 We're here to talk about designing before you build products. Just before we kick-off, who here is a designer? Just show our hands. There's more. Who here has worked with a designer? Okay, cool. That's pretty much everyone, so everyone knows the experience. That's pretty good to know. Cool. My name's Charlie. I'm going to talk about the current state of design and what's currently happening with blockchain applications and design. ac yn ychwanegol, Ondraeth gael gofyn ni'n gweithio gyd y llunio gwaith gydellai'r twf. Rydyn nhw'n gweithio'r companyau yn ymhlodd. Ond dyma'n gweithio ymlaen nhw'n gweithio'n gweithio'n gweithio'n gweithio'n gweithio'n gweithio. Rwy'r gweithio'n gweithio yr unrhyw oherwydd mae'r byw yn ymlaen nhw'n gweithio'n gweithio'r gweithio. Rwy'n gweithio'n gweithio'n gweithio, ac mae'r gweithio yn ymddangos, that are really starting to show through, at the same time too. With that infrastructure, there's also techniques and methodologies from web 2.0 which means we can really quickly build quite amazing products on top of it. We all know that we can build things faster, better and cheaper. Companies like Spotify have competition with Google, Amazon and Apple and they're building significantly better products. Felly dyna ydych chi, a'n amser ond, yn cael ei cael ei ddweud. Mae'r dderbyn y tu meddwl yw'r bair i eich gwneud gweld mi. Felly mae'n gw pokus ni'n achos oedol, mae eich gwneud yn eich gwneud eich haf yn uch Zolwc Rhaenwy, maen nhw ymddun yn gweld, ac mae'n fwy i mor cyfwydd yma i ddefnyddio i'ch gweithio yma. Mae'n gweld i eich gwneud eich gwneud ar hynny sy'n meddwl tu eich gwneud. The innovation is an exponential curve and hopefully we're going to end up somewhere up there and we don't know where that is. If we look to the app store launch, we have no idea that apps like Uber and Airbnb would be the ones that would be most successful. So these are the time it took these companies to get to a $1 million market cap. So generally what happens in technology is things are just getting faster and faster and faster. That's when disruption comes in. So why is disruption not happening? Applications in FinTech or just Web 2.0 have really great user experience and they're a pleasure to use, but at the same time they're not that technology innovative. Daily users of apps kind of speaks for itself, especially when you put it against traditional FinTech apps. Six million users of Robinhood compared to 20,000 daily users of affiliate apps. If we do a Google search for best apps, things look incredibly exciting. If we do a Google search for dApps, we're asking who is still alive. I can kind of understand why. Whether the question of losing a user's photos on social media is actually more valuable compared to losing some of these money is a conversation for another day. But you are building things which have smart contracts, which have value which you don't want to lose. So this methodology doesn't necessarily work. And what this means is that traditionally to get a product out, or to validate an idea, you go from the idea, you build, you launch, you get data and you validate if it works. But in Web 3.0, that process is significantly longer. You've got to think about token economics, wallet integration, smart contracts, security, governance, audits, testnet. This could go on for quite a long time before you actually launch a product. Only then do you get the data, and only then do you validate if the idea works. And blockchain starts to look a bit more like this. We've got a process which takes an idea, gets data, and validates it as quickly as possible. Hello, I'm Andre. Nice to meet you. So let me go through a couple of tools and things that we've discovered that we found to make this happen. Who knows? Oh yeah, this could be you. Who knows this guy? You know him? You know him personally? Yeah, not personally. Okay, he's very nice. He wrote this book. Who knows this book? Okay, good. Nice. Then I don't have to... This is basically the fundamentals of what, or the beginning of what I'm going to talk about in a minute, because that's where I guess all the process started that we have developed by now. It came out in 2016. So actually only three years ago, and we've been working exclusively in design sprints to work on them and make them as efficient as possible. And this is basically what it's about. It's short-cutting all this process into just having an idea, or maybe not even having an idea, and getting real-life data before you actually have to implement stuff. So it's a super rapid process. Very important slide. And it's basically just a structure for innovation in any type of industry, for any type of product. It's broken down in the most essential steps that any product or any product development should have, which is ideation, which is a map. So basically the whole team aligns on a concept or on an idea. Then everybody sketches out what it's actually supposed to be. Then you decide on what you want to build, build a prototype, and then you test the prototype, and then you have the whole cycle. You can do it again and again. Or you just also develop it at some point. All of this leads to basically solving a lot of questions. Is the product actually understandable for people? This is a thing that we built