Agile Gurugram 2019 Conference | Playing to Win “Gamification to improve agility and innovation” | Priya Patra

Priya Patra
Jan, 2019
Playing to win : Gamification to improve agility and innovation
#PlayToWin

https://www.starbucks.co.uk/card
https://www.jetprivilege.com/
https://www.marriott.com

Level 1Digital Transformation & Gamification1
The Game ( Project )2
Digital Transformation - Challenges3
Gamification - Enhancing Agility & Innovation4
The End Game5
Let’s discuss6

Project Management Professional
Avid Agile Evangelist
A Certified SCRUM Professional
TOGAF Certified Enterprise Architect
Let’s connect @
priya.patra@gmail.com
www.linkedin.com/in/priyapatra
Twitter: @priyaPatra
Priya Patra

https://www.express.co.uk/entertainment/gaming/1035553/Pokemon-Go-Halloween-2018-Event-spooky-new-shiny-pokemon

https://greenbookblog.org/2011/12/19/debating-research-gamification/
Gamification is the application of game-
design elements and game principles in
non-game contexts

Gamification – The Gaming Trend

What is Digital Transformation ?

https://pixabay.com/en/graphic-abstract-threads-windmill-922193/
The Game !Project !
A Digital thread program
Track parts from assembly to implementation to retirement
A Fortune 10 Healthcare Equipment manufacturer
A year long transformation across multiple geographies

Manual process to
send data from
one system to
another
Multiple
Disparate
systems
Business Rules
- Excel macros
- Mind of the
project manager
Manual
updating of
data
Time lag of 24
hours to reflect
data in different
systems
No single
Source of truth
5 vendors +
customer team
Cost for
maintaining the
systems
Team across 3
continents , 6
locations

Audience Speak
What do you think are the challenges with Digital
transformation ?

Expert Speak
Lack of expertise
Change resistance
Customer Engagement

Does Business need to be serious always ?

Upskilling and Reskilling
Application Training
People make it happen !- Lack of Expertise
https://www.shutterstock.com/image-illustration/career-planning-
174102737?irgwc=1&utm_medium=Affiliate&utm_campaign=Hans%20Braxmeier%20und%20Simon%20Steinberger%20GbR&utm_source=44814&utm_term=
https://pixabay.com/en/training-development-business-396524/
https://signalinc.com/the-game-of-gamification/

People make it happen ! – Resistance to Change
Idea Decision Change
Disengaged employees = more resistance to change
Multiplied
financial success
X 4
Increased customer
satisfaction by
18%
Decreased employee
turnover by
14%
Increase employee
performance by
40%
https://signalinc.com/the-game-of-gamification/

https://thedailyprosper.com/en/a/its-no-longer-enough-satisfy-your-customers-you-must-delight-them

EXPERIENCE
ADVOCACY
ENGAGEMENT
REVENUE
POTENTIAL
RETENTIONLOYALTY DRIVEN EVENUE
Game On ! – Customer readiness

Can Gaming enhance Agility and innovation?

The Game Changer - Enhancing Agility
http://www.objectfrontier.com/blog/tag/gamification-and-the-enterprise/

Individual and Interactions
https://pixabay.com/en/tic-tac-toe-love-heart-play-1777933/

Working Software Over Comprehensive documentation
https://pixabay.com/en/cog-wheels-gear-wheel-machine-2125183/

Customer Collaboration over contract negotiation
https://pixabay.com/en/team-team-building-success-computer-3373638/

Responding to Change over Following a Plan
https://www.slideshare.net/TriFinanceBelgium/adaptability-44871118

The Game Changer - Enhancing Innovation
http://www.objectfrontier.com/blog/tag/gamification-and-the-enterprise/

The Game Changer - Enhancing Innovation
Diversity is the mother of creativity
“company must-do” mindset to “I contribute
towards my organization’s goals”
Autonomy of Self expression

Zero Manual touch
points
One single
source of truth
Configurable Rule
Engines
Savings worth
of 5 MD within 6
months
Real time decision
making
30%
improvement in
customer base
Reduction of
errors by 95%
The End Game !
CIO award

You are a Champion – Level 6

https://greenbookblog.org/2011/12/19/debating-research-gamification/
Gamification is a GAME Changer !
Let’s Play to Win !!
#PlayToWin

