"Barely Manage to Lead" for dsmAgile - by Geoff Wilson of 352 Inc.

•

Sep. 25, 2015

• •

Barely Manage to Lead
Geoff Wilson
President & Founder
Email:geoff@352inc.com
Twitter:@geoff352
Web:www.352inc.com

The year was 2007.

10
It took a year and a half to get to market.

Next SlideShares

Upcoming SlideShare

Enterprise Entrepreneurship Series Atlanta - March 2 Presentations

Enterprise Entrepreneurship Series Atlanta - March 2 Presentations

Loading in …3

×

"Barely Manage to Lead" for dsmAgile - by Geoff Wilson of 352 Inc.

Sep. 25, 2015

• •

Download to read offline

Small Business & Entrepreneurship

A few years ago, Geoff Wilson was in a tough spot. His digital product development agency, 352 Inc., was growing quickly but was barely managing to keep up with the workload. Projects were disorganized. Employee morale was low. Customers were frustrated. Geoff needed to do something fast.

Geoff and his leadership team restructured the agency into cross-functional agile teams and turned managers into servant leaders. Teams were taught Lean Startup techniques and traditional processes were thrown out the window. The changes dramatically increased innovation, quality, customer satisfaction and employee morale - almost overnight.

Geoff will share his story and belief that every organization can achieve similar results when its leaders learn to barely manage at all.

President & Founder of 352 Inc. | Tech Startup Entrepreneur & Mentor | Speaker on Innovation, Lean Startup & Agile

A few years ago, Geoff Wilson was in a tough spot. His digital product development agency, 352 Inc., was growing quickly but was barely managing to keep up with the workload. Projects were disorganized. Employee morale was low. Customers were frustrated. Geoff needed to do something fast.

Geoff and his leadership team restructured the agency into cross-functional agile teams and turned managers into servant leaders. Teams were taught Lean Startup techniques and traditional processes were thrown out the window. The changes dramatically increased innovation, quality, customer satisfaction and employee morale - almost overnight.

Geoff will share his story and belief that every organization can achieve similar results when its leaders learn to barely manage at all.

Small Business & Entrepreneurship

More Related Content

The Startup Playbook: Secrets of the Fastest-Growing Startups from their Founding Entrepreneurs David S. Kidder

Do Cool Sh*t: Quit Your Day Job, Start Your Own Business, and Live Happily Ever After Miki Agrawal

A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas Warren Berger

Selling 101: What Every Successful Sales Professional Needs to Know Zig Ziglar

Platform: Get Noticed in a Noisy World Michael Hyatt

Blog, Inc.: Blogging for Passion, Profit, and to Create Community Joy Deangdeelert Cho

Real Artists Don't Starve: Timeless Strategies for Thriving in the New Creative Age Jeff Goins

Dream Big: Know What You Want, Why You Want It, and What You’re Going to Do About It Bob Goff

In the Company of Women: Inspiration and Advice from over 100 Makers, Artists, and Entrepreneurs Workman eBooks

Keep Going: 10 Ways to Stay Creative in Good Times and Bad Austin Kleon

The Art of Work: A Proven Path to Discovering What You Were Meant to Do Jeff Goins

Influencer: Building Your Personal Brand in the Age of Social Media Brittany Hennessy

Creative, Inc.: The Ultimate Guide to Running a Successful Freelance Business Joy Deangdeelert Cho

Capital Gaines: Smart Things I Learned Doing Stupid Stuff Chip Gaines

The 22 Immutable Laws of Marketing: Exposed and Explained by the World's Two Al Ries

Art, Inc.: The Essential Guide for Building Your Career as an Artist Lisa Congdon

Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition Guy Kawasaki

Crushing It!: How Great Entrepreneurs Build Their Business and Influence-and How You Can, Too Gary Vaynerchuk

