Ban the boring one hour requirements gathering and design meetings forever ! Agile teams can use InnovationGames to engage with their customers in a fun way and build better products together from the great new insights gained from serious games.

3. How can we better ….
1. Collaborate with customers?
2. Collect requirements?
3. Design our solutions?
4. Prioritise features?
5. Evolve design?
6. Build innovation in?
7. Satisfy our customers?

7. Universe of Innovation

9. Adapteted
from
Greg
Satell
HBR
-­‐
h5p://blogs.hbr.org/cs/2013/02/before_you_innovate_ask_the_ri.html
Bitcoin
NeHlix
Amazon
Google
Apple
Apple
IBM
Labs

11. Remember, we’re talking
Innovation not Invention !
Invention is more about
thinking up cool stuff.
Innovation is successfully
applying inventions in practice
to become something valuable.
Adapted
from
h5p://iwww.innovaOonexcellence.com

12. Collaboration is a recursive
process where two or more
people or groups work together
in an intersection of common
goals — for example, an
intellectual endeavor that is
creative in nature—by sharing
knowledge, learning and building
consensus

13. Kapow !
h5p://www.innovaOongames.com
Let
the
Games
begin
!

15. Innovation Games® are serious
games that solve a wide range of
product management and
development problems across the
development lifecycle.
They are played:
• with customers & internal stakeholders
• online or in-person
• within or across organizational units
• in single or multi-game formats

16. Manage
strategic
roadmaps
Iden1fy
New
Products
Determine
Product
Interac1ons
Train
Sales
Teams
Priori1ze
Features
Improve
Marke1ng
Messages
Priori1ze
Project
PorAolio
Iden1fy
Product
Enhancements
Priori1ze
User
Ideas
Priori1ze
Strategic
Projects

17. Not
Work
(Leisure)
Pleasure
Work
Play
Not-­‐Play
External
Goals
Internal
Goals
Not-­‐Pleasure
Adapted
from
h5p://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif

18. Innovation requires a process,
others to collaborate with,
and tools…

19. From Idea (or problem)…
… to Action (Done)

20. 20

21. Prune the Product Tree
Goal: Understand the
evolution of your offering.
• Draw
a
tree
to
represent
growth
of
your
offering
• Add
current
ideas
from
your
roadmap
as
leaves
and
apples.
• 5
to
8
invited
stakeholders
shape
the
“growth”
of
your
offering.
• Captures
very
rich
informaOon
about
percepOons
of
the
future,
Oming
of
new
concepts,
balance,
and
relaOonships
among
ideas

24. Speed Boat
Goal: Identify Pain Points and Issues
• Draw
a
speed
boat
or
a
yacht
and
explain
that
it
needs
to
go
as
fast
as
possible,
but
shallow
and
deep
anchors
hold
it
back.
• IdenOfy
the
problem
and
phrase
it
as
a
quesOon.
• 5
to
8
stakeholders
add
anchors
that
keep
the
boat
back.
• A^erwards
they
talk
about
the
problems,
issues
and
risks,
and
also
start
exploring
what
it
would
take
to
remove
anchors.

26. Spider Web
• Individually
or
teams
of
5
to
8
people.
• Place
something
in
the
center
–
you
or
a
stakeholder
or
customer
of
your
so^ware.
• IdenOfy
stakeholders
that
are
directly
connected
to
the
center.
• Draw
stronger
or
thinner
lines
to
show
the
strength
of
the
relaOonship.
• Connect
them
together
–
move
out
to
the
edge
of
the
web.
• Provides
insights
about
stakeholders,
users
and
customer
networks.
Goal: Explore Relationships

27. h5p://www.flickr.com/photos/innovgames/8000409711/in/photostream/

28. Product Box
• Individually
or
teams
of
2-­‐5
people
• Look
at
a
breakfast
serial
box
or
so^ware
box
• IdenOfy
the
“product”
to
develop
• Provide
lots
of
colorful
staOonary
• Let
creaOvity
reign
• Teams
or
individuals
present
their
product
boxes
and
talks
about
the
“features”
• Collect
the
boxes
to
develop
a
backlog
of
great
features.
Goal: Design Product Features

31. Hot Tub
• Teams
of
5
to
8
people.
• Observers
and
parOcipants.
• IdenOfy
weird
and
outrageous
features
as
part
of
your
so^ware
i.e.
“USB
knife
sharpener”.
• Present
the
ideas
to
the
parOcipants.
• Let
them
discuss
the
feature.
• Observe
their
reacOons
and
where
the
discussion
is
leading.
Goal: Outrageously Innovative