@sudiptal
Lean-Agile Transformation with DT

@sudiptal
Agile/Lean Practitioner
Head of Engineering and Products @ Digité
• Development of SwiftKanban, SwiftALM, SwiftEASe products
• Organize the LimitedWIP Societies in India
Sudipta Lahiri (Sudi)
3 decades in the industry
2

@sudiptal
Our Customer - Global Consulting Services
PORTFOLIO

@sudiptal
Their problem statement
• They tasted some success with agile, but that wasn’t
enough to move up the maturity curve
• With increasing opportunities for business facing
solutions and applications, adopting agile became the
need of the hour
• They understood the theory but practice wasn’t easy
• Agile model for services and consulting was not very well
understood or practiced

• They spoke with multiple agile consultants/coaches, understood
their approach
• They made their choice based on:
• Practical approach to Agile coaching
• Knowledge of tools, methods and metrics
• Experience from services and consulting world
• Confidence to partner with them in making them successful in their
Agile transformation journey

What they wanted
• Understand their pain, their teams, customer context and design an
approach what would work for them
• Discussion led approach: Propagate an energy of collaboration
• Be part of their adoption and maturity journey as a coach
• Sustain the Lean-Agile adoption, and improve incrementally

@sudiptal
• We didn’t want to jump to anything
• We wanted to understand them a lot more before we suggested
anything at all:
• The problem
• The people/culture
• The pace of change
• Existing perceptions and myths
Our approach for the partnership…

@sudiptal@sudiptal https://twitter.com/gartner_sym/status/799174404068560896

@sudiptal
The 1st Step: Empathy
• Empathy is about standing in
someone else’s shoes, feeling
with his or her heart, seeing with
his or her eyes!
• It is hard to outsource and
automate
• Daniel Pink
https://www.adam-eason.com/scientific-ways-improve-increase-empathy/

@sudiptal
If Empathy is “Why” we do it…
… “How” do we go about it?
… “What” do we do?

@sudiptal
A two pronged approach…
Top down…
• Leadership Alignment sessions
• Middle Management Alignment
sessions
Bottom Up
• Understanding the “Gemba”
https://www.mrcpa.org/events/gemba-walk/

@sudiptal
Doing the
“Gemba”
Walk
https://traccsolution.com/resources/gemba-walk-questions/
Participate in as many
team interactions,
customer meetings
Look at Status Reports –
internal or external
Tools
LISTEN – Don’t judge or
conclude

@sudiptal
From Empathy => To Definition

@sudiptal
Their pain points
• Maturity on delivery processes
was evolving as nature of
majority of work in the past was
consulting and customer
managed
• Getting started on agile journey
to bring cultural shift was a
tough goal
• Rapid changes in their service delivery
model prompted a re-think of our agile
execution
• Cadences and transparency were a bit inconsistent
• Requirements could be managed better
• Early view/demos to business could improve
• Estimates were still must-do
• Quality/entry-exit gates needed a tune-up (DoR/DoD)
• Automations and tools

@sudiptal
Consultant’s “definition” view of the problem
• What is “Agile”?
• No reference to “Lean”
• Focus is on the team; most
problems elsewhere
• Upstream
• Estimation
• Commit scope and timeline
• Requirement Decomposition
• Automation – team level
problem
• Agility in parts of the Value
Stream

@sudiptal
From Empathy => To Definition => To Ideation
www.etpowerofideas.com

@sudiptal@sudiptal
Visualise
Upstream
and
Downstream
separately
Start with
practices like
Standup,
Retrospectives
Make
team
members
own the
stories
Focus on
flow. Stop
starting and
start
finishing
Visualize
scope;
not tasks
From
large
scope to
small
stories
From
effort
estimates
to relative
sizing
Try and
make the
Customer
align to
Agile
Encourage
Automation
– unit and
functional
Re-align
the role of
the Leads
to Agile
way
Re-align
the role of
Project and
Program
Managers

@sudiptal@sudiptal
Working
Model
Value StreamsKanban
Practices
SCRUM
Practices
Engineering
Practices
Communication
Practices Tools
Plan
DoCheck
Act
http://ustore.com.br/disaster-recovery/hiperconvergencia-disaster-recovery/

@sudiptal@sudiptal
P
R
O
T
O
T
Y
P
I
N
G
https://blog.prototypr.io/what-the-hell-is-rapid-prototyping-fe101e446a78

