Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Agile localization as a business advantage workshopVasco Duarte
Was the release of your project ever delayed when localization problems were found too late? Or worst, delayed subsequent products because of this delay? Or the fact that UI specifications quickly get out of date, leaving us with very poor quality testing by localization testing vendors. In most projects localization is still done in “waterfall” mode. Localization teams are typically involved at a very late stage of the development cycle.
We have lived through many of these problems, and we believe that Localization and Agile software development were born to be together
Change How You Do Product - by Tal Ben-Simon (ProductX 2018)Tal Ben-Simon
Presented on stage at the "ProductX 2018" conference.
We, product people, are usually trying to change or redesign our product.
But there’s a point in time, when you need to reorganize the structure and redefine the workflow of your Product-R&D teams and potentially the entire company.
- Why and when to make a change?
- How should this sensitive change be made?
- What is the product manager’s role in leading this change?
I will share the story of the profound changes (which are still being) made in eToro, a fast growing FinTech startup with more than 500 employees…
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Agile localization as a business advantage workshopVasco Duarte
Was the release of your project ever delayed when localization problems were found too late? Or worst, delayed subsequent products because of this delay? Or the fact that UI specifications quickly get out of date, leaving us with very poor quality testing by localization testing vendors. In most projects localization is still done in “waterfall” mode. Localization teams are typically involved at a very late stage of the development cycle.
We have lived through many of these problems, and we believe that Localization and Agile software development were born to be together
Change How You Do Product - by Tal Ben-Simon (ProductX 2018)Tal Ben-Simon
Presented on stage at the "ProductX 2018" conference.
We, product people, are usually trying to change or redesign our product.
But there’s a point in time, when you need to reorganize the structure and redefine the workflow of your Product-R&D teams and potentially the entire company.
- Why and when to make a change?
- How should this sensitive change be made?
- What is the product manager’s role in leading this change?
I will share the story of the profound changes (which are still being) made in eToro, a fast growing FinTech startup with more than 500 employees…
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
Are you ready to build an MVP? Where do you start? How do you know what features to build? How do you know how many people you need to build it? How do you know that they are building a right thing in a right way? This presentation and conversation will explore strategies for assembling effective teams for building and deploying an MVP while incurring minimal Product and Technical Debt. We will also discuss implementing an effective process to make sure that your MVP will be built on time and on target.
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates.
Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis.
FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember.
We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively.
Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context.
We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
[DevDay2019] Why you'll lose without UX Design - By Szilard Toth, CTO at e·pi...DevDay.org
UX Design is on a radical rise. The most successful companies like Google or Uber know that great UX is no longer a nice-to-have but a key business driver. Szilard Toth (CTO e·pilot) and Nicolas Python (Head of Design KLARA) talk about their own experience of UX Design in modern engineering environments. Whether you're a business leader or an engineer, learn why you'll lose without UX Design.
This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques.
Agile: the Good, the Bad and the Ugly - Webinar by Clarke Ching Agile - Septe...MARRIS Consulting
Webinar by Clarke Ching Agile and ToC expert. Agile: the Good, the Bad and the Ugly. If your Agile is broken then this is how to fix it!
Your Agile teams are busy. Busy delivering. Busy improving. Your quality is amazing. Rework is low. The product looks great. Your users love it. You are a high performing team!
But your internal customers say your teams are slow. This session will teach you how to use the Theory of Constraints to figure out how to speed up, by finding the one thing that’s slowing them down.
This webinar will cover how, in an Agile environment:
- to better control scope creep,
- to reinforce your relationship with the I.T. Development team’s client,
- to be able to make commitments and honour them and
- to decide where your bottleneck should be.
About the speaker
Clarke Ching is a computer scientist with an MBA who discovered Goldratt’s Theory of Constraints (ToC) in 2003 and has been using it ever since to accelerate Agile initiatives. He is fascinated by Agile and obsessed with ToC.
He wrote the amazon best-sellers Rolling Rocks Downhill and The Bottleneck Rules. Rolling Rocks Downhill teaches 3 things: the fundamentals of Agile combined with ToC; how to use those fundamentals to deliver big projects faster and on time; and how to deliver quietly huge transformations. It’s been featured in The Guardian newspaper and The Spectator magazine. It was one of Barbara Oakley’s top 10 books of 2019. It was the #2 best-selling Leadership book on amazon.com, just behind Steven Covey’s 7-habits book.
