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How can we better ….
1.  Collaborate with customers?
2.  Collect requirements?
3.  Design our solutions?
4.  Prioritise fe...
Universe of Innovation
Adapteted	
  from	
  Greg	
  Satell	
  HBR	
  -­‐	
  	
  h5p://blogs.hbr.org/cs/2013/02/before_you_innovate_ask_the_ri.htm...
Remember, we’re talking
Innovation not Invention !
Invention is more about
thinking up cool stuff.
Innovation is successfu...
Collaboration is a recursive
process where two or more
people or groups work together
in an intersection of common
goals —...
Kapow !
h5p://www.innovaOongames.com	
  
Let	
  the	
  Games	
  
begin	
  !	
  
Innovation Games® are serious
games that solve a wide range of
product management and
development problems across the
deve...
Manage	
  	
  
strategic	
  	
  
roadmaps	
  
Iden1fy	
  	
  
New	
  Products	
  
Determine	
  Product	
  
Interac1ons	
  ...
Not	
  Work	
  
(Leisure)	
  
Pleasure	
  
Work	
  
Play	
  
Not-­‐Play	
  
External	
  Goals	
  Internal	
  Goals	
  
Not...
Innovation requires a process,
others to collaborate with,
and tools…
From Idea (or problem)…
… to Action (Done)
20	
  
Prune the Product Tree
Goal: Understand the
evolution of your offering.
•  Draw	
  a	
  tree	
  to	
  represent	
  growth	...
Speed Boat
Goal: Identify Pain Points and Issues
•  Draw	
  a	
  speed	
  boat	
  or	
  a	
  yacht	
  and	
  explain	
  th...
Spider Web
•  Individually	
  or	
  teams	
  of	
  5	
  to	
  8	
  people.	
  
•  Place	
  something	
  in	
  the	
  cente...
h5p://www.flickr.com/photos/innovgames/8000409711/in/photostream/	
  
Product Box
•  Individually	
  or	
  teams	
  of	
  2-­‐5	
  people	
  	
  
•  Look	
  at	
  a	
  breakfast	
  serial	
  b...
Hot Tub
•  Teams	
  of	
  5	
  to	
  8	
  people.	
  
•  Observers	
  and	
  parOcipants.	
  
•  IdenOfy	
  weird	
  and	
...
Buy a Feature
•  A	
  list	
  of	
  12-­‐20	
  items	
  (features	
  or	
  projects)	
  are	
  
described	
  in	
  terms	
...
Start your day
Remember the future
•  Teams	
  of	
  5	
  to	
  8	
  people.	
  
•  Use	
  a	
  future	
  point	
  with	
 ...
My Worst Nightmare
•  Pens	
  and	
  paper	
  
•  IdenOfy	
  an	
  exisOng	
  or	
  future	
  soluOon	
  or	
  parOcular	
...
Lets	
  Play	
  !	
  
Speedboat:	
  What	
  is	
  holding	
  us	
  back	
  from	
  becoming	
  an	
  Agile	
  
organisaOon	
  with	
  high	
  pe...
•  Stakeholders	
  want	
  an	
  exact	
  outcome	
  for	
  fixed	
  cost	
  
•  Distributed	
  Teams	
  
•  The	
  importa...
•  Major	
  Agile	
  Team	
  or	
  Project	
  Failure	
  
•  Arrogance	
  that	
  “of	
  course	
  we’re	
  doing	
  Agile...
•  Empowering	
  development	
  teams	
  
•  Whole	
  of	
  business	
  engagement	
  
•  Higher	
  collabora5on	
  in	
  ...
anton.rossouw@tabar.com.au	
  
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
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LAST 2013 - Use games to innovate

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Ban the boring one hour requirements gathering and design meetings forever !

Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.