@sudiptal
Where do you start?
• We decided to pilot Agile model in a few pilot projects
• We shortlisted with mix of projects
• Projects that could benefit the most from the transformation – we chose
most “challenged” project as opposed to just low risk
• Co-located, bonded and willing to adapt teams
• Where customer buy-in was achievable

@sudiptal
Onboarding
• Once the pilot teams/projects are identified…
• Explain the Why, How and What (Golden Circle)
• Explain the Working Model => Let them “Adapt” the Working Model
• Give flexibility => Some teams chose SCRUMBAN, some teams chose Kanban
• On-boarding each project/team
• Training
• Setting up the Board with the Value Stream and the Cards

@sudiptal
Testing the Prototypes…

@sudiptalhttps://pixabay.com/en/river-flow-water-rocks-cascade-89180/
Execute, execute… execute
• Keep hand-holding teams; share “Observations”; encourage course-
correction
• Do not make rapid changes frequently… let change stabilize and then evolve
• Understand the impediments
• Identify Short Term adaptation + Long term impact to Working Model
• Stay away from “Religion”

@sudiptal
This is how we started …

@sudiptal
… and how they work now

@sudiptal
This is how our cards flow…

@sudiptal
This is how EPIC Value Stream flows…

@sudiptal© 2018 Software AG. All rights reserved
Let’s interpret our CFD…
Our intermediate lanes are flowing better
than the last lane…
We are doing Scrumban…so, we will still some
batch movement for the last lane!
Throughput is continuously improving…
UT Automation is the bottleneck in the VS
now

@sudiptal
We see a few more interesting things…
We see some VS stages skips… We see a wide variation in CT between 2 Sprints…
This shouldn’t
take this long!
Notice the increase (improvement) in the CT of
the pre-Development VS Stage; however, there
is still a lack of CT in the NFR Analysis lane!

@sudiptal
PDCA – with Standards
• Lean-Agile community is very
light about the importance of
“standards”
• Processes degenerate unless
there is a focussed attempt to
sustain them
• Therefore, we defined a set of
Lean-Agile practices

@sudiptal
Defining a “Guidance” framework
From SCRUM BOK
• Sprint Planning
• Stand-ups
• Burndown Tracking
• Retrospective
• SCRUM Roles
• Velocity Tracking
From Kanban BOK
• EPIC Value Stream
• Story Value Stream
• WIP
• Pull based execution
• Flow Metrics
• Throughput Metric
Common to both
• Transparency (Customer)
• Story Ownership
• Demo by Story Owner
• Independent small stories
• CI/CD
• Unit Test Automation
• Functional Test Automation

@sudiptal
… with a 10 point “rating” scale
Not understood theory 0
Theory understood but not practiced 2
Occasionally practiced 3
Practiced but significant scope for improvement 4
Mature, Consistently practiced 7
Very Mature, Continuously improving 10
The scale is not linear to reflect the increasing level of difficulty between the subsequent levels.

@sudiptal
Defined the “Initial” state…
Let teams define their “to be” state in 3 months

@sudiptal
Teams choose 3-4 quarterly objectives…

@sudiptal
Challenges from Customers POV
• Development followed Lean-Agile; E2E value stream is still waterfall
• Distributed teams created need for redundant communications
• Demos to business IT missed feedback from end business user
• Process alignment are still underway

@sudiptal
Challenges from People POV
• Sustaining the initial
enthusiasm and pace of
adoption
• Ways to avoid pit-falls
• Agile champions
• Internal Gemba walks and observation
sharing
• Increased process focus
required discipline
• Agile does not assure
quality; it makes quality
issues visible faster
• No getting away from engineering
steps for high quality
• Continuous churn of product
functionality creates fatigue

@sudiptal
Outcome from Customer POV
• Improved visibility with better
use of JIRA, Confluence and
SwiftKanban
• Metric created some aha
moments
• Impediments /Risks visible earlier
• Improved collaboration between
Customer and us
• Story Maps were useful in
getting big picture of the
projects
• Quality metrics, defined in
collaboration the customer,
helped in alignment
• Frequent demos helped set
business expectations