He has been Agile / Lean / ToC expert in: GE Energy, Dell, Royal London (life insurance & pensions), Gazprom and Standard Life Aberdeen among other organizations. He is the past Chairperson of Agile Scotland. He is a lecturer at Victoria University School Of Management in New Zealand where he now lives.
Today he is the founder and Chief Productivity Officer of Odd Socks Consulting
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
[DevDay2019] Lean UX - By Bryant Castro, Bryant Castro at WizelineDevDay.org
Lean UX helps teams build the minimal product necessary to validate risky assumptions and minimize the time to market with the right product. On this lecture, Lean UX principles and its value to the product cycle will be introduced. Also, the methods and tools that will help you get feedback from users and learn rapidly will be discussed. This session is geared towards those who are interested in UX but have no much experience, those looking for new methods to improve their current product processes, and anyone interested in design, business, and user centered design.
21 ways for innovation. Get your own 21 ways setMarc Heleven
Get your own 21 ways set!
21 ways sets are custom made based on the question formulated by the client.
Starting with the research question, Marc Heleven / 7ideas comes up with a list of 21 principles for which 3 to 7 examples are matched from all over the world, from different sectors. This overview and the copy-adapt-paste method help organisations to innovate faster.
21 ways sets are a spring board for innovation.
Tips for hiring localization business development managersAdam Blau
My presentation from GALA Istanbul that provides management and sales managers alike with practical tips on which attributes and traits to look for when hiring translation and localization business development managers.
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
Presentation for Agile Denver on September 28, 2009.
Abstract:
Everyone knows Agile is hard to do effectively. So how can it be simple?
It can't be simple, but keeping simple in mind can help avoid a number
of problems which tend to make agile harder! Confused? Then come to this
presentation which is designed to illuminate certain areas of agility
where teams and organizations tend to make things hard on themselves
rather than taking a simple approach.
"Simple Agile" is all about living the common agile phrase "Do the
simplest thing that works." This presentation will explore Simple Agile
planning, meetings, development, and testing along with other tangential
areas. The presentation combines some PowerPoint slides, some audience
participation and some group discussion. Come prepared to participate!
Presentation to Lonetree PMI Roundtable on August 27, 2008.
Abstract:
According to the Wall Street Journal agile development has "crossed the chasm." Why then are there still strong pockets of intense resistance to agile? This presentation takes a look at some of the most common misconceptions about agile development. It exposes the truth behind the myths and backs up many of the points with actual industry data. In the process, a basic business case for agility is created. The goal of this session is for all participants to leave with the knowledge necessary to answer the question "Why Agile?" In addition, participants will gain a deeper understanding of the realities of agile development and how it can help organizations.
Are you ready to build an MVP? Where do you start? How do you know what features to build? How do you know how many people you need to build it? How do you know that they are building a right thing in a right way? This presentation and conversation will explore strategies for assembling effective teams for building and deploying an MVP while incurring minimal Product and Technical Debt. We will also discuss implementing an effective process to make sure that your MVP will be built on time and on target.
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
Does this FizzGood? Improve velocity, predictability & agility by asking a si...Jon Terry
LeanKit's founding team had a strong Lean-Agile background from previous careers. So, in the early days of the company, we just instinctively did things in a Lean way with as few formal processes as any startup. But, like any growing company, we eventually did have to start clearly defining how we do things. And like anyone, we were tempted to become more bureaucratic - with lots of scheduling, coordination, meetings and estimates.
Instead, we developed our FSGD (Frequent Small Good Decoupled) approach. This LeanKit way of working has provided our teams with a simple yardstick for making effective decisions without a lot of cross team scheduling and coordination. It has simplified abstract Agile concepts into something everyone easily understands and cheerfully applies on a daily basis.
FSGD isn't a replacement for Kanban, Scrum, XP, etc. We strongly believe in and spend lots of time teaching our teams about the Kanban Method as well as standard Lean and Agile principles, tools, and techniques. But FSGD distills what we think are the key decision making elements of those methods into something everyone can remember.
