Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days - Hardcover

Über die Autorinnen und Autoren

Jake Knapp is cofounder and general partner at Character Capital and a New York Times bestselling author. Previously, he helped build Gmail and Microsoft Encarta, cofounded Google Meet, and was a partner at Google Ventures. He lives on Orcas Island in Washington state.

John Zeratsky is cofounder and general partner at Character Capital and a New York Times bestselling author. Previously, JZ was a design leader for YouTube, Google Ads, and FeedBurner, a startup which was acquired by Google in 2007, and was a partner at Google Ventures. He lives in Milwaukee, Wisconsin.

Braden Kowitz founded the Google Ventures design team in 2009 and pioneered the role of “design partner” at a venture capital firm. He has advised close to two hundred startups on product design, hiring, and team culture. Before joining Google Ventures, Braden led design for several Google products, including Gmail, Google Apps for Business, Google Spreadsheets, and Google Trends.

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NEW YORK TIMES BESTSELLER

From the authors of Click and former Google Ventures partners, Sprint presents a unique five-day process for solving tough problems, proven at more than a hundred companies.

Entrepreneurs and leaders face big questions every day: What’s the most important place to focus your effort, and how do you start? What will your idea look like in real life? How many meetings and discussions does it take before you can be sure you have the right solution?

Now there’s a surefire way to answer these important questions: the Design Sprint, created at Google by Jake Knapp. This method is like fast-forwarding into the future, so you can see how customers react before you invest all the time and expense of creating your new product, service, or campaign.

In a Design Sprint, you take a small team, clear your schedules for a week, and rapidly progress from problem, to prototype, to tested solution using the step-by-step five-day process in this book.

A practical guide to answering critical business questions, Sprint is a book for teams of any size, from small startups to Fortune 100s, from teachers to nonprofits. It can replace the old office defaults with a smarter, more respectful, and more effective way of solving problems that brings out the best contributions of everyone on the team―and helps you spend your time on work that really matters.

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Sprint

1

Challenge

In 2002, a clarinet player named James Freeman quit his job as a professional musician and founded . . . a coffee cart.

James was obsessed with freshly roasted coffee. In those days in the San Francisco area, it was nearly impossible to find coffee beans with a roast date printed on the bag. So James decided to do it himself. He carefully roasted beans in a potting shed at home, then drove to farmers’ markets in Berkeley and Oakland, California, where he brewed and sold coffee by the cup. His manner was polite and accommodating, and the coffee was delicious.

Soon James and his cart, called Blue Bottle Coffee, developed a following. In 2005, he established a permanent Blue Bottle location in a friend’s San Francisco garage. Over the next few years, as the business grew, he slowly opened more cafés. By 2012, Blue Bottle had locations in San Francisco, Oakland, Manhattan, and Brooklyn. It was a business that many would have considered perfect. The coffee was ranked among the best nationwide. The baristas were friendly and knowledgeable. Even the interior design of the cafés was perfect: wooden shelves, tasteful ceramic tiles, and an understated logo in the perfect shade of sky blue.

But James didn’t consider the business perfect, or complete. He was still just as passionate about coffee and hospitality, and he wanted to bring the Blue Bottle experience to even more coffee lovers. He wanted to open more cafés. He wanted to deliver freshly roasted coffee to people’s homes, even if they didn’t live anywhere near a Blue Bottle location. If that coffee cart had been Sputnik, the next phase would be more like a moon shot.

So in October 2012, Blue Bottle Coffee raised $20 million from a group of Silicon Valley investors, including GV. James had many plans for that money, but one of the most obvious was building a better online store for selling fresh coffee beans. But Blue Bottle wasn’t a tech company and James was no expert at online retail. How could he translate the magic of his cafés to smartphones and laptops?

Several weeks later, on a bright December afternoon, Braden Kowitz and John Zeratsky met up with James. They sat around a counter, drank coffee, and discussed the challenge. The online store was important to the company. It would take time and money to get it right, and it was difficult to know where to start. In other words, it sounded like a perfect candidate for a sprint. James agreed.