@sudiptal
ANONYMOUS SURVEY CONDUCTED IN JUNE’18
• 75% feel that they understand the customer priority
• 75% say identification of blockers have improved
• 68% said Demos are effective and helpful now in terms of getting early feedback from customer.
• 78% are confident within the team to take up tasks and execute
• 77% said Sprint planning is helping for work transparency and effective work planning.
• 75% said turnaround time for requirement clarification has reduced.
• 85% say that daily stand-up is more effective and helpful to get update from each other and know the
dependencies
• 68% said working together as a team has improved
• 81% say that we have a safe environment to raise impediments and challenges
• 90% say that we have learning culture and are making active, regular improvements: technical competence +
process
Team Work
Planning and
effectiveness
Learning Culture
Requirements
turnaround time
Improvement Areas:
• 41% feel that Defect notification and triage
mechanism is not sufficient and effective
• 40% say that it has not helped to get early
feedback from customer
• 40% said work-life balance is not OK
Outcome from People POV

@sudiptal
© 2018 Software AG. All rights reserved
What worked
• Great partner and coaches who could empathize
with their problems and watched our back
• Right tools to solve problems
• Drive to continuously improve
• An “open” team!

@sudiptal@sudiptal https://www.oceanit.com/services/design-thinking

@sudiptal
Summary…
• Understand the customer before you
suggest
• Follow a structured process to
understand your customer
• Avoid names to create “reactions”
• The steps are so logical that no one will
say NO
• Ideate with the customer; iterate with
the customer to close on a Working
Model
• Continuous Gemba and feedback loop
• Focus on the principles
• Don’t attempt to do anything without a
VSM
• For greenfield projects, INVEST is a
major challenge!
• Do 5Why to identify the real source of
an issue
• Standardise to baseline the maturity
achieved; then, push for next Kaizen

@sudiptal
Thank you… you can reach us at:
• Sudipta Lahiri
• Heads of Products and Engineering, Digité
• slahiri@digite.com
• @sudiptal
• lahiri.sudipta@gmail.com
Join us at the LimitedWIPSociety Meetup groups…

Global Organizational Agile
Transformation Journey
Importance of transformational goal
Importance of alignment in organization
Do not go by process, but by challenge
Ashutosh Rai
Agile Learner, Transformation
Consultant, Trainer, Event Speaker

A global technology partner ... continuing to evolve
2

3
ENTERTAINMENT ENTERPRISEHEALTHCARE

Transformation goal
Maximize Business value Every Release
Predictable System Delivery
4

5
Centers involved in this phase of transformation
GER
BEL
IND
• Product organization
• Having multiple centers
across globe – e.g. USA,
Canada, China, Belgium,
Germany, India

Partnership: Barco & Xebia
Initial Assessment
• Team understands Scrum & doing scrum
ceremonies
• Leadership was clear with Agile transformation
goal and aligned.
Discovery Phase
• Teams are busy and work hard for the goal.
• Technology Teams
• Reporting Structure (QA, Dev(UI, Backend)
• Individual team meetings with Product team
• Infrastructure for integration
6

Challenges
Organization
Structure
Collaboration
with
Business
Involvement
of Product
Management
Team
Challenges
• Hierarchy in team
• Members of one product team
were reporting to different
people (functional team)
• For conflicts always involve
multiple managers
Empowering team
• Technology specific teams ->
focusing on individual
achievements -> not on
product goals
• Unable to challenge PM
• Strong alignment among
geographically distributed
was needed to enhance focus
on product goal
• Focused on how – not why• Discussions in silo with
different teams for
product
• Customer exposure
lacking
7

Approach
Flat
organization
structure
Partnership
with
business for
product
roadmap
Empowering
Teams
THE THREE STEP APPROACH
8
Portfolio
THREELEVEL
System
Teams

Organization Structure - before
Functional Structure with Hierarchy
9
Director SW Lab
Software Development Advance TechnologyTesting Architecture SolutionsAdvance Technology

Current Organization Structure
Flat structure focused on business divisions
10
Director Software Lab
TECHNOLOGY TO CROSS FUNCTIONAL
Entertainment Enterprise HealthCare

Concept
Centered aroud the Scrum team
• Product owner or technical lead
• Scrum master
• Team
R&D Lead
Mentor
11
Basis
Points addressed while designing structure:
One person – one role
Product Owner shall not have
reporting of scrum team
Do not distribute team for one
product development to multiple
people managers

Empowering Teams
12
Educate Teams
Teams themselves
decided composition
Encouraged teams to
discuss business value
Teams moving towards multi-
skilled individuals e.g. full
stack, dev & test automation
1
2
3
4

Challenges
Succession plan
Breaking hierarchy
mindset
Showing career
growth to people
• For existing people
• For new positions
13

