Design Thinking, Lean, and Agile Which way is right? They all are. This talk untangles what these movements, mindsets, and approaches mean, and helps teams and leaders to choose the right bits at the right times, and bring it all together into one big happy collaboration.

1. TRIO OF TROUBLE:
DESIGN THINKING, LEAN, AND AGILE
Jonny Schneider

2. DESIGN
THINKING

4. Designers don’t search for a solution until they
have determined the real problem, and even then,
instead of solving that problem, they stop to
consider a wide range of potential solutions. Only
then will they converge upon their proposal.
—Donald Norman
4

5. DESIGN
PROCESS

6. The problem with the hexagons is that they’ve
created THE design process, and that sounds
grand and all encompassing, but in reality they are
just a suggestion for how to get started.
—Carissa Carter

7. navigate
ambiguity
empathetic
learning synthesise
information
fast
experimentationconcrete and
abstract
learn from
others
DESIGN IS AN ABILITY
We get better by practicing
craft things
intentionally
communicate
deliberately
bit.ly/carter-stop-processCarissa Carter,

10. LEAN

11. IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT
control… humans don’t like it

12. IT’S ABOUT SYSTEMS OF WORK

13. Manage flow to optimise value
IT’S ABOUT SYSTEMS OF WORK

14. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Quality is a outcome, not an activity

15. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Learning and adapting over analysis and prediction

16. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Empowered people are happier and achieve better outcomes

17. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Outcomes over outputs

18. PROJECT PRODUCTvs.

19. Are we building things that people
need, or are we just building things?
—Melissa Perri
http://bit.ly/perri-build-trap

20. AGILE

21. IT’S ABOUT HOW WE DO SOFTWARE
Individuals and interactions over processes and tools

22. IT’S ABOUT HOW WE DO SOFTWARE
Working software over comprehensive documentation

23. IT’S ABOUT HOW WE DO SOFTWARE
Customer collaboration over contract negotiation

24. IT’S ABOUT HOW WE DO SOFTWARE
Responding to change over following a plan.

25. AGILELEAN

26. MINDSETS,
NOT PROCESSES

27. AGILE
Build the
thing right
+DESIGN
THINKIN
G
Explore the
problem
LEAN
Build the
right things
+
by @jonnyschneider

28. AGILE
LEAN
DESIGN
THINKING

29. Ability.
Learning.
Adapting.

30. THEORY INTO
PRACTICE

31. PUBLISHED JULY 2017
You can read it later.
Get it at
http://jonnyschneider.com/free-book
BEST OF ALL, IT’S FREE!

32. PURPOSE, ALIGNMENT, AUTONOMY
Be stubborn on the vision, but
flexible on the details.
—Jeff Bezos
Guideline

33. Purpose starts with customers

34. Opportunities
Streams
Aspirations
Measurements
Outcomes achieved (evidence of success)

35. he unexpected is what determines whether we achieve goals.
https://en.wikipedia.org/wiki/Exercise_RIMPAC

36. By Mike Rother

37. MEASURE THINGS THAT MATTER
If a measurement matters at all, it is
because it must have some conceivable
effect on decisions and behavior.
—Douglas W. Hubbard
Field lesson
Lesson
Learned

39. MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external factors, hard
to attribute to a specific initiative
6 customer features completed Measures output, not outcome
Conversion from results page to product detail
page increases by 3% month-on-month
Good!
Basket-size for returning customers increases
on average from quarter-to-quarter
Good!
Average time-on-site per item purchase
reduced by 6% quarter-to-quarter
Good!
Goal: Customers can easily find what they are looking for

40. MAKE DECISIONS BASED ON LEARNING
Don't look for facts or answers — look for
better questions. It's the questions we ask,
and the meaning we explore, that will
generate the insights most useful to
strategy.
—Dr. Jason Fox
Guideline

41. bit.ly/cog-bias-sheet

42. bit.ly/cog-bias-sheet

43. Define your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning

44. THE
PROBLEM
ASSUMPTION
MODEL
by Jonny Schneider
and Barry O’Reilly
bit.ly/udtla

45. MONDAY
Frame the challenge and explore
some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSDAY Conduct the research
FRIDAY
Analyse the results and decide what
next

46. WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6
orientation 39 intercepts 65 survey
responses
campaign
design
campaign
launch
pilot plan
20 customer
intercepts
5 student
surveys
4 gym
interviews
11 intercepts
10 intercepts

47. DESIGN THE RIGHT EXPERIMENTS,
TO LEARN THE RIGHT THINGS.
Lesson
Learned

48. THE ECONOMICS
OF LEARNING
COST
•Time
•Effort
•Resources
•Financial cost
CONFIDENCE
•Accuracy of data or insight
•Usefulness to inform decisions

50. 55
evolved version of hypothesis template
6% 30%

52. ACCEPT UNCERTAINTY,
EMBRACE FAILURE LEARNING.
(Optimise for being wrong)
Lesson
Learned

55. MANY MINDSETS, ONE TEAM.
Guideline
There is no single truth. Everyone is ‘right’.

60. AGILE
Build the
thing right
LEAN
Build the
right things
+DESIGN
THINKIN
G
Explore the
problem
+
by @jonnyschneider

61. DUAL TRACK, NOT DUEL TRACK.
By Jeff Patton bit.ly/patton-dual-track

62. 68
Aspirational Customer Journey
Product Hypotheses
Design Experiments
User Story Map
Data/feedback

63. LEARN YOUR WAY TO BETTER PRACTICES
Lesson
Learned

64. AGILE
LEAN
DESIGN
THINKING

66. AIM FOR PURPOSE
ALIGNED AUTONOMY
MAKE DECISIONS BASED
ON LEARNING
MANY MINDSETS,
ONE TEAM
1. Start with customers
2. Measure things that matter
3. Visual management helps
4. Design the right experiments,
to learn the right things.
5. Accept uncertainty,
embrace learning.
6. Embrace your differences and
work together.
Lessons
LearnedGuidelines

67. QUESTION?
http://thedogist.com
GET THE BOOK
http://jonnyschneider.com/free-book
@jonnyschneider
au.linkedin.com/in/jonnyschneider