During the last years, Markus main focus has been on transitions towards Lean and Kanban product management and development practices across his portfolio. With Arne Roock, he co-authored ‘Replenishment’, a free eBook on Kanban. Markus is one of thought leaders of the Kanban Movement and is speaking at the upcoming Lean Kanban Central Europe Conference (It is in Hamburg, Germany, Nov 4-5, 2013) about Boundaries of Kanban – Disruptive Innovation.
15 Ways to Improve Your Website's Conversion RateWSI WebAnalys
Poorly constructed and managed websites are a problem because they can derail your whole digital marketing strategy. All of your digital marketing efforts are geared toward getting customers to do something and the majority of the time, that something takes
place on your website.
For example, you might be running an excellent social marketing campaign that drives people to your website in hopes that they’ll subscribe to your newsletter. But when they arrive at your website and can’t easily find the subscription for (or it’s broken) then your website has ruined your great social media work. Your website needs to be a well-oiled machine that can handle and support the full weight of your overall marketing strategy by effectively becoming the central hub of your digital presence.
So, what can you do about it? The fact is that a given website’s conversion problems can stem from many different areas: it could be a development issue, a
design aw, poor writing or some combination of all three. To cover all the bases, we’re going to outline the full process of brainstorming and building a conversion oriented website from scratch. Some of the tips will be process related (intended for businesses that don’t have a website or just want to start over) and others will
be actionable tips (for businesses who are looking to improve their existing website).
Here are 15 ways you can increase your website’s conversion rate, beginning with some suggestions on how to attack the process of having your website website designed and developed from scratch:
These days, everybody and their uncle has a website (which is a good thing, since it took forever for some businesses to come around on the whole digital thing).
But the problems with websites are far from over;just because everybody has one, doesn't mean they have a good one. Like the poor content pandemic, bad websites have taken the Internet by storm.
In this eBook we'll let you in on 15 key ways to improve your site, which in turn, will deliver improved conversion. I'd love to get your feedback or for my fellow developers, any other items you think should be added to this list.
or visit: http://www.thinkwsi.com/contact-us
Many of us learned design thinking in a contained environment, likely by attending a workshop or a sponsored session by a design organization like IBM Design or AIGA. As a matter of learning, that's great. But it can lead you to believe that design thinking only happens in a workshop. However, I'd like to propose a different approach, one that I call "grassroots design thinking", the basis of which suggests that the workshop is not the most atomic element of design thinking effectiveness. When you do design thinking at a more granular, grassroots level you, in fact, have a powerful tool to win over naysayers and critics.
15 Ways to Improve Your Website's Conversion RateWSI WebAnalys
Poorly constructed and managed websites are a problem because they can derail your whole digital marketing strategy. All of your digital marketing efforts are geared toward getting customers to do something and the majority of the time, that something takes
place on your website.
For example, you might be running an excellent social marketing campaign that drives people to your website in hopes that they’ll subscribe to your newsletter. But when they arrive at your website and can’t easily find the subscription for (or it’s broken) then your website has ruined your great social media work. Your website needs to be a well-oiled machine that can handle and support the full weight of your overall marketing strategy by effectively becoming the central hub of your digital presence.
So, what can you do about it? The fact is that a given website’s conversion problems can stem from many different areas: it could be a development issue, a
design aw, poor writing or some combination of all three. To cover all the bases, we’re going to outline the full process of brainstorming and building a conversion oriented website from scratch. Some of the tips will be process related (intended for businesses that don’t have a website or just want to start over) and others will
be actionable tips (for businesses who are looking to improve their existing website).
Here are 15 ways you can increase your website’s conversion rate, beginning with some suggestions on how to attack the process of having your website website designed and developed from scratch:
These days, everybody and their uncle has a website (which is a good thing, since it took forever for some businesses to come around on the whole digital thing).
But the problems with websites are far from over;just because everybody has one, doesn't mean they have a good one. Like the poor content pandemic, bad websites have taken the Internet by storm.
In this eBook we'll let you in on 15 key ways to improve your site, which in turn, will deliver improved conversion. I'd love to get your feedback or for my fellow developers, any other items you think should be added to this list.
or visit: http://www.thinkwsi.com/contact-us
Many of us learned design thinking in a contained environment, likely by attending a workshop or a sponsored session by a design organization like IBM Design or AIGA. As a matter of learning, that's great. But it can lead you to believe that design thinking only happens in a workshop. However, I'd like to propose a different approach, one that I call "grassroots design thinking", the basis of which suggests that the workshop is not the most atomic element of design thinking effectiveness. When you do design thinking at a more granular, grassroots level you, in fact, have a powerful tool to win over naysayers and critics.