Capital Gaines: Smart Things I’ve Learned by Doing Stupid Stuff Chip Gaines

Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity Kimberly Scott

Skip the Line: The 10,000 Experiments Rule and Other Surprising Advice for Reaching Your Goals James Altucher

The Entrepreneurial State: Debunking Public vs. Private Sector Myths Mariana Mazzucato

Play Bigger: How Pirates, Dreamers, and Innovators Create and Dominate Markets Alan Ramadan

Twelve and a Half: Leveraging the Emotional Ingredients Necessary for Business Success Gary Vaynerchuk

The E-Myth Revisited: Why Most Small Businesses Don't Work and Findaway

Growing A Business Paul Hawken

The Cold Start Problem: How to Start and Scale Network Effects Andrew Chen

E-Myth Mastery Findaway

Crossing the Chasm: Marketing and Selling Technology Projects to Mainstream Customers Geoffrey A. Moore

Secrets of the Millionaire Mind: Mastering the Inner Game of Wealth T. Harv Eker

Liftoff: Elon Musk and the Desperate Early Days That Launched SpaceX Eric Berger

Mavericks At Work: Why the Most Original Minds in Business Win William C. Taylor

"Barely Manage to Lead" for dsmAgile - by Geoff Wilson of 352 Inc.

1. Barely Manage to Lead Geoff Wilson President & Founder Email:geoff@352inc.com Twitter:@geoff352 Web:www.352inc.com
2. The year was 2007.
3. 10 It took a year and a half to get to market.
4. 14 User feedback came too late and we had no budget left to iterate.
5. 15 Less than two years after launch, we shut down.
6. Fast forward to 2011.
7. 17 New thinking: Build a Minimum Viable Product (MVP) Use an iterative, agile development process Let user feedback guide the product roadmap
8. SocialNewsDesk
9. 85% of all U.S. local TV newsrooms use SND.
10. 21 Cornerstones of success: Build a Minimum Viable Product (MVP) Use an iterative, agile development process Let user feedback guide the product roadmap
11. 352 is a digital product development agency.
12. 90 Employees 18 Years in business 1000+ Websites Developed Three Five Two 13 Teams 3 Offices
13. We build websites and software for:
14. 25 How we think.
15. Get a minimum viable product  to market quickly, and then  learn and pivot.
16. 33 Your second launch is more important than your first.
17. Innovation is 99% iteration.
18. How we work.
19. As we grew, we felt the pain.. No feeling of ownership of end product. Low product quality. Many delivery delays. Slow to market. Low employee morale.
20. “Barely Manage to Lead”
21. 38 Dedicated Cross-Functional Teams Back-End Developer Front-End Developer Quality Assurance Specialist Scrum Master Interactive Designer Back-End Developer You
22. 39 Client at Center of Team Back-End Developer Front-End Developer Quality Assurance Specialist Scrum Master Interactive Designer Back-End Developer You CLIENT Dedicated Cross-Functional Teams
23. 40 Singular Team Focus
24. 41
25. Empower them. And get the heck out of their way.
26. Sprint 1 Sprint 2 Launch Develop in Sprints, Launch Often
27. Sprint 1 Sprint 2 Review User Feedback, Innovate & Iterate Innovate & Iterate Based on User Feedback Develop in Sprints, Launch Often
28. Develop in Sprints, Launch Often Innovate & Iterate Based on User Feedback Dedicated Cross- Functional Teams Singular Focus Client at Center Empower them and get out of their way.
29. How we changed.
30. 47 200% RevenueIncrease
31. 48 85% FasterProjectCompletion
32. 49 75% DropinEmployeeTurnover
33. 50 80% NewWorkfromExistingClients (>doubleprevious)
34. Develop in Sprints, Launch Often Innovate & Iterate Based on User Feedback Dedicated Cross- Functional Teams Singular Focus Client at Center Empower them and get out of their way.
35. 53 Passion for Work
36. 54
37. Geoff Wilson President & Founder Email:geoff@352inc.com Twitter:@geoff352 Web:www.352inc.com