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The Secret Sauce for Innovation (shortform)

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This was my 1 hour talk done at the Agile Brazil 2012 event

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The Secret Sauce for Innovation (shortform)

  1. 1. Innovation and Agility Agile Brazil 2012 Laszlo Szalvay, VP Worldwide Scrum Business Wednesday, September 05, 2012ENTERPRISE1 CLOUD DEVELOPMENT Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  2. 2. Innovation Quotes Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable. – William Pollard Innovation is the central issue in economic prosperity. – Michael Porter Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth. – Peter Drucker Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. – William Pollard Innovation is not the product of logical thought, although the result is tied to logical structure. – Albert Einstein Mindless habitual behavior is the enemy of innovation. – Rosabeth Moss Kanter2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  3. 3. A short review of History If I had asked people what they wanted, they would have said faster horses. Henry Ford http://bit.ly/GRFPxO3 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  4. 4. CollabNet Company Background • Founded in 1999; Headquarters in Silicon Valley. • Global offices in Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland and soon to be in Singapore. • Started Subversion project in 2000 • 50%+ Marketshare for Source Code Management. CollabNet named strategic leader by Gartner and Forrester • Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media) • Multiple Acquisitions along the way (VA Software, Danube, Codesion) • 10,000 companies use our products and services4 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  5. 5. Happiness and Innovation5 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  6. 6. Exercise: Who makes the best Caipirinha in Sao Paulo? Level set your Scrum knowledge of Caipirinha (2 mins) (if you want you can buy me one after this presentation)6 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  7. 7. Agenda • Understanding the problem space • My 5 step guide to making your What is organization more innovative desirable to • Closing users? innovation What is What is possible with viable in the technology marketplace? http://thepulse-mag.org/2011/11/innovation/7 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  8. 8. Problem Statement We know Innovation drives growth and wealth creation for both organizations and people. • How do we innovate? • How can we set ourselves up for success in innovation? • How do we create the next great product? • How do we exploit technology as a competitive edge here?8 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  9. 9. Our BHAG (big hairy audacious goal) Agility enables innovation.9 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  10. 10. Market trends“Scrum is the Modern way to work” October 2010 Tieto In person meeting in Helsinki” Mika Koivuluoma, VP Software Development and Tools10 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  11. 11. Exercise: Build Your Own Scrum Build Your Own Scrum brought to you by Adam Weisbart Level set your Scrum knowledge with your teammates (8 mins)11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  12. 12. Step One – The Organization Become a Learning Organization12 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  13. 13. On Become a Learning Organization • Scrum won’t solve your problems. Scrum will discover underlying problems in your organization. It’s your job as managers and executives to solve the problems Scrum unearths using a framework CollabNet can teach you. • Scrum doesn’t work when: – You believe that your organization doesn’t have problems – Politically or culturally you can’t solve problems • Scrum works when – You have a learning organization. One where the leadership sees solving problems as a means to a better company. – Being an Agile Business • A lesson about following the baton Jeff Sutherland13 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  14. 14. Thought Leader Perspective If your company’s goal is DeMarco (Peopleware), a to become fast, management consultant, says that responsive, and agile, in todays competitive, fast-moving more efficiency is not the economy, managers work far less answer – you need more effectively than before. Responding slack. to restructuring and staff reductions, managers 2002 overemphasize deadlines and rush Slack Tom DeMarco employees, sacrificing quality. Instead, says DeMarco, executives should encourage teamwork, discourage competition and allow training time. 2001 Cahners Business Information, Inc.14 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  15. 15. Thought Leader Perspective Autonomy over time, task, team, technique led to 20% time at some of the most innovative companies in the world. 2009 TED Conference Dan Pink “These lessons are worth repeating, and if more companies feel emboldened to follow Mr. Pinks advice, then so much In Drive, Dan Pink examines the three the better.” elements of true motivation— Wall Street Journal “Pink is rapidly acquiring international guru status… He is an engaging writer, who challenges and provokes.” Financial Times15 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  16. 16. Thought Leader Perspective Innovation is a typical bottom-up phenomenon. Publications like Complexity and Innovation in Organizations, and Complexity Perspectives in Innovation and Social Change emphasize that innovation is doomed to fail when launched by upper management as top-down programs of “special” people, assigned with the difficult task of inventing something new. This approach reflects a causal deterministic view of trying to take charge of what’s going to happen in the future. It usually doesn’t work. The complex systems approach says that innovation is not a planned result, but an emergent result. Innovation just happens in self-organizing teams. But, for things to emerge there has to be something to emerge out of. And the key ingredients for innovation are: knowledge, creativity, motivation, diversity, and personality. http://www.noop.nl/2009/09/innovation-is-the-key-to-survival.html Jurgen Appelo16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  17. 17. Step Two – The People Employee Retention17 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  18. 18. Employee retention Find employees who are intrinsically motivated and do everything you can to nourish and retain them Create a construct that includes slack, bottom-up ownership, and get out of the way18 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  19. 