Partnership with Business
PARTNERSHIP
• System Goal - based on
business value in alignment with
PM and PO
• System sprint demo
• Team members visiting
customer & trade shows
CHALLENGES
• Unable to demo at system
level initially
• Strengthen CI and TA for
efficient & timely integration –
business value??
• Cannot send all team
members to meet
international customer
14

Outcomes of first phase
ACHIEVEMENTS
• Team Level Predictability
• Team decided to have Quality as
part of DoD
• Quick Feedback Implementation
Cycle
• Business Alignment at System
Level
• Scrum master sync to share
best practices across globe
• Focus on CI / CD
CHALLENGES
• Aligning product management
vision for incremental releases
• Organization level
prioritization
• Common teams across
systems
• Product managers
collaboration
15

Consideration for Portfolio level scaling
Frequency of deployment in Market
Number of global teams involved for system development
Dependencies on common teams
Prioritization across systems in a portfolio
Scalable and iterative Architecture
1
2
3
4
5
16

Scaling at portfolio
COACH COMMUNITY + BARCO TEAM
Involvement of Leadership
Business + Engineering
Leadership + PMs + POs +
SAs + Coaches
Leadership + PMs + POs +
SA + Teams
PORTFOLIO
ALINGMENT
SYSTEM
RELEASE
PLANNING
Business value across systems
Must go features
Improving architectural runway to improve performance
Business goal for each system for next quarter
PO's picking highest priorities items for respective
teams
Understanding on high level system business values
Clarifying all doubts/ question
Identifying and mitigating all risks and dependencies
Forecasting for release goal
17

Achievement from scaling
Teams working closely
to resolve
Transparency among
each other
Quick and actionable
collaboration
Value focused
Confidence of collective
delivery
Capacity based forecast Happy Teams
Leadership resolving
impediments
Quick product priority
decisions
18

What’s next?
What's
Next?
Creating a culture of innovation
Community Involvement
Thought Leadership
19

Mike Burrows mike@agendashift.com
Twitter: @asplake @agendashift #changeban
Web: agendashift.com/changeban
Slack: agendashift.com/slack, channel #changeban
Version 1.0, November 2018
Copyright © 2017-2018 Agendashift™ (a trading name of Positive Incline Ltd)
Changeban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons
Attribution-ShareAlike 4.0 International License.To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Visit www.agendashift.com/changeban for facilitation information and downloads.
ChangebanA Lean Startup-flavoured Kanban simulation

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• Teams of 3 to 5 people
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Question: What do the cards represent?
https://openphoto.net/gallery/image/view/21316

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Agree
Urgency
In progress ( )
Change
( )
Validate
Adoption
( )
Verify
Performance
( )
Accepted
Rejected
AU NC VA VP
MB
BBB//
MBKF
B
MBSC
B
MB
MB
MB
MB
MB
MB
MB
MB
MB
MB
MB
BBB//
Perhaps this one isn’t
proving as valuable as
you hoped
MBKF
B

Agree
Urgency
In progress ( )
Change
( )
Validate
Adoption
( )
Verify
Performance
( )
Accepted
Rejected
AU NC VA VPMBKF
B
If – and only if – you can’t advance,
unblock, or start an item of your own,
help someone else by unblocking or
moving one of theirs
Endgame 2: When you’re out of options
ML
B
TP
MB
BBB//
MBKF
B
MB
B
AW
B
AW
MB
MB
MB
MB
MB
MB
MB
MB
MB
MB
B

Agree
Urgency
In progress ( )
Change
( )
Validate
Adoption
( )
Verify
Performance
( )
Accepted
Rejected
AU NC VA VP
MB
BBB//
MBKF
B
1 point for each Accepted item, up to a
maximum of 4 per colour – 8 points
available
1 point for each colour represented in each
subcolumn of Rejected – 8 points available
A bonus point for each subcolumn of Rejected
that contains exactly 2 items, 1 of each colour
– 4 points available
Here: 6 + 6 + 1 = 13 out of a possible 20, a
par score
MB
B
AW
B
AW
MB
MB
MB
MB
MB
MB
MB
MB
MB
MB
MBSC
B
Score for maximum learning across the board