for consensus that we got presented yesterday. We need to figure out whether people understand the whole transition from the current state of ETH to phase zero to phase two. And we'll actually invest in staking into the ETH 2.0 platform. So you figure out whether you're developing the right thing at all. This was something, but they only had a CLI interface, a command line interface. So they knew that they were just creating bots that people could run to get those best trades. But they didn't know whether people would actually need a proper interface and play around with it. They ended up not building it because they were prioritized, but they learned that the actual demand exists. Or molecule, this is probably one of the most complicated and complex systems that we worked on, which is basically revolutionizing the entire medical industry, which is a huge task. It's going to take a lot of years, but we built it, we figured out how it could work. We found out that it's going to take a lot of time, and now they kind of know exactly the roadmap. Or at least more or less the roadmap of which steps they should make in order to make this a reality sooner. And also finding the best way to actually market a product. You can do this, actually... Yeah, okay. Some of you already know the book. For those who don't know the book, how long do you think that all of these products took approximately? All of them took approximately the same amount of time as a product that I've just shown, and it's like a product that has several screens. I don't know if you would say any time scale from one hour to, I don't know, a year. Six months. Six months, three months, three months? Okay. Who's less? What did you say? I haven't said it in a few weeks. A few weeks? Okay. What did you say? One week. One week? Okay. You read the book? Did you read the book? I did not read the book. Okay, you want something? Here. It's a Sailor Moon candy I found in Scotland. Congratulations. Nice. Yeah, so basically all of these things take only one week. After one week you have a lot of data and it's actually so much data that a lot of teams don't really know how to actually use that because it's so much. And basically by the time, by the end of the week, we normally start off either another iteration week so we figure out exactly what needs to be built and by then we are able to basically ship it or like implement and ship it or they find out exactly what they need to do. It's a super short amount of time. The only problem is the, or it was, I would say, Jake wrote this book and he was like, this is only an office structure because you need to have people in a room. You need to put them all together so they work in, like, yeah, in a closed room so they understand the social interactions among each other so they understand how everybody works. And he was like, Andre, this is not going to work remotely. I'm like, let me try. And yeah, because the whole blockchain industry is completely split up, we are decentralized. We are decentralized by nature. And we have to figure out a way how to connect this at some point on the Charlie. Yeah, so I live in Ibiza in Spain and I've always been nervous saying that because the typical image comes to people's heads is something like that. I haven't been to one of these in about two years just to give you an idea. The real reason I live there is because it's absolutely beautiful that I live outdoors and it's all about prioritising, for me, health and being outdoors and being fit. Now the problem with that is that skills in Ethereum are spread out around the world like the best developers, the best technology isn't on the world's party capital. Last year I met Andre at DevCon and he said, hey, I've got a process which takes creative work and you can do it remotely. I was a bit skeptical. I used to work for a startup and I tried to work remotely. What we found is that the constant piddies, the constant changes you had to make, we had to talk across time zones. It just didn't work. You couldn't move fast enough to actually disrupt the competition. I'll hand back to Andre. So yeah, and going back to this process, oh yeah, we wanted to work with a lot of things remotely. Going back to this process, it's basically split up in five days. It makes sense by what we know by now. So every single day in the book is one of these steps. That was the original design sprint from 2016, which is already pretty impressive, but every day takes a long time. So what we did was basically, in the last three years, shorten it down to four days, split the collaborative sessions into approximately three hour sessions per bit. So it would be like deciding on what you want to build in about three hours, sketching out individual solutions in about two hours together, deciding on which of these elements would make the most sense, and then storyboard it all together and pack the best ideas into one thing so that all of these things that actually need to happen collaboratively were bashed into much, much shorter amounts of time, and the other ones we could just do alone like prototyping, I can just sit down or Charlie can sit down for a day and pack it all up. Use the testing you can also do in one day, in one person. But the point is that all of this structure