In this video, we're going to take a really practical view of the design process that you can use and we're going to talk about how do you amplify that, how do you make it better through your interface with the design resources that you have. If you remember, this dimension of desirability is our independent variable and that comes from a strong understanding of the customer and an iterative approach to designing solutions for them. That's how we really initiate action here at the interdisciplinary center. Without that, we can't create this sort of place that you want to get to as a product manager. The design resources that you have access to will probably vary a lot, at least across companies. This idea that we need to be more thoughtful and innovative about our products, and let's use the tools of design to do that is a relatively new idea for a lot of companies, and they're still working through on how to do it. So it's a hot idea though, so it's often kind of this big hot mess and the best thing you can do is sort of be your own designer or one of your designers to a certain degree at the really foundation level of these tools of design. One of the ways this interface goes wrong and something you can watch for is that we love our designers. If I hear a product manager or a manager say, I just love my designers. A lot of the time, it's kind of like a fake love. Because the designers are saying, okay, I'll help you make this thing that you just decided to make look nice. But they're not asking the hard questions about desirability and that's usually is the product manager's fault. They need to create an environment where those questions are getting asked early on and why does that not happen? I think a lot of the time, it's hard. I mean, you want to just get your job done. Get the product out the door. But if you're creating something that nobody wants, you can't feasibility, you can't viability your way around that. So if our designers are asking a lot of hard fundamental questions and you're creating an environment where that happens, you're doing a good job. This is a view of some of the most important tools from the design process and roughly in sequence how to apply them, it's called venture design. And I think this is a helpful thing for you to understand as a product manager, I encourage you to practice using all these design tools. Personas and problem scenarios are ways to grout, and encapsulate your understanding of the customer in a way that's actionable for really all the disciplines you're going to interface with. Problem scenarios and alternatives, likewise are a way to diagnose. We talked about finding the right problem. This is a way to encapsulate those things in a way that, again is actionable and testable. Value proposition design and doing customer discovery and experiments against that, ideally with product proxies like that duct tape cellphone on the bicycle is basically lean startup. This is another really critical tool of sort of expanded view of what the design process is. And then finally, once we're going to build the solution, the creation of users stories in prototypes is really great way to collaborate with your design team and your development team to build really good product. One thing that you may encounter is that your organization that they've got this and they've got this, but they kind of like don't really do lean startup. And part of that is because back when from the late 90s up until around the time lean started came up in 2012. If you did this, if you went out and you learned about your customers and you did this, you did good product design, solution design, you're doing a good job. And then the lean startup came out and there was this recognition that our proposition is entering a hypercompetitive marketplace with lots of alternatives, and very low switching costs. So yeah, we really do need to do this if we're going to consistently deliver valuable product. Because if our competitors do this, they're going to have iterated on what's valuable to the customer five times before they release product to our one and that's just not a way that you will consistently be able to lead the market and deliver valuable products. So if you find that's the case, practice leans startup. Taking operational view of it. We'll talk about it, of course. And again, kind of lead that change. Your designers will understand that tool and be able to help you with it, because all fundamentals are there. But you may need to initiate it. We've talked about an operational view of design, how to make sure that you're asking those hard questions about desirability with your designer. Good luck and I think that you'll find these tools are especially helpful for initiating the kind of environment that you need to succeed as a product manager.