Iteration 1:Visual management – play!
• After everyone has drawn a card, discuss your intended moves in your
daily standup meeting
• Make your moves according to the rules below
• Repeat these simulated “days” until your facilitator tells you to stop
Red ♥฀♦฀ Black ♠฀♣฀
• EITHER advance an item you own one
column rightwards
• OR unblock one of your blocked items
• OR start a new item, taking ownership
• BOTH block one of your currently
unblocked items if you have any
• AND start a new item if any remain,
taking ownership
Endgame: Red ♥฀♦฀or Black ♠฀♣฀
• If and only if you can’t move, start, or unblock for yourself, help someone!
Move or unblock for another player
• When you accept an item, reject another, chosen by the whole team

Iteration 1:Visual management – timeout!
Questions:
• How would you describe your board in its current state?
• If your backlog was inexhaustible, what would happen?

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
MB
MB
MB
MB
MB
MB
MB
MB
BBB//
MBKF
B
MB
MBSC
B
AW
AW
B
Exactly the same rules as
before, except that these WIP
limits must be respected
Iteration 2:WIP limits and pull systems
MB
AW
B

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
BBB//
KF
B
MB
MBSC
AW
AW
B
✔
MBKF
B
AW
B
MB
MB
MB
MB
MB
MB
MB
MB
MB
Respect theWIP limits
Work gets accepted (yay!) and
rejected (yay!) exactly as
before

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
BBB//
MBKF
B
MB
SC
AW
AW
B
MBKF
B
✖
MBSC
Iteration 2: Respect theWIP limits
MB
MB
MB
MB
MB
MB
MB
MB
MB
AW
B
You can’t push work into an
activity that’s already operating
at capacity

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
BBB//
MBKF
B
MB
MBSC
AW
AW
B
✔
MB
AW
B
MB
MB
MB
MB
MB
MB
MB
MB
MB
But it’s fine to pull work into
an activity that has capacity
available

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
MB
BBB//
MBKF
B
MB
SC
AW
AW
B
MBKF
B
MB
MB
MB
MB
MB
MB
MB
MB
MB
AW
B
✖
MB
Oops! Now what?

Iteration 2:WIP limits and pull systems – play!
• After everyone has drawn a cards, discuss your intended moves in your daily
standup meeting
• Make your moves according to the rules below
• Respect the WIP limits: Move only if there is capacity in the receiving column
Red ♥฀♦฀ Black ♠฀♣฀
• EITHER advance an item you own one
column rightwards
• OR unblock one of your blocked items
• OR start a new item, taking ownership
• BOTH block one of your currently
unblocked items if you have any
• AND start a new item if any remain,
taking ownership
Endgame: Red ♥฀♦฀or Black ♠฀♣฀
• If and only if you can’t move, start, or unblock for yourself, help someone!
Move or unblock for another player
• When you accept an item, reject another, chosen by the whole team

Iteration 2: Reflections
• What just happened?
• What was different?
• What is a winning strategy?
• Implications for practice?

Agree
Urgency
In progress ( )
Change
( 2 )
Validate
Adoption
( 2 )
Verify
Performance
( 2 )
Accepted
Rejected
AU NC VA VP
Valuable, feasible, usable – fail/reject fast
Is it valuable?
Will we get to
it soon?
Is it feasible?
Is it
acceptable to
all parties?
Is it usable?
Will it stick?
Is it actually
valuable?
Is it meeting
needs?
X X X X
✔

A retrospective on your rejected ideas
For each activity (column) in the process, describe an experiment
that rejected a product or improvement idea:
“We believed <hypothesis>
but found while <activity>
that <insight>
and rejected this idea”
And a pilot experiment that might have helped:
“Had we tried <x>,
we might have discovered this
<sooner, more cheaply, &/or more safely>”
Reflect on
what you
learned
Reflect on
your
learning
process

A Lean Startup-inspired hypothesis template
Frame two more promising hypotheses (one of each kind):
We believe that
(actionablechange) ____________________________
will result in
(meaningfuloutcome) ____________________________.
If successful,we might expect to see
(observableimpact) ___________________________
___________________________
___________________________.

www.agendashift.com/a3
Change:
Owner: Mentor:
Context / scope: Aligned to objective:
(owner)
Copyright © 2016-2017 Agendashift™(a trading name of Positive Incline Ltd). Visit www.agendashift.com/ resources for downloads.
This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0
International License. To view a copy of this license, visit https:/ / creativecommons.org/ licenses/ by-sa/ 4.0/
We believe that
will result in
I f successful, we might expect to see
Hypothesis Risks
Downside (to be invalidated/ mitigated) Upside (to be nurtured)
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People I nsights
Assumptions to be validated Dependencies to be resolved