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LAST 2013 - Use games to innovate

  1. 1. How can we better …. 1.  Collaborate with customers? 2.  Collect requirements? 3.  Design our solutions? 4.  Prioritise features? 5.  Evolve design? 6.  Build innovation in? 7.  Satisfy our customers?
  2. 2. Universe of Innovation
  3. 3. Adapteted  from  Greg  Satell  HBR  -­‐    h5p://blogs.hbr.org/cs/2013/02/before_you_innovate_ask_the_ri.html     Bitcoin     NeHlix   Amazon     Google     Apple   Apple       IBM     Labs  
  4. 4. Remember, we’re talking Innovation not Invention ! Invention is more about thinking up cool stuff. Innovation is successfully applying inventions in practice to become something valuable. Adapted  from  h5p://iwww.innovaOonexcellence.com  
  5. 5. Collaboration is a recursive process where two or more people or groups work together in an intersection of common goals — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus
  6. 6. Kapow ! h5p://www.innovaOongames.com   Let  the  Games   begin  !  
  7. 7. Innovation Games® are serious games that solve a wide range of product management and development problems across the development lifecycle. They are played: •  with customers & internal stakeholders •  online or in-person •  within or across organizational units •  in single or multi-game formats  
  8. 8. Manage     strategic     roadmaps   Iden1fy     New  Products   Determine  Product   Interac1ons   Train     Sales  Teams   Priori1ze   Features   Improve   Marke1ng     Messages   Priori1ze   Project     PorAolio   Iden1fy  Product   Enhancements   Priori1ze  User  Ideas   Priori1ze   Strategic  Projects  
  9. 9. Not  Work   (Leisure)   Pleasure   Work   Play   Not-­‐Play   External  Goals  Internal  Goals   Not-­‐Pleasure   Adapted  from  h5p://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif  
  10. 10. Innovation requires a process, others to collaborate with, and tools…
  11. 11. From Idea (or problem)… … to Action (Done)
  12. 12. 20  
  13. 13. Prune the Product Tree Goal: Understand the evolution of your offering. •  Draw  a  tree  to  represent  growth  of  your   offering   •  Add  current  ideas  from  your  roadmap  as   leaves  and  apples.   •  5  to  8  invited  stakeholders  shape  the  “growth”   of  your  offering.   •  Captures  very  rich  informaOon  about   percepOons  of  the  future,  Oming  of  new   concepts,  balance,  and  relaOonships  among   ideas    
  14. 14. Speed Boat Goal: Identify Pain Points and Issues •  Draw  a  speed  boat  or  a  yacht  and  explain  that   it  needs  to  go  as  fast  as  possible,  but  shallow   and  deep  anchors  hold  it  back.   •  IdenOfy  the  problem  and  phrase  it  as  a   quesOon.   •  5  to  8  stakeholders  add  anchors  that  keep  the   boat  back.   •  A^erwards  they  talk  about  the  problems,   issues  and  risks,  and  also  start  exploring  what   it  would  take  to  remove  anchors.    
  15. 15. Spider Web •  Individually  or  teams  of  5  to  8  people.   •  Place  something  in  the  center  –  you  or  a   stakeholder  or  customer  of  your  so^ware.   •  IdenOfy  stakeholders  that  are  directly  connected  to   the  center.   •  Draw  stronger  or  thinner  lines  to  show  the  strength   of  the  relaOonship.   •  Connect  them  together  –  move  out  to  the  edge  of   the  web.   •  Provides  insights  about  stakeholders,  users  and   customer  networks.   Goal: Explore Relationships
  16. 16. h5p://www.flickr.com/photos/innovgames/8000409711/in/photostream/  
  17. 17. Product Box •  Individually  or  teams  of  2-­‐5  people     •  Look  at  a  breakfast  serial  box  or  so^ware  box   •  IdenOfy  the  “product”  to  develop   •  Provide  lots  of  colorful  staOonary   •  Let  creaOvity  reign   •  Teams  or  individuals  present  their  product  boxes   and  talks  about  the  “features”   •  Collect  the  boxes  to  develop  a  backlog  of  great     features.   Goal: Design Product Features
  18. 18. Hot Tub •  Teams  of  5  to  8  people.   •  Observers  and  parOcipants.   •  IdenOfy  weird  and  outrageous  features  as  part  of   your  so^ware  i.e.  “USB  knife  sharpener”.   •  Present  the  ideas  to  the  parOcipants.   •  Let  them  discuss  the  feature.   •  Observe  their  reacOons  and  where  the  discussion  is   leading.   Goal: Outrageously Innovative