Design thinking is everywhere these days. There’s plenty of people telling you how to do it and how it works, but not enough people are talking about the practical application. How do I apply it? How do I actually do it? How do I get it to work at my company and with my team?
I'll give you hands-on guidance and share my personal experiences doing design thinking at IBM in Austin, TX.
Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. This is a transcription of the podcast, A Platform for Teaching Design Thinking.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
Multipying the power of your agile team with DesignPhil Barrett
The presentation covers
Why software teams need design (with a nice little case study)
How good designers help your team work better (some things good designers do)
How to navigate the change (a few ways to think about changing your team's culture and process to make design successful and value-adding)
David Anderson, author of the recent book, Kanban appeared on the Business901 podcast and added 50 minutes of Kanban discussion. David covered a lot of ground in this discussion and answered a lot of questions for me that his book raised. David is a thought leader in managing highly effective software teams. He is President of David J. Anderson & Associates, based in Seattle, Washington, a management consulting firm dedicated to improving leadership in the IT and software development sector
It is a well-known fact that Design Sprint is a very good technique – wonderful perhaps – but something incomplete (at least in its conception), that is for two reasons, 1.- it only allows you to concentrate on a single flow of a single product (what is not always optimal depending on the time and environment), and 2.- it facilitates you to fall into many inconsistencies that can end up affecting your entire UX process.
YOU CAN EXPECT TO LEARN:
* Ways to solve defects caused by focusing on a single flow of a single product
* What are the most common inconsistencies and possible ways to solve each of them
* Show a real case (my particular case) about how Sprint Design can be inserted in a UX macro process
Design thinking is everywhere these days. There’s plenty of people telling you how to do it and how it works, but not enough people are talking about the practical application. How do I apply it? How do I actually do it? How do I get it to work at my company and with my team?
I'll give you hands-on guidance and share my personal experiences doing design thinking at IBM in Austin, TX.
Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. This is a transcription of the podcast, A Platform for Teaching Design Thinking.
Getting into UX: How to take your first steps to a career in user experiencePhil Barrett
Want to work in UX but can't get a job without experience? Here are a few ideas about how to break into the UX business, make a portfolio, win at your interview and design assessment - and whether UX is the right career for you. You can start doing UX in the job you already have, then build a portfolio from that.
Multipying the power of your agile team with DesignPhil Barrett
The presentation covers
Why software teams need design (with a nice little case study)
How good designers help your team work better (some things good designers do)
How to navigate the change (a few ways to think about changing your team's culture and process to make design successful and value-adding)
David Anderson, author of the recent book, Kanban appeared on the Business901 podcast and added 50 minutes of Kanban discussion. David covered a lot of ground in this discussion and answered a lot of questions for me that his book raised. David is a thought leader in managing highly effective software teams. He is President of David J. Anderson & Associates, based in Seattle, Washington, a management consulting firm dedicated to improving leadership in the IT and software development sector
It is a well-known fact that Design Sprint is a very good technique – wonderful perhaps – but something incomplete (at least in its conception), that is for two reasons, 1.- it only allows you to concentrate on a single flow of a single product (what is not always optimal depending on the time and environment), and 2.- it facilitates you to fall into many inconsistencies that can end up affecting your entire UX process.
YOU CAN EXPECT TO LEARN:
* Ways to solve defects caused by focusing on a single flow of a single product
* What are the most common inconsistencies and possible ways to solve each of them
* Show a real case (my particular case) about how Sprint Design can be inserted in a UX macro process
Lean Kanban Lessons from a Software Developer Business901
This is transcription of the Business901 Podcast with Chris Hefley, President of Bandit Software. Chris offered a perspective from not only a producer of a product for Kanban but as a software developer himself. A fresh perspective of not only Kanban but Lean in Software Development, this is not a consultant or an author of a how to book but someone that is in the trenches living it day and day out.
