A Balancing Act – designing what your customer wants versus business needs
by Nicola Halliday
The DVF (Desirability, Viability, Feasibility) model is a firm favourite of mine as it takes design to a strategic level within the context of innovation. IDEO (a powerhouse of a design company) created this model and it has become invaluable as a tool in decision making - I explain why next.
The model as a powerful, visual tool plays such an important role in helping different discipline teams (their mindsets and priorities) and levels within each (from customer facing through to GM roles) understand the critical nature of exploring and satisfying all three segments when designing new products and services (or making incremental or radical changes to existing ones). It essentially helps an individual or a team see the consequences of over or under focussing on either Desirability, Viability or Feasibility.
Start here.
The centre is where innovation occurs — your new product or service is wanted by your customer, you know that you can build and resource it, and it fits with your business’ strategic goals.
As a strategic experience designer my expertise is in Desirability, however, I routinely work alongside individuals or teams who represent Viability and Feasibility. The combination of the way these disciplines think and act is crucial for creating a product or service that will see its way to being built and launched and most importantly, one that your customer wants.
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