Workshop 3 – Evaluering og læringer

Ifølge den oprindelig plan skulle Workshop 3 have været afholdt i Tyskland sammen både SKOV og Big Dutchman, hvor vi skulle levere et konkret bud på, hvordan det videre “Next Gen UX”-projekt kunne se ud. Desværre blev vi hægtet af denne workshop og vi valgte i stedet at indkalde SKOV til et evalueringsmøde, hvor vi med udgangspunkt i den oprindelige projektbeskrivelsen, kunne snakke åbent om, hvordan PLUS-projektet var forløbet.

I den oprindelige projektbeskrivelse blev følgende hypoteser fremsat:

  • Meget differentierede kundebillede skaber behov for differentieret teknologi
  • Timing er afgørende for implementering af ny teknologi 
  • Man kan optimere på fysiske produkter og services gennem teknologi

Gennem projektet er disse tre hypoteser blevet diskuteret på mange forskellige niveauer – teknik, management, kunder/brugere, salg osv. – og vi har med afsæt i disse diskussioner kunnet indramme en række konkrete indsatsområder, som vi mener, vil kunne bringe SKOV og Big Dutchman videre i deres udvikling. Helt overordnet er det vores opfattelse, at virksomhedernes udviklingsmæssige udfordringerne bør gribes an fra et system-perspektiv:


 

System Approach

The three opportunity areas User Experience, Data Utilisation and Modular Platform Architecture can be addressed individually, but they are all part of Big Dutchman and SKOV’s overall product ecosystem. If any major changes have to be made within any of these areas, it will affect the other two as well as the entire product ecosystem.

A coordinated, strategic design plan can encompass all areas, and would be based on a Master Value Proposition alongside a strong and unified executive strategy.

capture

User Experience

The user experience was the original theme of the workshop and was focused on the controller for Layers. User Experience, however, can encompass much more than the UI and starts at the very first point of contact with a potential customer.

Some of the identified opportunities in this area includes:

  • Identify and map Key Drivers for all relevant stakeholders from Corporate Management to Farm Staff
  • Coordinated sales approach for the entire organisation incl. service technicians etc.
  • Unified visual language, flow and logic across all products and platforms
  • Influence and align external stakeholders i.e. veterinarians, feed experts, electricians etc.

By having a clear strategy for how to communicate with customers and what to offer them, the user experience of Big Dutchman and SKOV’s products can be improved and elevate both brands. The base of a strategy like this is a good value proposition that can act as a design guideline for all activities that relates to customers and users.

 

Data Utilisation

Currently, Big Dutchman and SKOV’s systems are gathering massive amounts of data that is saved locally on each individual farm and used by the farm manager for decision and planning support as well as documentation.

Hidden in all this data is a vast potential source of knowledge and experience that Big Dutchman and SKOV could use for troubleshooting systems, learning about user behaviour, optimising growth algorithms and ultimately use for making fully autonomous farms.

Shifting to a central or cloud based data handling system is no easy task and affects the whole software ecosystem, but once it’s done, it brings several advantages. Besides having access to the data and extracting value directly from it, having a connected, online system makes future upgrades and changes a lot easier and even allows for remote service, help and debugging.

 

Modular Platform Architecture

There are some challenges that most companies offering physical products struggle with:

  • A need to reduce time-to-market
  • Offer product customization and variety
  • Achieve attractive cost levels
  • Control product complexity

Modular Platform Architecture is a way of radically reducing the number of unique components and parts, while still offering a rich product catalogue. The approach requires both investment and commitment, but can streamline development and production at a lower price, effectively addressing all the points above.

By analysing and identifying common and unique features across a product portfolio, a redesign process can be undertaken, which groups shared and functionally similar elements into parts that can be reused across the whole product portfolio. Furthermore, detailed interfaces are described between all parts, allowing singular parts to be easily redesigned, while ensuring that they will fit right back into the full range of products that use that part.


Hvordan SKOV og Big Dutchman i praksis vælger at tackle disse udfordringer er endnu uvist, men gennem PLUS-programmet synes SKOV at være blevet klædt godt på til gribe tingene lidt anderledes an:

“Vi er på meget kort tid gået fra at være en udviklingsvirksomhed drevet af teknologi-begejstring, til i stedet at diskutere, hvilken værdi vi gerne vil levere til hvem – fra specs til value, så at sige. Det er en filosofi, der allerede har manifesteret sig på samtlige niveauer i organisationen.” – Mads Frederiksen, SKOV a/s

Samlet refleksion og evaluering af forløbet følger i DDC’s case-materiale.