We apply this model to all of our teams: design, development, testing, operations, sales, marketing, finance, HR. Indeed, we believe that applying it as broadly as possible makes it work most effectively.
Indeed, that's part of why the model doesn't reference software directly at all. It's meant to be generally applicable. One sub-concept included in the slides TLDR (Tested, Logged, Documented, Reviewed) is more specific to the technology context.
We have seen significant improvements in our delivery speed across multiple teams since rolling out the FSGD approach. We want to help other people gain the same benefits.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
[DevDay2019] Why you'll lose without UX Design - By Szilard Toth, CTO at e·pi...DevDay.org
UX Design is on a radical rise. The most successful companies like Google or Uber know that great UX is no longer a nice-to-have but a key business driver. Szilard Toth (CTO e·pilot) and Nicolas Python (Head of Design KLARA) talk about their own experience of UX Design in modern engineering environments. Whether you're a business leader or an engineer, learn why you'll lose without UX Design.
This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques.
Agile: the Good, the Bad and the Ugly - Webinar by Clarke Ching Agile - Septe...MARRIS Consulting
Webinar by Clarke Ching Agile and ToC expert. Agile: the Good, the Bad and the Ugly. If your Agile is broken then this is how to fix it!
Your Agile teams are busy. Busy delivering. Busy improving. Your quality is amazing. Rework is low. The product looks great. Your users love it. You are a high performing team!
But your internal customers say your teams are slow. This session will teach you how to use the Theory of Constraints to figure out how to speed up, by finding the one thing that’s slowing them down.
This webinar will cover how, in an Agile environment:
- to better control scope creep,
- to reinforce your relationship with the I.T. Development team’s client,
- to be able to make commitments and honour them and
- to decide where your bottleneck should be.
About the speaker
Clarke Ching is a computer scientist with an MBA who discovered Goldratt’s Theory of Constraints (ToC) in 2003 and has been using it ever since to accelerate Agile initiatives. He is fascinated by Agile and obsessed with ToC.
He wrote the amazon best-sellers Rolling Rocks Downhill and The Bottleneck Rules. Rolling Rocks Downhill teaches 3 things: the fundamentals of Agile combined with ToC; how to use those fundamentals to deliver big projects faster and on time; and how to deliver quietly huge transformations. It’s been featured in The Guardian newspaper and The Spectator magazine. It was one of Barbara Oakley’s top 10 books of 2019. It was the #2 best-selling Leadership book on amazon.com, just behind Steven Covey’s 7-habits book.
He has been Agile / Lean / ToC expert in: GE Energy, Dell, Royal London (life insurance & pensions), Gazprom and Standard Life Aberdeen among other organizations. He is the past Chairperson of Agile Scotland. He is a lecturer at Victoria University School Of Management in New Zealand where he now lives.
Today he is the founder and Chief Productivity Officer of Odd Socks Consulting
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
[DevDay2019] Lean UX - By Bryant Castro, Bryant Castro at WizelineDevDay.org
Lean UX helps teams build the minimal product necessary to validate risky assumptions and minimize the time to market with the right product. On this lecture, Lean UX principles and its value to the product cycle will be introduced. Also, the methods and tools that will help you get feedback from users and learn rapidly will be discussed. This session is geared towards those who are interested in UX but have no much experience, those looking for new methods to improve their current product processes, and anyone interested in design, business, and user centered design.
21 ways for innovation. Get your own 21 ways setMarc Heleven
Get your own 21 ways set!
21 ways sets are custom made based on the question formulated by the client.
Starting with the research question, Marc Heleven / 7ideas comes up with a list of 21 principles for which 3 to 7 examples are matched from all over the world, from different sectors. This overview and the copy-adapt-paste method help organisations to innovate faster.
21 ways sets are a spring board for innovation.
Tips for hiring localization business development managersAdam Blau
My presentation from GALA Istanbul that provides management and sales managers alike with practical tips on which attributes and traits to look for when hiring translation and localization business development managers.
Vasco Duarte - Agile Innovation - Product Management in turbulent times - ConFuDevConFu
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products. We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function to be able to drive innovation into our products. In this session we will look at the role of Product Managers in an agile product development environment, and as agents of innovation
State of Product Management & Your Career 2015 - ProductCampTodd Middlebrook
Every year, Pragmatic Marketing conducts a comprehensive survey of product management and marketing professionals with the objective of keeping the pulse on this rapidly evolving area of technology companies and to provide a detailed look at the roles themselves, including compensation, reporting structure and responsibilities.
