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Priority Zero (Harry Max at Enterprise UX 2016)

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Harry Max: "Priority Zero"
Enterprise UX 2016 • June 9, 2016 • San Antonio, TX, USA
http://2016.enterpriseux.net

Published in: Design
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Priority Zero (Harry Max at Enterprise UX 2016)

  1. 1. PRIORITY ZERO Harry Max
  2. 2. Some things are more equal than others
  3. 3. PRIORITIES DRIVE EVERYTHING
  4. 4. So what’s love prioritization got to do with it?
  5. 5. Revolutionary or Disruptive Evolutionary Incremental Big I vs. Small i Innovation
  6. 6. INNOVATION IS A PROBLEM-SOLVING PROCESS Difficulty to solveTrivial SmallEpicImpact Unsolvable Solve Manage Mind PlanCope Quagmire Predicament Dilemma Problem Issue Crisis ELE
  7. 7. The Problem is Not the Problem For more information…
  8. 8. The Problem is Not the Problem • If not, we would do everything, right? • What we choose not to do defines the strategy • Gives us a way to select what to focus on • Priorities = a way to chose Limited Attention & Resources … but how?
  9. 9. The Problem is Not the Problem • If everything is high priority, nothing is… • Diff’rent strokes for different folks • General frameworks vs. domain specific • Qualitative vs. quantitative approaches • Scope of focus How Difficult Could it Be?
  10. 10. The Problem is Not the Problem Personal priorities - GTD - Being effective and efficient - Influencing and decision making Team – Projects & Programs Organization – Problem Spaces Prioritization for Innovating - Effective collaboration - Efficient communication - Making decisions that stick - Running the business - Being “Planful” and transparent - Innovating intentionally
  11. 11. The Problem is Not the Problem Personal priorities - GTD - Being effective and efficient - Influencing and decision making Team – Projects & Programs Prioritization for Innovating - Effective collaboration - Efficient communication - Making decisions that stick - Running the business - Being “planful” and transparent - Innovating intentionally Organization – Problem Spaces
  12. 12. WHAT’S IMPORTANT - THE EISENHOWER MATRIX Importance Urgency
  13. 13. Important but not Urgent
  14. 14. WHAT’S IMPORTANT - THE EISENHOWER MATRIX Importance Urgency
  15. 15. Urgent & Important
  16. 16. INNOVATION HAPPENS
  17. 17. Growth Time Priorities for Managing an S Curve
  18. 18. Growth Time Priorities for Managing Multiple S Curves
  19. 19. 3 Horizons of Innovation
  20. 20. • CLARITY AND UNDERSTANDING • DEALING NEAR-TERM VS. LONGER TERM • SORTING BASED ON WHAT MATTERS MOST • EFFECTIVE CATEGORIZATION • IMPLY A STRATEGY • SETTING UP SEQUENCING AND DEPENDENCIES An Organizational Prioritization Model Must Enable
  21. 21. 23 Get our House in Order Reinforce the Foundation Create the Future Process Tech Debt Defects Features Managing Organizational Priorities
  22. 22. 24 Process Tech Debt Defects Features Horizon 1 Horizon 2 1 2 3 4 5 6 7 8 9 10 Horizon 3? Managing Organizational Priorities – Force Rank
  23. 23. 25 Process Tech Debt Defects Features Horizon 1 Horizon 2 1 2 3 4 5 6 7 8 9 10 Horizon 3? Managing Organizational Priorities – Force Rank
  24. 24. Identify the Long Poles of Innovation
  25. 25. 1. MAP DEPENDENCIES 2. DECONFLICT RESOURCES 3. DEFINE A CUT LINE 4. ESTABLISH A ROADMAP 5. MAP RESOURCES TO ROADMAP 6. GALVANIZE ACTION How to Move Forward
  26. 26. PRIORITIES DRIVE INNOVATION PRIORITY ZERO Harry Max
  27. 27. PRIORITY ZERO Harry Max
  28. 28. Some things are more equal than others
  29. 29. PRIORITIES DRIVE EVERYTHING
  30. 30. So what’s love prioritization got to do with it?
  31. 31. Revolutionary or Disruptive Evolutionary Incremental Big I vs. Small I Innovation
  32. 32. INNOVATION IS A PROBLEM-SOLVING PROCESS Difficulty to solveTrivial SmallEpicImpact Unsolvable Solve Manage Mind PlanCope Quagmire Predicament Dilemma Problem Issue Crisis ELE
  33. 33. The Problem is Not the Problem For more information…
  34. 34. The Problem is Not the Problem • If not, we would do everything, right? • What we choose not to do defines the strategy • Gives us a way to select what to focus on • Priorities = a way to chose Limited Attention & Resources … but how?
  35. 35. The Problem is Not the Problem • If everything is high priority, nothing is… • Diff’rent strokes for different folks • General frameworks vs. domain specific • Qualitative vs. quantitative approaches • Scope of focus How Difficult Could it Be?
  36. 36. The Problem is Not the Problem Personal priorities - GTD - Being effective and efficient - Influencing and decision making Team – Projects & Programs Organization – Problem Spaces Prioritization for Innovating - Effective collaboration - Efficient communication - Making decisions that stick - Running the business - Being “planful” and transparent - Innovating intentionally
  37. 37. The Problem is Not the Problem Personal priorities - GTD - Being effective and efficient - Influencing and decision making Team – Projects & Programs Prioritization for Innovating - Effective collaboration - Efficient communication - Making decisions that stick - Running the business - Being “planful” and transparent - Innovating intentionally Organization – Problem Spaces
  38. 38. WHAT’S IMPORTANT - THE EISENHOWER MATRIX Importance Urgency
  39. 39. Important but not Urgent
  40. 40. WHAT’S IMPORTANT - THE EISENHOWER MATRIX Importance Urgency
  41. 41. Urgent & Important
  42. 42. INNOVATION HAPPENS
  43. 43. PRIORITIES FOR THE S CURVE Growth Time
  44. 44. PRIORITIES FOR MULTIPLE S CURVES Growth Time
  45. 45. THREE HORIZONS OF INNOVATION
  46. 46. A PRIORITIZATION MODEL MUST ENABLE • CLARITY AND UNDERSTANDING • DEALING NEAR-TERM VERSUS LONGER TERM • SORTING BASED ON WHAT MATTERS MOST • EFFECTIVE CATEGORIZATION • IMPLY A STRATEGY • SETTING UP SEQUENCING AND DEPENDENCIES
  47. 47. MANAGING ORGANIZATIONAL PRIORITIES 51 Get our House in Order Reinforce the Foundation Create the Future Process Tech Debt Defects Features
  48. 48. ORGANIZATIONAL PRIORITIES: FORCE RANK 52 Process Tech Debt Defects Features Horizon 1 Horizon 2 1 2 3 4 5 6 7 8 9 10 Horizon 3?
  49. 49. ORGANIZATIONAL PRIORITIES: FORCE RANK 53 Process Tech Debt Defects Features Horizon 1 Horizon 2 1 2 3 4 5 6 7 8 9 10 Horizon 3?
  50. 50. IDENTIFY & PRIORITIZE “LONG POLES”
  51. 51. MOVING INTO ACTION 1. MAP DEPENDENCIES 2. DECONFLICT RESOURCES 3. DEFINE A CUT LINE 4. ESTABLISH A ROADMAP 5. MAP RESOURCES TO ROADMAP 6. GALVANIZE ACTION
  52. 52. PRIORITIES DRIVE INNOVATION PRIORITY ZERO Harry Max

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