Topics for discussion
• Single loop and double loop learning1:
1. Single loop learning: Acting on what you learned
2. Double loop learning: Acting on what you learned about
your approach to learning
• Deliberately accelerating learning through:
1. Experiment design
2. Process design – workflow, policies, parameters etc
3. Frequent opportunities for reflection and action
4. Deeper reflection (eg Agendashift)
1 Chris Argyris

From the Agendashift stable
agendashift.com/resources
• Agendashift A3 template
• Featureban
• 15-minute FOTO
• …and more
agendashift.com/slack
• Dedicated #changeban
channel
agendashift.com/books
agendashift.com/reading
agendashift.com/linkedin
agendashift.com/partner
Mike Burrows mike@agendashift.com
Twitter: @asplake @agendashift
Profile: agendashift.com/mike
(2019)

1
Strategic Agility - An Introduction to Blue
Ocean Strategy
Beyond Operational Agility

2
• Beyond Operational Agility
• Introduction to Blue Ocean Strategy
• Our Journey of executing BOS (at tactical level)
Key Takeaways

4
Key Findings
IT research firm ISG findings (out of 180 deals)
[VALU
E]%
[VALU
E]%
Competitive Renegotiation
No Competitive Renegotiation
[VALU
E]%
[VALU
E]%
[VALU
E]%
Lose whole contract
Scope reduction
As It is

5
• Increasing Demand
• Saturated Demand
• Declining Demand
RED OCEAN – When Business operates in a over saturated
market

6
What Players do?
Is it biased towards Supplier driven Value Proposition?

7
RED OCEAN - How long can you sustain?

8
So what is Strategic Agility?
?

9
NON CUSTOMERS
BOS - From Market Competing to Market
Creating
EXISTING
CUSTOMERS

10
Is it Worth?
86%
62%
39%
14%
38%
61%
Business Launch
Revenue Impact
Profit Impact
Launch with Red Ocean Launches for creating Blue oceans

1111
Our Experience with BOS (at tactical level)
11

13
Product Feature Canvas
Product B
Product A
B
u
y
e
r
V
a
l
u
e

14
4 Key things we were doing incorrect
• Product development inside out
• Value Proposition  Product and Features
• Losing out on Critical Value Proposition (they are most
sustainable)
• Usage Experience > Entertainment, Data Saving
• Value Proposition may not change frequently, only forms and
factors does

15
Identify Industry Non-customers
Soon to be Non Customers
Current Market
Un-explored Customers
Refusing Customers

16
Uncover hidden pain points from Existing + Refusing
customers
What utility the Industry focusses on
Information Accessible Installation Use Supplements/
Ecosystem
Maintenance Disposal
Customer
Productivity
Cost of
Ownership
Risk
Convenience
Outreach
Psychological
Entertainment
Stages of Buyer Experience cycle
UtilityLevers

17
Uncover Opportunity areas for Non customers
What utility the Industry focusses on
Stages of Buyer Experience cycle
UtilityLevers
Information Accessible Installation Use Supplements/
Ecosystem
Maintenance Disposal
Customer
Productivity
Cost of
Ownership
Risk
Convenience
Outreach
Psychological
Entertainment

18
Our success with BOS
Provided Technology as a
value proposition for Non
Product users
Introduced Lite version as
New Product variant for
Memory sensitive users

20
Blue Ocean Strategy vs Red Ocean Strategy
Red Ocean Blue Ocean
• Compete in existing Market space
• Beat the competition
• Exploit the existing demand
• Make the value cost trade off
• Align Strategy choice of
differentiation or lost cost
• Create uncontested market space
• Make the competition irrelevant
• Create and capture new demand
• Break the value-cost tradeoff
• Simultaneous pursuit of differentiation
and low cost

21
Value Innovation – The cornerstone of BOS
Buyer
Value
Cost
Value
Innovation
Cost Saving – Eliminate and Reduce
Competing Factors
Buyer Lifted Value – Raise and
create new Elements
Creation of Blue ocean is
about driving costs down
while simultaneously driving
value up for buyers

Agile Gurugram 2019 Conference | Playing to Win “Gamification to improve agility and innovation” | Priya Patra

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