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1
THOUGHTWORKS PRESENTS
Understanding Design Thinking, Lean, and Agile.
@jonnyschneider
DESIGN
THINKING
Designers don’t search for a solution until they have
determined the real problem, and even then, instead
of solving that ...
DESIGN
PROCESS
navigate
ambiguity
empathetic
learning synthesise
information
fast
experimentationconcrete and
abstract
learn from 

other...
LEAN
IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT
control…
IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT
control… humans don’t like it
IT’S ABOUT SYSTEMS OF WORK
Manage flow to optimise value
IT’S ABOUT SYSTEMS OF WORK
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Quality is a outcome, not an activity
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Learning and adapting over analysis and prediction
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Empowered people are happier and achieve better outcomes
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Outcomes over outputs
http://bit.ly/cutlers-feature-factory
AGILE
IT’S ABOUT HOW WE DO SOFTWARE
Individuals and interactions over processes and tools
IT’S ABOUT HOW WE DO SOFTWARE
Working software over comprehensive documentation
IT’S ABOUT HOW WE DO SOFTWARE
Customer collaboration over contract negotiation
IT’S ABOUT HOW WE DO SOFTWARE
Responding to change over following a plan.
AGILELEAN
Systems of work
continuous flow
demand based ‘pull’
repetitive (manufacturing)
Software
iterations
value-based pr...
MINDSETS,
NOT PROCESSES
DESIGN
THINKING
Explore the

problem
by @jonnyschneider
DESIGN
THINKING
Explore the

problem
LEAN
Build the 

right things
+
by @jonnyschneider
AGILE
Build the 

thing right
+DESIGN
THINKING
Explore the

problem
LEAN
Build the 

right things
+
by @jonnyschneider
THE LEAN
MINDSET
ALIGN
TO
PURPOSE
SET
A COURSE
DEFINE
ACTIONABLE
STRATEGY
IDEATE
POSSIBLE
SOLUTIONS
EXPLORE
PROBLEMS
AND
O...
Ability.
Learning.
Adapting.
THEORY INTO 

PRACTICE
PUBLISHED 13 JULY 2017
You can read it later.
Get it at
http://jonnyschneider.com/free-book
BEST OF ALL, IT’S FREE!
PURPOSE, ALIGNMENT, AUTONOMY
Be stubborn on the vision, but
flexible on the details.
—Jeff Bezos
Guideline
Purpose starts with customers
Opportunities
Streams
Aspirations
Measurements
Outcomes achieved (evidence of success)
Design Thinking isn’t about loop diagrams, squiggles and process
Our ability to respond to adversity determines whether we...
By Mike Rother
MEASURE THINGS THAT MATTER
If a measurement matters at all, it is because
it must have some conceivable effect on
decisions...
MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external facto...
MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external facto...
MAKE DECISIONS BASED ON LEARNING
Don't look for facts or answers — look for
better questions. It's the questions we ask, a...
bit.ly/chainsawsuit-research
bit.ly/cog-bias-sheet
bias codex
To get things done, we tend to complete things
we’ve invested time and energy in
To stay focused, we favour the...
Define your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning
THE

PROBLEM
ASSUMPTION
MODEL
by Jonny Schneider
and Barry O’Reilly
bit.ly/udtla
MONDAY
Frame the challenge and 

explore some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSD...
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6
orientation 39 intercepts 65 survey
responses
campaign
design
campaign
launch
pi...
DESIGN THE RIGHT EXPERIMENTS, 

TO LEARN THE RIGHT THINGS.
Lesson
Learned
CHOOSING WHAT
AND HOW TO LEARN
COST
•Time
•Effort
•Resources
•Financial cost
CONFIDENCE
•Accuracy of data or insight
•Usefu...
48
evolved version of hypothesis template
30
AWARE, INFORMED AND ON-BOARDED
We believe that
Better informing travellers ab...
ACCEPT UNCERTAINTY, 

