This is my research study on comparing the major differences and similarities of the Google Design Sprint and the Apple Design Methodology. In my opinion the main differences come from Google has its legacy in the Agile system and Apple has its history in Design thinking and the Lean Thinking.

GOOGLE VENTURE DESIGN SPRINT

  • VERY PUBIC KNOWLEDGE (Published Openly. Also see Sprint by Jake Knapp, John Zeratsky, Braden Kowitz)
  • ​Started in 2010
  • OUTCOME ORIENTED
  • GOAL LOOKING TO TEST WITHOUT WASTING DEV TIME
  • ANSWERING BUSINESS DECISIONS
  • ​Compiled from studies of 175 Designers
  • SHORT PROCESS

APPLE DESIGN METHODOLOGY

  • VERY SECRETIVE (Exposed by Adam Lashinsky in Inside Apple: How America’s most Admired and Secretive Company Really Works)
  • PRODUCT ORIENTED (​The Apple New Product Process (ANPP)
  • GOAL ENSURING PRODUCTS MEET APPLE STANDARDS
  • ANSWERING PRODUCT DECISIONS
  • Set in place from Steve Jobs and Jony Ives
  • LONG PROCESS
  • Core philosophy is based on experience and design.

GVD STARTING REQUIREMENTS

  • SET ASIDE 5 DAYS
  • CREATE A TEAM OF LESS THAN 7 PEOPLE
  • ​ELECT A DECIDER (Typically the one responsible for a product or outcome. Could be a PM or  a CEO)
  • CHOOSE A FACILITATOR (DESIGNER)
  • Teams work alone or seperated

APPLE STARTING REQUIREMENTS

  • SET ASIDES 4-6 WEEKS
  • EPM (engineering program manager)
  • GSM  (global supply manager)
  • Together they are known within Apple as the “EPM Mafia”
  • Similar to DECIDER (Jony Ive: Chief Design Officer (CDO)
  • ​Separate design teams

DAY 1 MONDAY: CREATE A MAP

UNDERSTAND PHASE

MONDAY REVIEW OF ALL PRODUCTS
  • START WITH END IN MIND (OUTCOME)
  • IDENTIFY THE ACTORS (CUSTOMERS)
  • SALES TEAM
  • FILL IN THE GAP TO THE END RESULT. (MORE SALES)

PESSIMISTIC MODE (PREMORTEM)

  • Looking at a foreseeing what went wrong 1 year into the future.
  • Ask what went wrong.
  • Think of solutions
  • IDENTIFY AND REVIEW ALL PRODUCTS BY APPLE
  • IDENTIFY CORE IDEOLOGY
  • DETAIL ORIENTED
  • SIMPLICITY

DAY 2 TUESDAY 3 MIN PITCH

DIVERGE

  • Team members each present a potential solution based on past or a range of companies.
  • FACILITATOR sketches each presented design on the white board.
  • Each team enters a sketching mode on 4 pieces of paper.
  • PAPER 1: List each idea most promising to them
  • PAPER 2: Try to combine and remix ideas into one idea
  • PAPER 3: Fold paper 3 times to make 8 sections to sketch detail in 1 minuet or less
  • PAPER 4: 3 part storyboard (Events that will have to happen to make it work)

IDEA PHASE

  • Senior managers express an idea for a new product.
  • Create a creative brief
  • Sketches are made
  • Presented as if a startup
  • Approved and moved to a startup phase

PRODUCT START UP PHASE

  • The Product start up phase is much like the phase for the pitch except its more about an end product that will give a desired experience.
  • Here the stakeholders, the EPM mafia decides what product to ideate on.
  • The product is not the experience. The task is the experience. If you can do what you set out to do, easily, is what determines if a product works.

DAY 3 WEDNESDAY: SILENT VOTING MODE

PEER DESIGN MEETINGS

DECIDE

  • Tape all the storyboards in a row along a whiteboard
  • Use stickers for silent voting. This creates a heatmap.
  • 3 min evaluation for each idea.
  • List pros and cons of each potential solution
  • Supplemental design team improvements to executive discussions

DECIDER PICKS 3 SOLUTIONS

  • Decides which to be developed as a prototype

WEEKLY EXECUTIVE TEAM REVIEW

Executive Green lights which products get chosen to be further developed.

DAY 4 THURSDAY: PROTOTYPING

PROTOTYPES

  • TYPICALLY MADE FROM A PAGE BUILDER OR KEYNOTE

PROTOTYPING

  • Also called the “pixel-perfect prototypes” or “10 to 3 to 1,”​
  • The name comes from creating 10 DESIGNS
  •  3 SELECTED FINALISTS
  • 1 FINAL WINNER

DAY 5 FRIDAY: INTERVIEW 5 USERS

PRODUCT TESTING

VALIDATE

  • Outside user interviews are valued.
  • Ask what they are thinking.
  • What are they feeling?
  • How can they improve on the solution
  • Google usually gives 100 dollar gift cards.
  • Internal user testing and feedback from executives is valued.
  • engineering product manager (EPM) and the global supply manager (GSM) are giving direct feedback