More than 1,300 people completed this year's survey which ran from November 19 to December 19, 2014
Product Management Is Really Innovation ManagementTom Grant
No list of tasks or responsibilities captures the essence of product management. As companies grapple with the challenges with innovation, they have realized that the product manager is really the shepherd of innovation. The essential role of product management, therefore, starts with the generation of ideas, and does not end until customers adopt these ideas, and the company has assessed the assumptions and strategies for every part of the innovation process.
Prosjektet egner seg for ekstraordinære leveranser, men for svært mange organisasjoner er IT-utvikling noe som skjer nærmest kontinuerlig. Da er prosjektmekanismen ikke bare unødvendig med også uhensiktsmessig.
Business Model Innovation: From Understanding the Process to Tracking the ChangeCopenhagen Business School
Slides from my PhD defense at Aarhus BSS, Aarhus University, presented on 6 January 2017.
The dissertation aims to inform and improve the management’s strategizing activities, when the intended business development initiatives may augment the existing business model:
- Which trajectories of business model change can management consider taking?
- How can changes in the (other firm’s) business model be tracked via public data sources?
- How can the process of business model innovation be conceptualized? What are the major factors inhibiting and facilitating the process?
- How can management track the progress of their own firm’s evolution towards a new business model?
This presentation provides insight into the open innovation and co-creation idea and describes a human-centred innovation approach with respect to the changing roles of market research and product design. The increased importance of strong interdisciplinary (internal) collaboration of researchers and designers for being successful in open innovation is emphasized. Only the combination of external co-creation and internal collaboration make open innovation programs successful. Embracing a human-centered innovation approach means also to intervene in existing structures of power within the company which are built upon hierarchy.
Do you have highly functional scrum teams but are wondering how to get them to work in sync with each other, or wondering how get "start-up" efficiency in a large enterprise? Or maybe you just heard that the Scaled Agile Framework for the Enterprise (SAFe®) is gaining traction and you want to find out more about it. Before the year is out, we want to give you a primer on SAFe, so you can decide if it should be on your list of resolutions for the new year!
We continue to see that Agile and Scrum deliver value and are catching the eyes of leadership individuals. But how does a large enterprise thrive with a Scrum framework that was made for 5-9 individuals? SAFe has garnered a lot of attention as a potential framework for enterprises with large product teams (5 or more scrum teams on a product line). It calls for the overall alignment throughout the organization so that the Scrum teams making up a large product development team can deliver valuable, high quality product increments with transparency and technical excellence. The program execution is achieved by leveraging the existing Scrum Team practices and interfacing with the higher Program and Portfolio layers in the organization.
cPrime SAFe coach, Sri will provide an overview of the SAFe framework and show why it appeals not only to the engineers and architects, but also to the product management, customer support and the executive team.
Ordinary Innovator - Design the Future Tadeusz KifnerTadeusz Kifner
An innovator is one who does not know it cannot be done. Ordinary innovators are among us in corporations. What they need to create a new value, try new ideas, break rules, recreate processes, introduce goods and services? There is no single innovation tool or method. Breakthroughs & achievement are derivatives of hard work and highly integrated practices performed by motivated people. Innovation needs a systematic approach allowing build a systemic capability & a value proposition. 3 domains help any company to implement innovative approach and establish ordinary innovators in the firm.
This presentation discusses the Lead User Strategy that systematizes and formalizes the process of innovation. 3M is an ever innovating company and Lead User method helped it come up with many breakthrough innovations. The Lead User Methodology was proposed by Eric von Hippel. Many companies have used the method to their benefit. While innovation is always a much sought after virtue, there is no definitive and sure-shot way to continuous innovation. Lead User Method is one way to make systematic the process of innovation. it significantly increases the chances of success. Lead Users are often those who use an improvised arrangement (Indian 'Jugaad') as there are no commercial dedicated solutions available, using existing products or technologies to solve their purpose in a way that was perhaps not initially intended of the product/technology. So lead users can be potential source of new product ideas.
