. And then think of even more ways things could have gotten this way – go beyond the obvious.
I do reverse engineering, too. We all sometimes skim through the New Yorker Magazine just reading the cartoons. Sometimes they’re immediately funny because the point is obvious and not very profound. Most of them also make a deeper socio-cultural comment. So it’s fun to figure out the cartoonist's original observation and then trace how the cartoonist arrived at this visual and verbal expression.
What’s cool is that in scientific method this is called “generating hypotheses”. The next step in considering possibilities is seeing if anyone else has tackled the question and derived potential explanations. Eventually one whittles down the list of hypotheses, arriving at a handful of better-educated guesses.
But wait - we're not done. Before leaping to solutions, how about some real life observation and testing of variables?
So reverse engineering is one person “brainstorming”. The other method Mr. McKinney touts is for team reverse engineering, generating educated guesses and solutions in a compressed time period. The classic brainstorming session. Timing is a little rough on this one considering recent raps against brainstorming here and here.
The key, he says, is to rank the final results for better implementation. That’s an idea for handing off actionable possibilities for executives to get behind. Finally a team is being given latitude to exercise their expertise.
The What question is something related to the product or service. This might be where product development or marketing considerations may come into play.
The How question pertains to organizational execution.
I’m glad Phil McKinney makes these points to his peers - the executive echelon. A stronger correlation from these ideas to UX research would be useful to the rest of us.
Experience researcher of built environments with an anthropology provenance. Copyright 2004-2017