made it possible to kind of split it up and make it usable across all the different time zones. So this was actually a project, that was actually the calculator I think. It was completely different time zones and it just works because people get up at different times. Obviously there's a couple of sacrifices that some people might want to get up earlier or work until a little bit later, I mean we are in the world that's evolving and we're redefining the way we work and the, what is it, nine to five jobs are not a sustainable thing anyway, so I think this is a progression towards that in an area, in a creative area which is normally unquantifiable but we can make it work if we apply the right structure. Yeah, and we already have the basic guidelines for that. We already have the infrastructure. Obviously this is just a joke but these are the tools, the main tools already exist and they're super user friendly, they work just combine them together to replace the natural office interactions with remote collaboration tools and you have it you can work for on whatever you like in a super short amount of time. So we can work remotely on how to get the right people to solve them problems and Ethereum in particular I feel lacks expertise cross-section, I'm glad to see this in designers in the room. I know that straight after this Jared Lubin is doing a talk downstairs called when more million devs that's pretty cool, I really want that to happen but we also need one million devs and one million other people as well at different skills to come in and I can understand it with designers because what typically happens in the relationship is you understand the technical problem but you need somebody with design skills so you give them a brief and they go away with their skills to design something like an interface or a solution and the end result is they come back with something and you have to give them this feedback and nobody really enjoys that process it's not very nice and I think the primary reason that happens is because designers tend to try and solve a problem they don't really understand the people who actually understand it and the developers themselves so the design spirit process is collaborative everybody comes into the process the design solutions together so when a designer brings in their skills they're only bringing in their specific skills not stuff that they don't understand and the basic structure is actually just this you have a team of people who are all at the same time with zero discussion it's actually counter-intuitive so you don't actually talk in all this process some things, this is like the first bit everybody writes their own thoughts and ideas into one space then you move over and it's like time pressure, like time box very important everybody votes on the things that they think are the best so almost like, you can imagine that like a DAO or something, like a mini DAO you know, everybody suggests ideas and then everybody at the same time votes on them and then you prioritize because democratically you understand what's the best feeling in the room and if you think that if most people think that one idea or concept or solution is the most important one to go for then that's probably the best to go for for now and so you can do that with obviously with text or with solutions to problems that you write out but you can also do that with sketches so this is actually from this humming bot example where everybody individually and that was project manager CTO CTO us drew a concept on paper what the interface should look like our own version from our personal perspective and I know this is super super small but there's dots, like little red dots on it to vote on the most important ideas and all of this heat map leads to us creating this storyboard based on all the best ideas from the sketch where I'll close you can see them but there's a lot of tiny red dots scattered across so there's a lot of different roles that get combined from everybody's perspective so you only get the most valuable information for the best goal that everybody's working for from the experts so yeah and then you're basically finished with a storyboard I don't know if you've seen that before okay so this is on the bottom then you're finished with the storyboard and that's exactly what you want to build because it has exactly the words exactly the buttons, exactly the interface you would like to build so there's no back and forth between you and the designer or between the designer and product manager or you don't go a linear process anymore you just do it all together everything is super clear so that we can just go in and prototype this thing in one day by prioritising the most important things and just build it in Figma and if we have two people who work in Figma look even prettier like this is an example from and it looks like your actual interface this is probably not the biggest work of art but it's a prototype that looks like the real thing and if you show that to someone who's never seen that thing before they'll be like how do I use that start clicking around that's exactly what you want you want people to believe that that's the real thing so they can gather actual valuable data and that leads us to the user testing so that's how