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Keynote: The Post-Agile Future of People-Powered Collaboration

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Recording of Luke Hohmann (Conteneo) presenting at Twin Cities Product Conf 2019.

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Keynote: The Post-Agile Future of People-Powered Collaboration

  1. 1. The Post-Agile Future of People-Powered Collaboration Luke Hohmann CEO, Conteneo luke.Hohmann@conteneo.co @lukehohmann 1
  2. 2. Agile Adoption 2 2003 2008 2013 2017 What’s Next?
  3. 3. 3
  4. 4. What’s Happening Now? Is it a Trend? 4
  5. 5. Post-Agile Market Trends 5 Design Thinking Lean Canvas Business Model Canvas Lean Startup Participatory / Beyond Budgeting
  6. 6. What is Scrum? 6
  7. 7. Scrum is a framework for developing, delivering, and sustaining complex products. www.scrumalliance.org/why-scrum/scrum-guide
  8. 8. What is a Framework? Pair Up – 3 minutes 8
  9. 9. What is a Game? Pair Up – 3 minutes 9
  10. 10. A serious game is a game designed for a primary purpose other than pure entertainment.
  11. 11. Games (frameworks) are the ideal people-powered collaboration tool.
  12. 12. Name as many Frameworks as you can! 3 minutes Pair up or work at your table 13
  13. 13. 14 User Story Map Buy a Feature Market-Driven Roadmap Planning Wall Whole Product Product Box
  14. 14. 15 1958 Ansoff Matrix https://hbr.org/2015/06/navigating-the-dozens-of-different-strategy-options 2003 / 2006 … what will the future bring? 2010
  15. 15. Frameworks: Tools for Agilists 16
  16. 16. A framework is a tool that enables knowledge workers to perform their jobs. 17 Prune the Future Develop product/service roadmaps Speed Boat / Sail Boat Conduct scalable retrospectives Impact-Effort Matrix
  17. 17. 18
  18. 18. Framework Time Horizons & Frequency Daily Sprint Strategy Portfolio Product Release Leader PM Dev Team Years Quarters to Months Weeks Episodic Continuous Glue Tactics Strategy
  19. 19. Frameworks Integrate Time Horizons 20 One Product Tree for each product… Innovation Ambitions for a Company
  20. 20. Frameworks Structure Work 21 Toolkits Structure (more complex) Work
  21. 21. A Taxonomy of Frameworks Human – Business – Technology The HBT model is designed to capture the skills needed to create extraordinary products and services. 22
  22. 22. Three Core Areas Organize Frameworks 23 Human Technology Business Business & Financial Model, Strategy Customers, Employees, Partners Mobile, Web, Infrastructure
  23. 23. 24 Human Technology Business
  24. 24. Some Frameworks That Make Scrum Better 25 Human Technology Business Empathy Map Customer Journey Map Prune the Product Tree Value Proposition Canvas
  25. 25. Strategy-Glue-Tactics Agile Product Development 26
  26. 26. PM/PO Deliverables Strategy Tactics Glue Longer term Holistic Shorter Term Focused Product Purpose (Why) Roadmap User Story map Backlog Release Plan Business Model Canvas Sprint Lean Canvas Customer Journey Map 27 Product Vision
  27. 27. PM/PO Deliverables Strategy Tactics Glue Longer term Holistic Shorter Term Focused Product Purpose (Why) Roadmap User Story map Backlog Release Plan Business Model Canvas Sprint Lean Canvas Customer Journey Map 28 Product Vision
  28. 28. Frameworks/Tools Strategy Tactics Glue Longer term Holistic Shorter Term Focused Product Purpose (Why) Roadmap User Story map Backlog Release Plan Business Model Canvas Sprint Lean Canvas Customer Journey Map 29 Product Vision Prune The Product Tree Speed Boat Vision Box Me and My Shadow Start Your Day Buy a Feature Cover Story
  29. 29. Frameworks for Leaders Leaders face unique challenges and need special frameworks to meet these challenges 30
  30. 30. Examples of Leadership Frameworks 31 Johari Window Sweet Spot of Strategy A framework for building trust. A framework for identifying competitive opportunities. Another framework for identifying competitive opportunities. Porters Strategic Advantage
  31. 31. Our Desire to Solve Increasingly Complex Problems Motivates Us to Invent Tools that Scale 32
  32. 32. 33
  33. 33. 34
  34. 34. You can’t “scale” cross-functional, team-centric, knowledge-worker collaboration. You can “scale” teams. 35
  35. 35. The Post-Agile Future is Multidimensional Collaboration 36
  36. 36. What’s Your Goal? 37
  37. 37. Who? 38 Goal employees customers partners suppliers …
  38. 38. 39 Goal Who in-person online Modality