Thesis defense presentation of Justin Phillips (SDSU). "The Role of Relatedness and Autonomy in Motivation of Youth Physical Activity: A Self-Determination Perspective."
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
How to be successful in Co-Creation ResearchVolker Bilgram
Innovation Research Communities are an instrument to combine the approaches of user co-creation in new product development with marketing research in an online environment. Users are not only asked about their opinions, wishes and needs but are also invited to contribute their creativity and problem solving skills by generating new product ideas and concepts. Research data is gathered by tracking the product configuration of users and by having the user designs evaluated and enriched by other users. The Innovation Research Community is introduced in a case study of the Swarovski Enlightened Watch Design Contest.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Whitepaper: Integrating market research into the Agile Sprint CycleJacob Brown
Agile has revolutionized product management and new product development. But while Agile teams are working on a Sprint Cycle, the Market Research team is often still working form a traditional (Waterfall) timeline. This can cause the teams to be out of sync and slow the product development process.This whitepaper outlines a way to successfully integrate Agile Market Research with Agile Product Development teams.
You can reach me at Jacob@mozaic-group.com
Applying Innovation in Software DevelopmentAmish Gandhi
Sometimes the only difference between the winners and the losers is that the winners figure out how to innovate. Innovation is a broad term and this presentation outlines what it means for enterprises and companies involved in developing software. This presentation highlights how innovation can be applied at various stages of software product development and in different ways by applying special techniques, tools and frameworks.
Note: This was also a QCon Shanghai Keynote Talk. Full talk up at http://www.infoq.com/cn/presentations/business-innovation
Perpetual website: http://www.perpetualny.com
In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations.
In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen.
Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation.
With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time.
For more detail https://mygreendot.co.in/kaizen-implementation/
A short introduction of the book "From Zero To Agile".
How you can introduce change to your organisation to BE agile.
Every chapter is summarised and the main concepts outlined.
A retrospective example is presented for each topic.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
No estimates - a controversial way to improve estimation with results-handoutsVasco Duarte
Often we hear that estimating a project is a must. "We can't make decisions without them" we hear often.
In this session I'll present examples of how we can predict a release date of a project without any estimates, only relying on easily available data.
I'll show how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large and small projects have already benefited from this in the past.
At the end of the session you will be ready to start your own
#NoEstimates journey.
A quick trip to the future land of no estimatesVasco Duarte
Why do we estimate? What are the benefits we want to obtain with that practice? In this talk we'll explore the nature of estimates and offer an alternative: #NoEstimates. We'll look at some examples of how we can predict a release date of a project without any estimates, only relying on easily available data. Finally, we'll see how we can follow progress on a project at all times without having to rely on guesswork, and we will review how large, very large as well as small projects have already benefited from this in the past. At the end of the session you will be ready to start your own #NoEstimates journey, the next step in the #Agile journey.
Agile Innovation - Product Management in Turbulent timesVasco Duarte
In today’s world we are constantly confronted with the message that the competition is breeding down our necks, that the market and environment are changing and we need to change with them. And most importantly, we are told that we need to listen to our customers to be able to provide the right products.
We as a Product Managers need to be able to see beyond the basic product decisions, e.g. do we add feature A or feature B? We need to think beyond the silo of our function.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
Agile Beyond the Hype! – What You Really Need to Know Before You Jump In Vasco Duarte
Many companies adopt Agile because it is the natural thing to do. But do they know what they are getting into? In this talk we will use some anecdotes and lessons learned from Agile adoption to build a model that will hopefully help our companies adopt Agile in a way that affects positively their business.
Questions we try to address will include: How does Agile affect functions outside development? How to bring the benefits of Agile to non-development functions? What can Agile affect my bottom line?
Story Points considered harmful – a new look at estimation techniquesVasco Duarte
Story Points are the typical estimation unit for Agile Teams. But do they really work, or are there better ways to estimate? In this talk, we‘ll look at the problem of estimating, as well as empirical data questioning the validity of story points, and we‘ll explore new techniques, based on cognitive psychology, chronobiology, and good old common sense, that will immediately help your teams estimate more accurately.
Instead of fighting about “who’s agile” or “who’s more agile than whom”, it would be useful to create a set of patterns, that once recognized would help us define if we are or have been able to successfully implement an Agile life-cycle for our project and portfolio.