Lean Blog Podcast #115 - Mark Graban Interviews Eric Ries on "The Lean Startup"Mark Graban
Here is a transcript of LeanBlog Podcast #115 with Eric Ries, author of the book The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses Transcript of Podcast #115, With @EricRies on #LeanStartup lean. We recorded this in March 2011 before the book was out. Auditory learners can listen to audio at www.LeanBlog.org/115 or you can download the audio and subscribe to my series via Apple iTunes.
Ron Mascitelli, president of Technology Perspectives was my guest on the Business901 podcast, Lean Design interview with Ron Mascitelli. Ron is the author of five books, his most-recent publication, Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. This is a transcription of the podcast.
Using Design Thinking for Growth is a transcription of a Business901 podcast.. It contained great thoughts on how Design Thinking may be to Business Growth the way Lean and Six Sigma has been to quality.
Industry stories on agile, scrum and kanbanBusiness901
Eric is an Agile Project Manager who has been using Kanban for software development since 2007. He has worked with Scrum, XP and other agile methods for over the past 5 years, and has been managing software projects for over 10 years. Eric has his own blog, Corporate Coder which can be found at http://EricLandes.com. He is also a frequent contributor to http://developer.com.
An Interview with Ivy: Shape Up From a Product Designer’s PerspectiveQuekelsBaro
I asked Process Street's Product Designer how Shape Up's development method works in practice. Want to know more about Shape Up? Check out what Ivy has to say.
Beyond Agile co-author Maritza van den Heuvel was my guest on the podcast, Should your Processes be cast in Stone. This is a transcription of the podcast.
Design the Conversation: An approach to help you stay focused on the customer Sara Walsh
This workshop shared a tactic you can use to design and plan content for customer experiences. It's an activity we use at Capital One to help us make sure our content is clear, human, and relevant across our experiences -- and it helps get key work partners from all disciplines aligned too.
So what will you see in a Gemba Walk? Bob Petruska of Sustain Lean Consulting was my guest Business901 podcast, We want People to Go See for Themselves. This is a transcription of the podcast.
Your open source project competes with millions of others for users, contributors, and perhaps financial support. To stand out from the crowd, you need marketing. If that term makes you shudder (or if you simply think you don’t know how), don’t worry. Deirdré Straughan takes you through what you need to know about open source marketing.
Deirdré details what marketing is (and isn’t), explains why and how you need to do it, and provides practical examples and case studies. Join in to get an overview of marketing tools, and when each is useful, and a guide to the time and resources you’ll need. Along the way, Deirdré explains the importance of overall customer experience (a.k.a. community) and what that implies for your project. You’ll come away knowing why marketing matters, even when you’re not trying to sell something—along with some helpful tips and shortcuts.
What you'll learn
Discover what marketing (really) is and why your open source project needs it
Understand marketing strategies and related activities that can help a project and community grow and thrive
Learn useful tips and shortcuts for developing content and other marketing materials
Get a primer on the importance of a healthy community in attracting users and contributors to a project
Deirdré Straughan
Amazon Web Services
Deirdré Straughan is the open source content lead at Amazon Web Services, where she helps technologies grow and thrive through marketing and community. Her product experience spans consumer apps and devices, cloud services and technologies, operating systems and kernel features. Her toolkit includes words, websites, blogs, communities, events, video, social, marketing, and more. She has written and edited technical books and blog posts, filmed and produced videos, and organized meetups, conferences, and conference talks. You can learn more about her at Beginningwithi.com.
This 1-hour workshop marries the best practices from product strategy with those of fast and efficient technology teamwork and delivery. You’ll learn how to get your product organization working as a single cohesive, well-oiled machine to deliver the right product to market as quickly as possible. We will cover how to use both qualitative and quantitative measures to ensure that your product is solving the right problem; how to optimize and streamline the way your team designs, builds, and deploys software to your customers; and, how to beat the competition in strategy and execution.
Russ Unger’s new book Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) was discussed in the recent Business901 Podcast, Voices Matter: Are you helping the situation?. This is a transcription of the podcast.
Often times we hear it spoken about how UX can change business within a company, or an explanation of what UX is, or how the culture can become transformed by understanding the language of business and how to marry it with UX. The foundation of understanding this is important, but what does the journey look like in getting there?
In this talk different processes will be shown in how to accomplish all of the above. Most importantly, a process of being adaptive and empathetic. Whether it’s in a corporate environment, a small business, or a start-up company, anyone can benefit from these different kinds of design processes, strategies, thoughts, and realistic points of view.