  39. 39. 102 residents – 21 online games – 3,500 chats 2014: San José Participatory Budgeting How would you spend a ¼ cent sales tax?
  40. 40. What did the San José residents think about the online forums?
  41. 41. Davide: interesting exercise. i've done it in person at city hall once before. worked very similarly Jean: This is better than the in-person game. Facilitator: What about it did you like more Jean? Jean: Not noisy, could "hear" everyone. Real-time updates of the balances. I could keep track of others values via their bids. No side chatter. Better focus on task. Davide: it came down to the facts. no body language, no prejudices, just ideas and dealing
  42. 42. Yes, and...* *Even when the “and” conflicts with dogma or consulting income
  43. 43. Goal Who How We also need a space to collaborate and resources.
  44. 44. 45 Each Choice Has More Dimensions
  45. 45. Single Team Multi Team Scale
  46. 46. 47 Player Segmentation Scale Homogeneous Heterogeneous
  47. 47. 48 Time Scale Segmentation Synchronous Asynchronous
  48. 48. 4949 Business Goal Who Plays Customers Modality Multi-Team Synchronous Asynchronous Employees Single Team Homogeneous Heterogeneous
  49. 49. What opportunities can scaling people-powered collaboration create? 50
  50. 50. Lean Portfolio Management Participatory Budgeting 51
  51. 51. Buy a Feature/Fund a Project • 12 to 20 items described in terms of benefits and costs • 5 to 8 players given limited budget and buy what they want
  52. 52. PB Aligns Teams to Leaders Employee Priorities Key Leadership Team Project Leadership Impact: Educate to build trust Business Impact: 3 month reduction in implementation 46 projects 120 employees 5 locations 3 Tournaments 15 Forums
  53. 53. Item Name Exec 1 Exec 2 BWIN-G1 BWIN-G2 BWIN-G3 BWIN-G4 Total Purchased? Execs? Extended Team? Mobile 1 Yes Yes Yes Yes Yes Yes 6 2 4 Mobile 2 Yes Yes Yes Yes Yes Yes 6 2 4 HTML LB Yes Yes Yes Yes Yes 5 2 3 Poker A Yes Yes Yes Yes 4 2 2 Sports A Yes Yes Yes Yes Yes 5 2 3 Poker B Yes Yes Yes Yes Yes 5 2 3 Casino A Yes Yes Yes Yes Yes 5 2 3 Sports B Yes Yes Yes Yes 4 1 3 Casino B Yes Yes 2 0 2 Casino C 0 0 0 Sports C Yes 1 0 1 Phoenix Phase 1 Yes 1 0 1 Phoenix Phase 2 Yes Yes Yes 3 2 1 Einstein 1b.es Yes Yes 2 1 1 Einstein 1c Yes Yes 2 1 1 Einstein Phase 2 0 0 0 Mobile Games A Yes Yes 2 1 1 API Yes Yes Yes 3 1 2 Games D 0 0 0 Social Yes Yes Yes Yes 4 1 3 Innovation 1 Yes Yes Yes Yes 4 1 3 Innovation 2 Yes Yes Yes Yes 4 0 4 PB Align Leaders to Teams
  54. 54. Forums Align Teams to Each Other Caterina i think sports needs the attention Markus following up on haralds proposal to focus on one sports mobile initiative Caterina they are making a lot of money for the company (and i don't work on sports) :) Caterina i agree for the sports mobile initiative Player Caterina Dominic Harald Markus Martin Samanta Totals Mobile Sports 2 2000 700 500 0 0 800 0 2000 Mobile Ver 2.0 of Poker 1400 200 0 0 1000 200 0 1400 Sports on canvas 2250 0 1500 0 500 250 0 2250 Poker on Canvas 2400 0 0 2400 0 0 0 2400 Phoenix Phase 2 4500 543 1457 0 500 0 2000 4500 Einstein 1c 1300 1300 0 0 0 0 0 1300 Create open integration layer 4000 414 0 422 1000 707 1457 4000
  55. 55. Research Confirms Impact 56 The Karlsruhe Institute of Technology tested Conteneo’s Innovation Games Platform versus traditional collaboration methods, i.e. structured meetings. The results exceeded our most optimistic expectations.
  56. 56. San José, CA Participatory Budgeting
  57. 57. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. www.agilemanifesto.org
  58. 58. Retrospective Outcomes / Impact time Impact/Benefit Early Adoption Team Maturation Organizational Limits Why Bother?
  59. 59. Retrospective Outcomes / Impact time Impact/Benefit Early Adoption Team Maturation Organizational Limits If you’re going to “Scale” Agile then you need to “Scale” Retrospectives! Enterprise!
  60. 60. Enterprise Opportunities “The Soup” 42 Scrum Teams (350 People) Speed Boat Retrospective Teams are Cooking! Red == anchor Green == propeller
  61. 61. Our Purpose 64 We believe that collaborating teams are the world’s best hope for solving the problems we face. We believe the right frameworks dramatically improve collaboration outcomes. We’re building the platforms these teams need to succeed.
  62. 62. Luke Hohmann Founder & CEO, Conteneo, Inc. 1296 Kifer Rd., Suite 601 Sunnyvale, CA 94086 mobile: (408) 529-0319 luke.hohmann@conteneo.co 65

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