EMBRACE FAILURE LEARNING.
(Optimise for being wrong)
Lesson
Learned
MANY MINDSETS, ONE TEAM.
Guideline
AGILE
Build the 

thing right
LEAN
Build the 

right things
+DESIGN
THINKING
Explore the

problem
+
by @jonnyschneider
DUAL TRACK, NOT DUEL TRACK.
By Jeff Patton bit.ly/patton-dual-track
59
59
Aspirational Customer Journey
Product Hypotheses
Design Experiments
59
Aspirational Customer Journey
Product Hypotheses
Design Experiments
User Story Map
Data/feedback
LEARN YOUR WAY TO BETTER PRACTICES
Lesson
Learned
THE LEAN
MINDSET
ALIGN
TO
PURPOSE
SET
A COURSE
DEFINE
ACTIONABLE
STRATEGY
IDEATE
POSSIBLE
SOLUTIONS
EXPLORE
PROBLEMS
AND
O...
SUSTAIN
incremental
continuous
fact-based decisions
EXPLOIT
demonstrate value
evidence to continue
confidence to scale
smal...
SUSTAIN
incremental
continuous
fact-based decisions
EXPLOIT
demonstrate value
evidence to continue
confidence to scale
smal...
AIM FOR PURPOSE
ALIGNED AUTONOMY
MAKE DECISIONS BASED 

ON LEARNING
MANY MINDSETS, 

ONE TEAM
1. Start with customers
2. M...
QUESTION?
http://thedogist.com
GET THE BOOK
http://jonnyschneider.com/free-book
@jonnyschneider
au.linkedin.com/in/jonnysc...
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
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Trio of Trouble - Design Thinking, Lean, and Agile

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First presented at Agile Australia, June 2017.

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.

Published in: Design
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Trio of Trouble - Design Thinking, Lean, and Agile