19. So how did SCM market play out? So does Dan Pink’s motivation concept hold water? 2007 Forrester Research The Forrester Wave: Software Change and Configuration Managementautonomy, mastery, and purpose = innovation and market leadership 19 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  20. 20. Step Three – The Platform Implement Community Architecture20 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  21. 21. Implement Community Architecture – what are the benefits?Your developers want to collaborate and be part of a community– step 2 enables that through… – Inner-source (Corporate Open Source) – Transparency (breeds trust which drives reuse) – Workspaces and Wikis (Federated) Wiki is the oldest and simplest software that lets a community of strangers work together to build something of surprising and lasting value. Ward Cunningham Inventor of the Wiki Sent to Laz via LinkedIn in March 201221 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  22. 22. Thought Leader Perspective Laszlo’s question: When we spoke you mentioned you started with a wiki, SVN, and a mailing list. Why these three? Brian’s response: Brian Behlendorf is a tech guru and overall bad-ass. We started in 1995 with a mailing list, version control tool, and bug database. The “why” is pretty mundane – it’s because that’s the tools others were using at the time, they were *simple*, and they met people where they were. An email mailing list is *still* more interesting to me and I think more directly engaging for people, especially techies, than a forum on a website or a Facebook thread or whatever. SVN and Git are still essential. And a workflow- ish tool to systematically handle bugs and feature requests, essential then and essential now. But we weren’t inventing anything new in 1995 when it came to collaboration tools. But I still think those three tools are enough to build great software. Call me old-fashioned...22 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  23. 23. Exercise: Build Your Own Community Architecture What are two things you can change inside your own company on Monday to create an environment of innovation? (6 mins)23 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  24. 24. Step Four – The Executive Have a Vision24 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  25. 25. Delighting Users • Delight More by Offering Less • Explore More Alternatives • Defer Decisions • Delight Users By Meeting Unrecognized Needs • Aim for the Simplest Possible Thing Give the people doing the work a clear line of sight to the people for whom the work is being done. Steven Denning25 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  26. 26. Techniques to help Create & Foster a Vision • Executive Vision Sessions • Story Mapping • Walking Skeletons • Building Epics26 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  27. 27. Technique (a) – Vision Session • Who are our primary users? • What do they say they need? • What do we know that they don’t? • What is our product’s key benefit? • Who are our primary competitors? • What makes our product different? http://bit.ly/N1WdZC27 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  28. 28. Technique (b) – User Story Maps• A user story map... – Arranges user stories into a useful model – Helps you understand the overall functionality of the system – Identifies holes and omissions in your backlog Jeff Patton – Helps effectively plan holistic releases that deliver value to users and business with each release.28 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  29. 29. Technique (c) – Walking Skeleton A Walking Skeleton is a tiny implementation of the system that performs a small end-to-end function. It need not use the final architecture, but it should link together the main architectural components. The architecture and the functionality can then evolve in parallel.29 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  30. 30. Technique (d) – Epic Budgeting Budgeting is used to set soft limits on scope goals within the broader context of a date-based milestone. This technique is therefore a powerful tool for determining whether too much emphasis has been placed on a particular Epic in contrast to others in the release milestone.30 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  31. 31. Exercise: Be Your Own Boss What are two things you can change inside your own company on Monday to create an environment of innovation (If you were the boss)? (6 mins)31 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  32. 32. Step Five – Articulation Use User Stories32 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  33. 33. Step 5 – Use User Stories User stories are simply a format for writing business requirements such that they are implementation-independent. User stories: • State requirements from the viewpoints of different stakeholders • Allow you to stop predicting/dictating system implementation (“The system shall…”) and start talking about how people will use the system; building capabilities • “are a promise for a future conversation” (Ron Jeffries) • Contain acceptance criteria (a definition of ‘done’)33 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  34. 34. User Story Format Story template form: “As a <role> I want to <capability> so that <rationale>.”34 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  35. 35. Good User Stories Follow the INVEST Acronym • Independent • Negotiable • Valuable • Estimable • Small • Testable Picture taken by David Koontz http://bit.ly/Kww9JY35 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  36. 36. Improve these User Stories 1. The website shall allow a user to register 2. The system shall allow a manager to reassign work from one employee to another 3. A customer can change their mailing address from the website 4. A tax payer can pay his/ her federal taxes online 5. A user can drag and drop a customer from one marketing group database to another (7 mins)36 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  37. 37. Who uses CollabNet?37 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  38. 38. © 2012 CollabNet, Inc., All rights reserved. CollabNet is a Laszlo Szalvay trademark or registered trademark of CollabNet Inc., in the US VP Worldwide Scrum Business and other countries. All other trademarks, brand names, or Laz@collab.net product names belong to their respective holders. https://twitter.com/#!/ewok_bbq +1-971-506-7862 http://www.linkedin.com/in/laszloszalvay38 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

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