They talked about who should be in the sprint. An obvious choice was the programmer who would be responsible for building Blue Bottle’s online store. But James also included Blue Bottle’s chief operating officer, chief finance officer, and communications manager. He included the customer service lead who handled questions and complaints. He even included the company’s executive chairman: Bryan Meehan, a retail expert who started a chain of organic grocery stores in the UK. And, of course, James himself would be in the room.

The online store was essentially a software project—something our team at GV was very familiar with. But this group looked almost nothing like a traditional software team. These were busy people, who would be missing a full week of important work. Would the sprint be worth their time?

• • •

On Monday morning of our sprint week, the Blue Bottle team gathered in a conference room at GV’s office in San Francisco. We made a diagram on the whiteboard showing how coffee buyers might move through the online store. The Blue Bottle team targeted a new customer purchasing coffee beans. James wanted to focus the sprint on this scenario because it was so difficult. If they could establish credibility and create a great experience for someone who had never heard of Blue Bottle, let alone visited their cafés or tasted their coffee, then every other situation should be easy by comparison.

We ran into a big question: How should we organize the coffee? The shopper in this scenario would be choosing between a dozen or so varieties of bean, each in a nearly identical bag. And—unlike in Blue Bottle’s cafés—there would be no barista there to help choose.

At first, the answer seemed obvious. From boutique coffee roasters to mainstream giants like Starbucks, retailers tend to organize coffee by the geographic region where it was grown. Africa, Latin America, the Pacific. Honduran coffee vs. Ethiopian coffee. It would be logical for Blue Bottle to categorize their beans the same way.

“I have to admit something,” Braden announced. Everyone turned. “I’m into coffee, okay? I have a scale at home and everything.” Electronic scales are the hallmark of a true coffee freak. Owning a scale meant Braden weighed the water and coffee beans so that he could experiment and adjust ratios as he brewed. We’re talking science here. Coffee scales are accurate to a fraction of a gram.

Braden smiled and held his hands palm up. “I don’t know what the regions mean.” There was silence. We avoided looking at James. After all, Braden’s brave admission might be seen as heresy.

“That’s okay,” said James. The floodgate opened. John and Jake didn’t know the difference between coffee regions, and neither did Daniel Burka. We drank coffee together constantly, but none of us had ever admitted to our lack of sophistication.

Then Serah Giarusso, Blue Bottle’s customer service lead, snapped her fingers. “What do we do in the cafés?” she asked. After all, she went on, The Braden Situation must happen to baristas all the time: a customer comes in for coffee beans, but isn’t sure which kind to buy.

James is a slow and thoughtful speaker. He paused for a moment before he answered. “The brew method is very important,” he said. “So we train the baristas to ask the customer a simple question: ‘How do you make coffee at home?’?” James explained that, depending on whether the customer used a Chemex, or a French press, or a Mr. Coffee, or whatever, the baristas could recommend a bean to match.

“?‘How do you make coffee at home . . . ?’?” Braden repeated. Everyone jotted notes. James had started the sprint by explaining his vision: that the online store should match the hospitality of the cafés. It felt as if we were onto something.

The team spent the following day sketching ideas for the store. On Wednesday morning we had fifteen different solutions. That’s too many to test with customers, so the team voted on their favorites as a way to narrow it down. Then James, the decision-maker, made the final pick of three sketches to test.

The first sketch showed a literal approach to making the website match the cafés: It looked like the inside of a Blue Bottle café, complete with wooden shelves. The second sketch included lots of text, to mirror the conversations baristas often have with customers. Finally, James chose a third sketch that organized coffee by brew method, bringing the “How do you make coffee at home?” question right onto the computer screen.

James had chosen three competing ideas. So which one should we prototype and test? The idea of a website that looked like the café was the most appealing. Blue Bottle’s aesthetic is celebrated, and a matching website would look different from anything else in the market. We had to try that idea, and it wasn’t compatible with the other solutions....