How do you validate that your startup is solving a real problem for real customers? How to build a tight, cross-functional, disciplined team to develop and ship your MVP as quickly as possible? How do you deal with competitors, and turn competition into an advantage. This version was delivered at Product School on September 15, 2016.
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
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.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[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
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Kseniya Leshchenko: Shared development support service model as the way to ma...
Markus Andrezak on Kanban
1. Business901
Podcast Transcription
Implementing Lean Marketing Systems
Markus Andrezak on Kanban
Related Podcast:
Kanban Thinking with Andrezak
Sponsored by
Kanban Thinking with Andrezak
Copyright Business901
2. Business901
Podcast Transcription
Implementing Lean Marketing Systems
Transcription of Podcast
Joseph Dager: Welcome everyone; this is Joe Dager the host of
the Business901 Podcast. With me today is Markus Andrezak who
is the founder and general manager of Ueber Products. He has
been active in different contexts as a Product and Development
Manager for high traffic and high revenue web sites. During the
last years his main focus has been transitions towards Lean and
Kanban product management and development practices across
his portfolio. He co-authored 'Replenishment', an eBook on
Kanban and will be speaking at the upcoming Lean Kanban
Central European Conference in Hamburg November 4 and 5th.
Markus, I would like to welcome you and can you clean up my
introduction, make sure I pronounced everything correctly and
give me a short elevator pitch about yourself.
Markus Andrezak: Okay thanks Joe. Actually there’s not much
to clean up but first of all really thanks for the introduction and
the invitation to this really great forum that you’re giving. So the
elevator pitch, what is it. As you said, I’ve been around the
internet and online products since the late 90s. In that time, I’ve
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seen things work and seen things not work that well. I had two
observations - first of all doing things right, which you can learn
and the other thing is doing the right things where I think I saw
really the whole customer centricity thing as the key to it.
Nowadays we have really great tools and we have solutions on
how to learn that as well, not by recipe but by principle. Actually,
we have been focusing in the last years on mixing up Lean with
Design Thinking or Design Studio to have a combination of doing
the right things in the right way. I learned this the hard way in
the last years. This is what I specialized with a partner of mine
and we founded the company this spring and here we are fresh,
and we’re happy to have one of the first bigger talks we’ve had in
the Lean Kanban Central Europe in Hamburg in November, as you
said.
Joe: At the upcoming conference you are going to discuss the
“Boundaries of Kanban”, which is really a surprising topic because
most people always want to expand the boundaries of everything
they talk about. So what are you talking about, what are the
boundaries?
Markus:
Well
actually
I'm
just
going
for
the
fame,
no
provocation, no but really this event was a small struggle with my
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team that was working on the redesign of a website. What
happened was that the team was working perfectly well in
Kanban but they always had a conflict with the designers coming
up with the new design for the new website. What I saw was a
tremendous conflict between the production oriented mode of the
development team, we want to make better Lean time, we want
to gain efficiency, and all that with conflicting targets that the
designers
had
that needed
some
depth.
They needed
to
understand all the constraints of the website, all the constraints
of the users, and they never knew if the next phase they're going
in is diverging or converging so what I saw was a conflict of the
completely non-linear process with the designers conflicting with
the developers which are going for a very linear approach. Why
I'm telling you this is because this has really led to scenes
basically where people were really arguing in front of the Kanban
board and this really made it very transparent to me that the
whole problem that we have at least two worlds we have to
combine in what we're doing as companies and systems.
Joe: And what are those two worlds?
Markus: How designers grow up is really digging into the
problems and finding out what the real problems are, and they’re
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working in a highly multi-dimensional space of things, as an exdeveloper don’t understand fully all of the time. If you look at the
work it's really coming up with lots of small, very small
prototypes all of the time going into very, very different areas but
what they’re trying to find first is not the solution, but trying to
find the right problem to solve. Whereas the development world
is always trying to find the right solution for the problem that is
already found, so this is kind of a bi-section in the worlds.
Joe: So can I just make to swim lanes, does it work that way?
Markus: Oh no, because then you would be in parallel rather
than sequential. There will be a time when the results of the
design team will have to go to the developers and then you
change face because then the design team has to be part of the
development team. Again for the small changes, you could say
micro-interactions in the UI or UX stuff. Really I think two parts of
the world that we’re facing, which are not reflected in Kanban.