In this session we will explore how it “feels” to work in an Agile project. It is not enough to do Scrum or Kanban, you need to know if you are doing it right.
Patterns of agility, how to recognize and agile project when you see oneVasco Duarte
Presentation at Scan-Agile 2011 and Agile Riga Day 2011 about how to recognize what type of project you are in, and how to improve it towards a more agile, responsive, higher quality project
From an Idea to a Vision you can implement - Vision workshopVasco Duarte
You've been there. You are tasked with implementing a product that someone else cooked up. What do do next? Follow the spec you say? Wrong!
Developing a product without this Vision is not just waste, it is bad business for you and for your customer.
Before we start implementing any product we must explore it's reason to exist, what customers it benefits and ultimately how it can help your customers (not you!) make money.
In this workshop we will take an example and go through a simple process that helps us explore a product idea to the point that a spec is just a reference, but the product comes alive in the minds of the team members.
Business Agility - taking advantage of an agile R&DVasco Duarte
Many companies have jumped on the Agile bandwagon. That's good, but what for? In this talk we explore the consequences and possible benefits of adopting Agile for your Business. It's not enough to benefit your R&D, we need to learn how Agile can help our whole company.
A paradigm shift for testing - how to increase productivity 10x!Vasco Duarte
European IT industry need to deal with a huge salary gap with developing countries.
How can we increase our productivity and quality to compensate for the salary differences? This is a systems-thinking / Lean based approach to that problem
Agile is easy! It's making it work with your business that is hardVasco Duarte
A talk about the next level of Agile adoption. How do we make it work for our business? How does Agile adoption affect our R&D, our sales, our product management and ultimately our business success?
We need proof! - Talk at Agile Estonia's Agile SaturdayVasco Duarte
This is a call to action for all Agilists out there. It is not enough to see and experience the success of Agile. For our industry to truly evolve we need to start publishing data, figures, proof that it is indeed a better approach.
Check out the companion blog post here: http://softwaredevelopmenttoday.blogspot.com/2010/02/we-need-proof-for-better-understanding.html
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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3. A little insight that will save your life: A bank is a
software company
4.
5.
6. The average lifespan of a company
listed in the S&P 500 index of leading US
companies has decreased by more than
50 years in the last century (…) to just
15 years today.
13. Common causes of lack of Innovation. The
gap we have to cross:
• Lacking processes that make innovation
possible and or a reliable outcome of
our work.
• Lacking a reliable and repeatable
method evaluate the business value
and impact on business of all the ideas
generated.
• Lacking a method to manage all the
ideas and still deliver concrete, short-
term valuable incremental changes
that helps us understand what works in
practice
14. How do we go about
treating the patient?
5 Actionable changes you can
start with tomorrow that will
enable innovation in your
organization
15.
16. Debrief
• What were the key questions he asked?
• What did he consider as “competition”?
• What were they key words he used?
• How did Christensen find the need?
17. Innovation starts with a deep
understanding of the Customer
1. Do research on your customers and product/service
situations (what job is your product/service hired to
do?)
2. Create hypothesis, test them!
3. Create interviews to explore the jobs your
customers needs solved
4. “Get out of the building” – prepare and execute
interviews
5. Pitch ideas to each other and collect feedback
6. Use the free email support that comes with this
workshop and ask questions about what bothers
you. Vasco.Duarte@oikosofy.com
18. Actionable Change # 1:
Involve your customers in product and service
design by learning about their “Jobs-to-be-
done”
25. 1. Create groups of five, with ten coins per group.
One person is the timekeeper. The remaining
four people process the coins.
2. Person by person, flip all coins one at a time,
recording your own results (heads or tails).
3. Pass all coins at the same time to the
next person.
4. Time keeper records time from the start of
the first flip to the completion of the last flip
for the group.
Large Batch Push
Exercise – Large
Batch Push
26. Small Batch Pull
1. Similar five person process (4+1 time
keeper)
2. Each person flips each coin one at a time
and records the result
3. But, pass each coin as flipped
4. The time keeper records the time from the
start of the first flip to the completion of the
last flip
Exercise – Small
Batch Pull
27. „Working at full capacity is an economic disaster“
- Donald Reinertsen, Principles of Flow
In Progress: 5 Quarters worth of work
In the
backlog: ~4
years worth
of work
28. Actionable Change # 3:
Small is the new Big. Deliver constantly small
increments of value. Reducing risk and
accelerating learning.