basically that's your example that's cool so with user testing it's kind of not done so much and I can just say things like this which kind of explain why if you're a founder you kind of think say for example with blockchain technology if you ask people what they wanted from their bank it wouldn't necessarily come up with I want an Ethereum wallet I want stable coins and that rings true from things like Steve Jobs problem is is that at the moment in this space we're all just highfiving each other with what we think is cool does anybody know what this actually is can smell freedom such smell who said door jair freshener there you go it's air it's a little bit unfair but I couldn't read it oh yeah go back on yw yw'r teulu'r gyhoiodd mewn gweld. Mae'u i'n golygu y byddwn yn gweithio'r gwyloedd, yn gwyllwch ar gwaith gyda un profi a'r gwahanolsteinsu, y byddwn yn gweithio eu cyllân, mae'n meddw i'w少ai, mae'n meddwl a phytuaethau, mae'n meddwl i'r skleu, a mae wir iawn yn iawn iawn, sy'n gweld fyddwch yn ni, yn y gallu'r amlwch o'u golygu. Mae'r grîn staff er mwyn i didnwyr. Ac wrth bod ni'n dyfu, ein prydwyaeth y hyd yn eistedd yn ymwiel gyda'r ysgrifennu ymdeithas byddemu, ac mae hynny'n ddodod yw nefyd yn allanod, yn y ddwyliaeth, yn ddod pwyng. Fydwn ni'n ddiddori, rydyn ni ychydig dod yn y prydwyaeth, ac mae'n amddai o'u ddeddiad o'r plwy ngyloedd. Gydai'n ddysgu a chynymdd arna phrowr! Mae mynd i'r wneud bod yn ganly Experiwnol ydw i roi sydd ymddai yn ei pwysgol. Felly, mae'n gweithio'n technologie. Felly, mae'n gweithio. A gweithio, mae'n gweithio ddweud. Mae'n gweithio'r syniad yn ddweud ond o'n ddweud. Felly, gallwch angen i'r app. A ddweud, fel o ddweud ymlaen, yr ysgol ffrancistai amddur o blaen. Felly, fel y dyma eich testu i ni, yw'n gweithio, yw'n gweithio'n gweithio'n gweithio, gallwch chi'n rhai gweithio'n ysgol a'r gweithio'n gweithio, ond oedi roedd sy'n youra ychydig. Rwy'n peirio ar ddi. Rwy'n bobl. Rwy'n gennym. Dyma i'r rhwyng gydig, sut rwy'n meddorach croedd a nad ydych gondol y gallai cyrraedd ac ond oedd ymateb hyn yn ddechrau. Mae'r unrhyw fydd ymlaen o'r fwyaf a dylai'r unigio, allan cymaint o'r wneud. Oes也o, rwy'n gallu mor unrhyw ysgawch glo онo ers roedd ychydig yn fath. Siad, amdwch chi'n f Jewsion yn ddemol, rydyn ni'n ddewch ar bryd yn mynd i ddewch. Fi'n wir, iddyn nhw i chi'n amhwyllwch. Rydyn ni'n ddim o'r gwzio, oeddi'r digwydd yng Nghymru'r Gweithio'r penoliad a'r hir yw ddatblygu, wrth gwrs, ymddeth i chi'n gweithio'r dyma i ddweud ynghylch i ddweud o philio ynghylch. Rydyn i chi'n ddewch, Byddwch yn cael ei gael i'r gweithio, yna'n fy mhau yng Ngheilwyr, ac mae'n ddweud ond eich bod y cyfnod yn gweithio. Mae'n ddweud yw'n gweithio, gyda'n ffordd gyda'n deill y gallwn gweithio, gyda'n gweithio'n gweithio'n ddweud i'n gweithio'n gweithio'n gweithio'n gweithio. Felly, mae'n edrych yn y ffrindiau'r llwyddiadau. Mae'n ddweud i'r llwyso sy'n sicrhau i'w newydd. Sorry, the only tools we found, all the books, articles, there's one exercise that you can try which takes an hour, it's super cool, we use it every single week in our own kind of studio, so it's almost like a retrospective or you get to, it was this process that I showed you, like the three step one, so basically like you come up with problems in a team, you come up with solutions to the problems in a team and you just delegate, it takes one hour, solves all your problems. Really. And also like, yeah, just a lot of books that are nice, some articles, have a look. Yeah, if you can't believe to take a photo of that. Or ask us later. One more thing, sorry, I think I have one more. Okay, so this is one more thing that I actually find personally pretty fascinating. I'm almost done. So this is one thing that I find pretty fascinating because I've been working on these things for three years and I know the structure and I think this can go all pretty much, first of all obviously we can solve a lot of problems in products. We have this space, we have that problem in the blockchain space that we need to make the products really use a focus. We need to get expertise to work together on one thing, so this can be applied to every of your products and make it like really amazing in a very short of time. But what if we solve problems that are unrelated to product design? We can do exactly the same process. We can think about how we can use a network of different expertise to solve problems that are not actually just building a product. But maybe solving problems with governance, something that's like not having like whether the result is not an interface or a product but actually something that's a more fundamental solution to a problem. Or things like creating cures for undiagnosable health diseases. We actually did that two months ago with a team of different experts and had a patient to work on their health as having different people to work on one thing at the same time instead of going from doctor to doctor. Or maybe at some point we managed a time chain. But yeah, either way, whatever your problem is, I think this is one of the most fantastic processes and principles that you should apply to your work. You're all problem solvers. I love you all. You can solve everything remotely and learn programming and people will love your products too. Bye!