  1. 1. ` 1 THOUGHTWORKS PRESENTS Understanding Design Thinking, Lean, and Agile. @jonnyschneider
  2. 2. DESIGN THINKING
  3. 3. 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
  4. 4. DESIGN PROCESS
  5. 5. 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,
  6. 6. LEAN
  7. 7. IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT control…
  8. 8. IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT control… humans don’t like it
  9. 9. IT’S ABOUT SYSTEMS OF WORK
  10. 10. Manage flow to optimise value IT’S ABOUT SYSTEMS OF WORK
  11. 11. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Quality is a outcome, not an activity
  12. 12. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Learning and adapting over analysis and prediction
  13. 13. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Empowered people are happier and achieve better outcomes
  14. 14. IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK Outcomes over outputs
  15. 15. http://bit.ly/cutlers-feature-factory
  16. 16. AGILE
  17. 17. IT’S ABOUT HOW WE DO SOFTWARE Individuals and interactions over processes and tools
  18. 18. IT’S ABOUT HOW WE DO SOFTWARE Working software over comprehensive documentation
  19. 19. IT’S ABOUT HOW WE DO SOFTWARE Customer collaboration over contract negotiation
  20. 20. IT’S ABOUT HOW WE DO SOFTWARE Responding to change over following a plan.
  21. 21. AGILELEAN Systems of work continuous flow demand based ‘pull’ repetitive (manufacturing) Software iterations value-based prioritisation always changing (software)
  22. 22. MINDSETS, NOT PROCESSES
  23. 23. DESIGN THINKING Explore the
 problem by @jonnyschneider
  24. 24. DESIGN THINKING Explore the
 problem LEAN Build the 
 right things + by @jonnyschneider
  25. 25. AGILE Build the 
 thing right +DESIGN THINKING Explore the
 problem LEAN Build the 
 right things + by @jonnyschneider
  26. 26. THE LEAN MINDSET ALIGN TO PURPOSE SET A COURSE DEFINE ACTIONABLE STRATEGY IDEATE POSSIBLE SOLUTIONS EXPLORE PROBLEMS AND OPPORTUNITIES ACTTO LEARNVALUE-BASED PORTFOLIO MANAGEMENT EVOLUTIONARY DESIGN ADAPTTO CHANGE The Organization Strategy Vision Solution Delivery AGILE LEAN DESIGN THINKING
  27. 27. Ability. Learning. Adapting.
  28. 28. THEORY INTO 
 PRACTICE
  29. 29. PUBLISHED 13 JULY 2017 You can read it later. Get it at http://jonnyschneider.com/free-book BEST OF ALL, IT’S FREE!
  30. 30. PURPOSE, ALIGNMENT, AUTONOMY Be stubborn on the vision, but flexible on the details. —Jeff Bezos Guideline
  31. 31. Purpose starts with customers
  32. 32. Opportunities Streams Aspirations Measurements Outcomes achieved (evidence of success)
  33. 33. Design Thinking isn’t about loop diagrams, squiggles and process Our ability to respond to adversity determines whether we achieve the goal, not planning or strategy.
  34. 34. By Mike Rother
  35. 35. 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
  36. 36. 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 Goal: Customers can easily find what they are looking for
  37. 37. 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
  38. 38. 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
  39. 39. bit.ly/chainsawsuit-research
  40. 40. bit.ly/cog-bias-sheet
  41. 41. bias codex To get things done, we tend to complete things we’ve invested time and energy in To stay focused, we favour the immediate, relatable thing in front of us We simplify probabilities and numbers to make them easier to think about We favour simple-looking options and complete information over complex, ambiguous options —Buster Benson, John Moonigan et al. http://bit.ly/cog-bias-sheet
  42. 42. Define your beliefs and assumptions Decide the most important thing to learn Design experiments that can deliver learning
  43. 43. THE
 PROBLEM ASSUMPTION MODEL by Jonny Schneider and Barry O’Reilly bit.ly/udtla
  44. 44. 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
  45. 45. 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
  46. 46. DESIGN THE RIGHT EXPERIMENTS, 
 TO LEARN THE RIGHT THINGS. Lesson Learned
  47. 47. CHOOSING WHAT AND HOW TO LEARN COST •Time •Effort •Resources •Financial cost CONFIDENCE •Accuracy of data or insight •Usefulness to inform decisions
  48. 48. 48 evolved version of hypothesis template 30 AWARE, INFORMED AND ON-BOARDED We believe that Better informing travellers about Tax Free Refund steps and process ! Will result in an increase in repeated usage of the Global Blue app We will know we’ve succeed when IN PROTOTYPE REAL Number of ‘active/engaged’ users increases by Accuracy of submitted forms increases by PLAN Acquisition 6% 30%
  49. 49. ACCEPT UNCERTAINTY, 
 EMBRACE FAILURE LEARNING. (Optimise for being wrong) Lesson Learned
  50. 50. MANY MINDSETS, ONE TEAM. Guideline
  51. 51. AGILE Build the 
 thing right LEAN Build the 
 right things +DESIGN THINKING Explore the
 problem + by @jonnyschneider
  52. 52. DUAL TRACK, NOT DUEL TRACK. By Jeff Patton bit.ly/patton-dual-track
  53. 53. 59
  54. 54. 59 Aspirational Customer Journey Product Hypotheses Design Experiments
  55. 55. 59 Aspirational Customer Journey Product Hypotheses Design Experiments User Story Map Data/feedback
  56. 56. LEARN YOUR WAY TO BETTER PRACTICES Lesson Learned
  57. 57. THE LEAN MINDSET ALIGN TO PURPOSE SET A COURSE DEFINE ACTIONABLE STRATEGY IDEATE POSSIBLE SOLUTIONS EXPLORE PROBLEMS AND OPPORTUNITIES ACTTO LEARNVALUE-BASED PORTFOLIO MANAGEMENT EVOLUTIONARY DESIGN ADAPTTO CHANGE The Organization Strategy Vision Solution Delivery AGILE LEAN DESIGN THINKING
  58. 58. SUSTAIN incremental continuous fact-based decisions EXPLOIT demonstrate value evidence to continue confidence to scale small bets safe to fail rapid learning EXPLORE https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/
  59. 59. SUSTAIN incremental continuous fact-based decisions EXPLOIT demonstrate value evidence to continue confidence to scale small bets safe to fail rapid learning EXPLORE https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/ You’re probably 
 really good at this not so good at this
  60. 60. 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
  61. 61. QUESTION? http://thedogist.com GET THE BOOK http://jonnyschneider.com/free-book @jonnyschneider au.linkedin.com/in/jonnyschneider

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