39. Slow Processes: a (BAD) example
Time
AddedValue
6 months
trying to get
the project
approved
One day
Brainstorming
new product
idea 6 months
product
development
40. Consequences of slow processes:
•Higher costs -> due to the amount of
work that is pending while the costs are
accruing
•Lower quality -> slow processes allow
for “dirty” workarounds and hide
quality problems (which in turn increase
costs due to rework)
41. Corollary of fast processes
For any given process, if
you can reduce the Time it
takes to execute it, you will
consequently reduce Costs
and increase Quality
43. Different content abstractions for
different stakeholders
User Stories
Features
Epics
Portfolio Items
– Customer
marketable
Longer term
planning (more
than 1 iteration)
Where the
rubber meets
the road – what
we do in one
iteration
Product
Marketing and
Portfolio
Product Owner
+ Architect + UX
Team +
Product
Owner
44. Different ways to manage a portfolio of
Epics/Features
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Epic Epic
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Epic Option 1:
• Many epics
• Shallow implementation
• New market / new business
innovation
• Typical goal: catch up (me too or tick-
in-box products for reviews)
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Option 2:
• Few epics
• Deep implementation
• Technological innovation
• Typical goal: Hero products, unique
experiences, Niche-focused products
45. Epics in progress
Epic work broken down
into features
Features in
Progress
Work
completed
Visualize all work ongoing
From Strategy to execution
50. The process to support the
change:
If you want to know
more:
Contact us at the COBISCorp STAND
Email me at:
Vasco.Duarte@Oikosofy.com
Editor's Notes
Briefly about me. I’m probably the only real FINNTECH in the room, since I come from Finland and I’m a technology guy
I was born long ago that for me the point of view on technology is that of a creator, not that of a user.
In other words, I guess you could say that I am the millenials older cousin. Old enough to have been introduced to computers through programming and not Pokemon GO Which gives me a completely different view on technology compared to a millenial, but also allows me to understand the use of technology just like they do,
Before we start. A word of warning. Many of you may not agree with me right now. But hopefully you will by the end of this talk. Your bank is now a software company. Banking is your industry. But it is software that amplifies your business model!
In innovation, business and other aspects of life: the future is already here. Just not evenly distributed. Innovation is about learning to see the future and preparing to execute on it.
This is a clip from a BBC article.
The picture is the first share ever granted in a company. In 1288, Stora Enso issued a share giving a bishop an eighth of a copper mountain. Imagine what that would be worth today. Accruing value since 1288! For 728 YEARS!
The article quotes a study by Professor Richard Foster…
Professor Richard Foster looked at the average lifespan of the companies listed in the S&P 500 in 2012. He concluded that the average lifespan of a company in the S&P500 is 15 years today. That means that if we start a company and have a baby at the same time, the child will not have time to reach college before that company is dead.
Oh, and if you think that having a long story is security against obsolesce, think again.
Innovation can be used as a catalyst for adaptation and survival. To change our business in a way that helps us adapt to the innovation that the market is already pushing. And this is key: the market is already pushing (remember, …
In innovation, business and other aspects of life: the future is already here. Just not evenly distributed. Innovation is about learning to see the future and preparing to execute on it.
Innovation can happen at any level in the organization. A successful approach to innovation will help us harness the creative power of everyone in the organization from the clerk at a branch to the Branch manager to the leadership team!
Innovation is one of the key forces that jumpstarts the immune system of your organization. Like Antibiotics or Vaccines. “Innovation shots” help us shore up our immune system and be ready to react when that inevitably happens.
Oh and just in case, here’s what the doctor says about that.
Here’s what the doctor says: After having diagnosed many sick patients (the curse of being a consultant! ) We can safely say that the biggest gaps in companies that lack an innovation culture are:
ABOUT 10 MIN IN!
ABOUT 16 MIN IN
ABOUT 17 MIN IN
ABOUT 25 MIN IN
We hear about Silos being bad. But what do they feel like in reality? Let’s look at an example…
ABOUT 29 MIN IN
In a waterfall project no one is in control at the end (show bug curve at the end).