32. Buy a Feature
• A
list
of
12-­‐20
items
(features
or
projects)
are
described
in
terms
of
benefits
and
cost
• 5
to
8
invited
stakeholders
given
limited
“budget”,
must
reach
consensus
on
projects
to
“buy”
• Captures
very
rich
informaOon
about
customer
moOvaOons,
trade-­‐offs,
objecOons,
actual
collecOve
needs
In-­‐person
• Provides
rich
opportunity
for
“new”
ideas
Online
• Captures
data
for
sophisOcated
analysis
of
preferences
Goal: Prioritize Features

33. Start your day
Remember the future
• Teams
of
5
to
8
people.
• Use
a
future
point
with
Ome,
weeks,
months
scale.
• Present
a
real
life
scenario
experience
somewhere
in
the
future
i.e.
using
your
soluOon
on
a
daily,
weekly,
monthly
basis.
• ParOcipants
idenOfy
experiences
that
unfolds
on
the
Omeline.
• Items
can
be
linked
together
to
show
relaOonships.
• MulOple
tracks
can
be
added
by
mulOple
teams
and
connected
together.
Goal: Develop use case roadmaps

35. My Worst Nightmare
• Pens
and
paper
• IdenOfy
an
exisOng
or
future
soluOon
or
parOcular
feature
• Ask
people
to
draw
their
worst
nightmares.
• People
present
their
drawings
to
the
group
• Observe
and
discuss
any
posiOve
and
negaOve
a5ributes
from
a
worst
nightmare
event.
• Discuss
what
sweet
dreams
look
like
a^erwards.
• Lets
people
vent
some
of
their
frustraOon.
Goal: Identify what can go wrong

37. Lets
Play
!

38. Speedboat:
What
is
holding
us
back
from
becoming
an
Agile
organisaOon
with
high
performance
that
delight
their
customers
?
“Iden5fy
shallow
and
deep
anchors,
Iceberg
that
may
sink
the
ship
if
we
don’t
steer
around
them,
and
the
favorable
winds
that
we
need
to
push
us
forward”

39. • Stakeholders
want
an
exact
outcome
for
fixed
cost
• Distributed
Teams
• The
importance
placed
on
old
culture
• Entrenched
management
style
• Lack
of
skills
and
experience
• No
senior
leadership
buy-­‐in
• No
commitment
to
agile
change
• Management
micro
managing
delivery
teams
• People
don’t
want
to
change
• Mistaken
belief
that
we
are
already
an
Agile
organisa5on
• Fear
of
failure
masked
by
too
much
up-­‐front
thinking
and
design
• Closed
Minds
• Unwilling
execu5ves
resistant
to
change
• Tradi5onal
thinking
mindset
• Teams
not
on
same
mindset
• Lack
of
collabora5on
• Conflict
with
other
teams
that
work
waterfall
non-­‐agile
• Cannot
Influence
or
invoke
collabora5on
in
a
matrix
structure
• Lead
tech
doesn’t
believe
in
it
• Cosy
deal
with
big
consul5ng
organisa5on
• We
have
always
done
it
this
way

40. • Major
Agile
Team
or
Project
Failure
• Arrogance
that
“of
course
we’re
doing
Agile
right”
• Lack
of
Senior
Management
Involvement
• Agile
Team
Building
Ac5vi5es
• Collabora5on
• Unclear
Scope
• “One
Size
fits
All“
Approach
• People
losing
their
power
• Digression
to
Old
Behaviours
• Lack
of
educa5on
of
Agile
prac5ces
• Conflic5ng
priori5es
across
business
units
• Distributed
Team
not
co-­‐located
• Size
of
customer
engagement
• Lack
of
customer
buy-­‐in
to
Agile
• Too
busy
to
“re-­‐think”/improve
prac5ces
• Management
processes
entrenched
and
resistant
to
change
• Varied
levels
of
understanding
Agile
“managing
percep5ons”
• Blame
culture
• Scale
of
Projects

41. • Empowering
development
teams
• Whole
of
business
engagement
• Higher
collabora5on
in
and
between
teams
• Con5nuous
improvement
and
feedback
• Enthusias5c
management
• Include
everyone
needed
early
on
in
itera5on

42. anton.rossouw@tabar.com.au