For example let's have two swim lanes as I said the work of the
designers is really non-linear. What you see on a Kanban board is
really a completely linear process. You always know what the
next step will be but in design work you never know will I go back
to an empathy phase, will I go back to interviewing people, will I
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go forward to ideation because I have my person already set up.
So you never know if I go backwards or forwards in design work,
so that's really annoying to developers in a way. So swim lanes
don't help!
Joe: I've struggled when I’ve applied Kanban to sales and
marketing because it is similar thinking, it is very non-linear. The
way I view it is that it's not this linear progression as much as it’s
kind of like an iterative circle within a certain column. That group
could be always there until they come out somewhere. They could
either go backwards or forward. Is that similar type thinking to
what you have done or do you have a better way?
Markus: I think it's very interesting what you said because I had
this discussion last week with the great guys of TLC lab in New
York, Jabe and Simon Marcus. They came up with a similar idea
because they tried to use Kanban in the way that you described
it. What I said to them is that you can put that work on the
Kanban board and put a container around it and just ignore that
it’s on the Kanban board. What will still happen is that people will
look at the container that’s protecting this design work from the
production constraints so to speak and somehow feel like it has
been a stranger on the board. Now you could have a very great
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company culture and everybody will tolerate that stuff on the
Kanban board. On the other hand, if it's on the Kanban board the
Kanban system should be helpful of this work otherwise you
would not put it on the Kanban board. Again this process is
completely non-linear. My question would be of what help word
Kanban be for the designers and I think of no help. If you look at
what's going on in the gaming industry, how they’re coming up
with new ideas for the games is in very small prototyping teams
which are not working in any method. Maybe Design Thinking or
maybe
Design
Studios,
but
they’re
not
working
on
any
development-like or production-like methodologies. Rather what
they do is something which Toyota might call set base design, so
highly parallel work in very small teams to come up with lots of
new ideas for a similar problem. I think this is good, but you can't
organize it on a Kanban, at least not that it would help so you
could do Kanban but I think it would be of no help for anybody.
Joe: I look at it as the Kanban is such a visual tool. It also is a
way to limit work and process that you can actually see the
amount of work and be able to govern the fact that it is loading
up. You identify the bottleneck and I either have to create more
resources for it or I have to create ways to exit the work in
process in some manner. I know that may sound silly, but it’s
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where I’ve struggled with a Kanban board. You can use it in sales
and marketing, if we have all our events laid out but when we
view the actual sales process, it’s not about pushing people
through but managing that portion or segment of it and having
an exit, forward or back strategy to it.
Markus: What you say, I think, you’re actually making a very
good point there and I think that what you’re doing is exercising
real, true Lean thinking. You apply Lean thinking to the more
creative and more non-linear types of work, but this is actually
what Kanban is actually not doing. Kanban has very strict
practices and rules; what should be on a Kanban board and what
should not so I say what you’re saying is that we should do
design in a very Lean way, but I think Kanban applied to design
would not be Lean. I’m actually with you that you could visualize
that work in a way without putting any constraints by the
methodology on it, and that would work perfectly well. This is
what teams are actually doing, they kind of visualize the work
and think about when should we use set base design and where
shouldn't we do it. That’s a great way to do it but in the
traditional Kanban community it wouldn't be called Kanban, so I
think that is some kind of the crazy methodology war going on.
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Joe: One of the problems that I have is that I think of Kanban as
being part of Agile and isn’t Agile, Lean all iterative and is Kanban
the exception?
Markus: I think Kanban is posing itself as a very strict thing in a
way, and they’re actually fighting against being called Agile. They
don’t speak too much or think too much about Agile and think
Agile is burnt in a way, so I think if you make yourself free from
all these connotations of Kanban, the very strict ones, you could
call what you’re doing Kanban. On the other hand, what I did
before, I was one of the guys coming up with portfolio Kanban so
what we did was actually having all the portfolio we had in the
company on one huge portfolio Kanban board where actually each
project and product was a card on the Kanban board. It worked in
a way that we had a real great overview of what’s going on in the
company. We reduced cycle time and we increased optional
thinking by the product guys but also what happened because of
this optionality that happened is that all the projects got smaller
and smaller and smaller, which is a good thing for the traditional
work that you're doing, for the product maintenance work for
example. If you’re going for real deep innovation, coming up with
new problems to solve, coming up with deep knowledge on the
customer again you don’t go for the small solutions, this is also
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Agile breaking - you can’t come up, for example, with the IPhone
in small iterations; you have to have a big bang for the disruptive
stuff for example. This is where I think we need to accept the
purpose of depth of thinking and depth of empathy to actually get
into the position of being able to disrupt anything. So it’s not
analytical small maintenance stuff because as you know the small
maintenance stuff, feature by feature innovation, can be copied
very well, and this is where you lose disruption.