  19. 19. Buy a Feature •  A  list  of  12-­‐20  items  (features  or  projects)  are   described  in  terms  of  benefits  and  cost   •  5  to  8  invited  stakeholders  given     limited  “budget”,  must  reach     consensus  on  projects  to  “buy”   •  Captures  very  rich  informaOon  about  customer   moOvaOons,  trade-­‐offs,  objecOons,  actual  collecOve   needs   In-­‐person   •  Provides  rich  opportunity  for  “new”  ideas   Online   •  Captures  data  for  sophisOcated  analysis  of   preferences   Goal: Prioritize Features
  20. 20. Start your day Remember the future •  Teams  of  5  to  8  people.   •  Use  a  future  point  with    Ome,  weeks,  months  scale.   •  Present  a  real  life  scenario  experience  somewhere   in  the  future  i.e.  using  your  soluOon  on  a  daily,   weekly,  monthly  basis.   •  ParOcipants  idenOfy  experiences  that  unfolds  on   the  Omeline.   •  Items  can  be  linked  together  to  show  relaOonships.   •  MulOple  tracks  can  be  added  by  mulOple  teams  and   connected  together.   Goal: Develop use case roadmaps
  21. 21. My Worst Nightmare •  Pens  and  paper   •  IdenOfy  an  exisOng  or  future  soluOon  or  parOcular   feature   •  Ask  people  to  draw  their  worst  nightmares.   •  People  present  their  drawings  to  the  group     •  Observe  and  discuss  any  posiOve  and  negaOve   a5ributes  from  a  worst  nightmare  event.   •  Discuss  what  sweet  dreams  look  like  a^erwards.   •  Lets  people  vent  some  of  their  frustraOon.     Goal: Identify what can go wrong
  22. 22. Lets  Play  !  
  23. 23. Speedboat:  What  is  holding  us  back  from  becoming  an  Agile   organisaOon  with  high  performance  that  delight  their  customers  ?       “Iden5fy  shallow  and  deep  anchors,  Iceberg  that  may  sink  the  ship   if  we  don’t  steer  around  them,  and  the  favorable  winds  that  we   need  to  push  us  forward”  
  24. 24. •  Stakeholders  want  an  exact  outcome  for  fixed  cost   •  Distributed  Teams   •  The  importance  placed  on  old  culture   •  Entrenched  management  style   •  Lack  of  skills  and  experience   •  No  senior  leadership  buy-­‐in   •  No  commitment  to  agile  change   •  Management  micro  managing  delivery  teams   •  People  don’t  want  to  change   •  Mistaken  belief  that  we  are  already  an  Agile  organisa5on   •  Fear  of  failure  masked  by  too  much  up-­‐front  thinking  and  design   •  Closed  Minds   •  Unwilling  execu5ves  resistant  to  change   •  Tradi5onal  thinking  mindset   •  Teams  not  on  same  mindset   •  Lack  of  collabora5on   •  Conflict  with  other  teams  that  work  waterfall  non-­‐agile   •  Cannot  Influence  or  invoke  collabora5on  in  a  matrix  structure   •  Lead  tech  doesn’t  believe  in  it   •  Cosy  deal  with  big  consul5ng  organisa5on   •  We  have  always  done  it  this  way  
  25. 25. •  Major  Agile  Team  or  Project  Failure   •  Arrogance  that  “of  course  we’re  doing  Agile  right”   •  Lack  of  Senior  Management  Involvement   •  Agile  Team  Building  Ac5vi5es   •  Collabora5on   •  Unclear  Scope   •  “One  Size  fits  All“  Approach   •  People  losing  their  power   •  Digression  to  Old  Behaviours   •  Lack  of  educa5on  of  Agile  prac5ces   •  Conflic5ng  priori5es  across  business  units   •  Distributed  Team  not  co-­‐located   •  Size  of  customer  engagement   •  Lack  of  customer  buy-­‐in  to  Agile   •  Too  busy  to  “re-­‐think”/improve  prac5ces   •  Management  processes  entrenched  and  resistant  to  change   •  Varied  levels  of  understanding  Agile  “managing  percep5ons”   •  Blame  culture   •  Scale  of  Projects  
  26. 26. •  Empowering  development  teams   •  Whole  of  business  engagement   •  Higher  collabora5on  in  and  between  teams   •  Con5nuous  improvement  and  feedback   •  Enthusias5c  management   •  Include  everyone  needed  early  on  in  itera5on  
  27. 27. anton.rossouw@tabar.com.au  

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