THE GREAT
PRODUCT ‘D’EVELOPMENT

SWINDLE

and how to avoid it:
“A network structure
to make the firm
more independent
from people”

on
eek
it
2 w
nd
’m
“I
n a ay”
t io
yw
aca
v
an
rks
w...
“Experience how
product development
feels from a developer
perspective”

gile
eA
th
ing
tch
ner
e
Str
Ow
uct
rod
P
tive
pe...
“Quit my job as CTO to become servant leader
for the team”

Bernhard
CTO Orderbird
Trust =

Credibility x Intimacy
Risk

Hans
Product Owner Orderbird
Su

e!*
pris
r

“I increased motivation by
reducing pressure, creating
clear prioritized goals
and maximizing the
freedom ...
Strategy

Governance

New Product
Main Product

Orderbird’s network structure*
* this is a snapshot and also only an abstr...
Start
here

8
Agile and lean approaches of making
products increase complexity
here

To match complexity there
9
A team is a complex
adaptive system
Kent Beck’s 
Beyond Agile Manifesto
Team vision and
discipline over individuals
and interactions (over
processes and tools...
“Any customer can have a car painted any
colour that he wants so long as it is black.”
T-Model, Henry Ford, 1920
Control Dilemma
More control
Looses sight of

limits flexibility

environment

and adaptablity
to environment

Re-enforcin...
THE DARKNESS
PRINCIPLE
„If an agent “knew” the
entire system, the
complexity of the whole
system would have to
reside in t...
“we
kno
ww
cus
hat
tom
our
ers
wan
t”

THE GREAT

PRODUCT ‘D’EVELOPMENT

SWINDLE
“Here is my 18 month
release plan, it's
g...
I couldn’t even get my own
teenage daughter to look at
Google+ twice, “social isn’t a
product,” she told me after I
gave h...
What’s your blind spot?
Who’s going to tell you?

Stefan Haas
Independent Agile Coach and Trainer
haaslab.net fb.com/haasl...
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The Great Product Development Swindle

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What do some companies right, to avoid the control dilemma and other patterns that kills innovation and agility?

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The Great Product Development Swindle

  1. 1. THE GREAT PRODUCT ‘D’EVELOPMENT SWINDLE and how to avoid it:
  2. 2. “A network structure to make the firm more independent from people” on eek it 2 w nd ’m “I n a ay” t io yw aca v an rks wo Jakob CEO Orderbird
  3. 3. “Experience how product development feels from a developer perspective” gile eA th ing tch ner e Str Ow uct rod P tive pec ers P Bastian CO-Founder, Produktmanager Orderbird
  4. 4. “Quit my job as CTO to become servant leader for the team” Bernhard CTO Orderbird
  5. 5. Trust = Credibility x Intimacy Risk Hans Product Owner Orderbird
  6. 6. Su e!* pris r “I increased motivation by reducing pressure, creating clear prioritized goals and maximizing the freedom within these boundaries” “Bridging the development and sales circles” *Drive: The Surprising Truth About What Motivates Us von Pink Robert Lead IT, Scrum Master Orderbird
  7. 7. Strategy Governance New Product Main Product Orderbird’s network structure* * this is a snapshot and also only an abstraction of something that is too complex to put on a 2/3D slide
  8. 8. Start here 8
  9. 9. Agile and lean approaches of making products increase complexity here To match complexity there 9
  10. 10. A team is a complex adaptive system
  11. 11. Kent Beck’s  Beyond Agile Manifesto Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
  12. 12. “Any customer can have a car painted any colour that he wants so long as it is black.” T-Model, Henry Ford, 1920
  13. 13. Control Dilemma More control Looses sight of limits flexibility environment and adaptablity to environment Re-enforcing Cycle "If a system is to be stable the number of states of its control mechanism must be greater than or equal to the number of states in the system being controlled” Ashby’s Law
  14. 14. THE DARKNESS PRINCIPLE „If an agent “knew” the entire system, the complexity of the whole system would have to reside in that agent.“ Paul Cilliers, Complexity and Postmodernism
  15. 15. “we kno ww cus hat tom our ers wan t” THE GREAT PRODUCT ‘D’EVELOPMENT SWINDLE “Here is my 18 month release plan, it's going to be perfect” “No worries, we will meet that milestone” The Emperor’s New Clothes
  16. 16. I couldn’t even get my own teenage daughter to look at Google+ twice, “social isn’t a product,” she told me after I gave her a demo, “social is people and the people are on Facebook.” http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx
  17. 17. What’s your blind spot? Who’s going to tell you? Stefan Haas Independent Agile Coach and Trainer haaslab.net fb.com/haaslab @haaslab

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