Much overtime will be needed to get this product out, and that will be on your backs and on the backs of the product development group (be it software or other complex product). This typically leads to a pattern that some have called “Death March” (concentration camp picture), and that’s how it feels. It feels like we are marching to a concentration camp (rant about lives destroyed by this approach).
You have a responsibility to avoid this pattern in your place of work, and you can do it. Here’s how.
There are many kinds of innovation. Without collaboration we are not considering all the possible types of innovation. In fact, Silos kill many ideas regarding innovation.
At Pixar they focus on getting teams of cross-functional creatives together to build a story together. They have show and tell sessions where they share their ideas for the story, etc. and they work together on the film. From start to end
Lean change Management: a method to continuously improve the organization and break those silos
Scrum is a process framework that helps foster collaboration in the organization
Open Space Technology: a method for facilitating large groups. Harnessing the knowledge from all involved.
A Whole team approach: working as teams helps remove or at least reduce the impact of silos in the work
What SAFe really is: a very disciplined, and lean strategy execution tool.
Strategy execution as a competitive advantage to find and capitalize on opportunities that arise
Can you name a strategy execution method, that starts at the top, and helps you track everything all the way to the day-to-day management ?
Other stories: the story of Nokia: good strategy, good execution, but in opposite directions
TOPIC 1 for EXECUTION: KNOWING WHAT TO WORK ON
So we are here as Product managers. As people that want to contribute to one of the key aspects in our companies’ internal processes: doing the right things.
We can spend a long time talking about how we can do things better, but if we are doing the wrong things that amounts to being better at doing the wrong thing. Doing the wrong thing faster is not how we can be better than the competition.
TOPIC 2 FOR EXECUTION: FAST PROCESSES: QUICK TO MARKET
TOPIC 3 FOR EXECUTION: EXECUTiON THAT IS VALUABLE (COST vs VALUE)
Another important finding is that slow processes are typically co-related with lower quality. This of course makes a lot of sense, because the quicker the process the less errors you can make. If you did the process would be slow, by for example: adding a large validation and verification phase at the end of the project (show picture of a waterfall with the testing/validation appearing at the end).
Waste can be removed from any process, but never by looking at that process in isolation.
In one of the largest programs we’ve run we used a technique that allowed us to make our requirements flexible even as we gave quite clear direction to our development teams about the longer term (they need this for skill development for example). How did it work?
Three layers of requirements: Epics -> Features -> Stories with different layers of ownership and details.
These levels of abstraction allow the organization entities to focus on managing only the appropriate set of requirements that they need to get their job done.
The flexible portfolio with the 2 dimensions of flexibility
The example of the word-editor that can be Notepad or Word
TOPIC 4 FOR EXECUTION: YOU CANNOT MANAGE WHAT YOU DON*T SEE
This brings us to tool #5: Visual management. The impact is significant in the types of conversations that are created as well as the involvement of top management. Now that this organization has work visible, they have been able to start aligning their views on the goals, and also what choices to make.
This is a tool that significantly changed the portfolio management approach at our clients.
TOPIC 5 FOR EXECUTION: PRIORITIZATION IS MANAGEMENT*S MOST IMPORTANT JOB
A collaborative discussion to find out what are the business deliverables better aligned with strategy.
WSJF and Best strategic fit
We’re about to Finish, but before we go I’d like to leave you with an insight that took me many years to develop. But can potentially save you millions. (And you get it for free ;)
SOFTWARE is a 10x technology. What that means is: software powers your business, and can amplify your business model, but it is also very expensive to develop and maintain. So, if you are not looking for at least a 10X return on your investment SOFTWARE might not be the technology for you.
Scaled Agile Framework: SAFe. A process designed to help organizations deliver on their strategy. A Scaled Agile framework that can link your strategy to the every day work, and provide the feedback necessary to improve strategy. This is a process designed around:
Facilitate customer involvement through flexible and agile requirements management
Flow of work that allows the organization to tackle innovative ideas
Quick delivery through small batches, and measure of progress through concrete value deliveries
Reduce the impact of functional separation. Involving all the right people in the delivery of value.
Create transparency from top (Strategy) to the bottom (execution) and back. By creating a feedback loop at the strategy level.