Joe: So when you’re talking about Kanban here are you saying in
the disruptive world of innovation we should steer away from it,
we should go to other types of management?
Markus: Yes, I think so, if you look at all the innovation work
that has been done, the literature, for example, look into the very
simple models of Roger L. Martin, where he comes up with the
knowledge funnel or if you look at what Clayton Christensen is
saying with The Innovator’s Dilemma. That’s all coming because
companies in the beginning are very open and empathetic for the
market and at a certain time they close up and get some inward
focus. I think the right word is operational excellence. They focus
on operational excellence and then the absurd thing is that most
companies are then getting and going for Agile because they are
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looking for the improvements in the efficiency rather than in
effectiveness. They lose contact with the client and the customer
because they’re so inward facing. In this phase, they’re losing
their innovation capabilities, and this is normally where we come
in as a company and tell them you got to open up again. It’s
great that you’re running your operational excellence initiatives,
and they need to be there, and they’re totally valid, and you need
them but you need the other phase of your company as well,
which is opening up again to the outside and is thinking about the
needs of the client in 3 to 5 years’ time rather than today and
rather than in small batches you need to have some big bets out
there to be competitive again.
Joe: I always looked at Kanban as being driven from the bottom
to the top and through direct use and then it grows. But you’ve
operated it on a portfolio basis can it be driven from the top
down?
Markus: Actually we didn’t drive it from the top down; it was the
development that happened. The real story is that it was in David
Anderson’s first Kanban training in Europe. The Monday after that
I went to the company to a small team with three guys, and it
was even divided between Germany and the Ukraine, I said we
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need to do that stuff, I see so many potential in it. We just went
ahead, and we gained a cycle time decrease from 58 to 21 days
in the first two months or something, so the numbers had been
incredible in the first weeks and months of applying it to that.
Then this famous viral effect started where other teams came
along and said you know you must be doing something really well
with that Kanban stuff, could you show it to us so actually the
whole technology department then went for Kanban after a time
without anybody being forced into it. It was just me talking more
or less and the other teams then talking so it was just a very viral
process. I had other problems as well like how could I coordinate
all the stuff coming in from all the stakeholders and make clear to
them that we only have so much capacity for work. How could I
get this discussion going? This is when I was talking about the
portfolio view and asking if it can be driven top down. I think
actually if it’s not driven top down and not accepted from the
bottom, you will be lost. What I’m seeing today in companies is
that you have very motivated middle management trying to
adopt Kanban and Agile methodologies but top management
often doesn’t get it and they actually have real problems with all
the
transparency
going
on
with
either
Kanban
or
Agile
methodologies. This is a real show-stopper then, so I think you at
least need acceptance from the top.
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Joe: You started out in the Agile, went through Scrum and now
Kanban, I mean you’ve made the whole progression
Markus: Yes
Joe: Is Kanban just the flavor of the month or the year or is it
something that you have really seen develop as a better way of
doing something. I know that’s a loaded question because you’re
a Kanban guy - but what really grabbed you about it?
Markus: Actually what grabbed me about it, well first of all today
if I’m talking about development, I can’t think any different than
in Kanban. This is really a kind of development thinking dialect
that I’m capable of and that I can’t get rid of anymore. I think
Kanban is here to stay for a long, long time and what we will see
is Kanban loaded up with lots of I think cultural enhancements
more or less. I think we’re just trying or starting to understand
why Kanban is working. If you look at a very simple system like
Scrum compared to it, you have very rigid roles and ceremonies
in it, which are really sometimes rather enhancing and deepening
the conflicts you have in a company rather than really helping so
the whole concept of “start where you are”, which is ingrained in
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Kanban, is I think a huge opportunity of Kanban. I think if you
leave out all the marketing and all the politics in all these flavors,
I think Kanban is the most abstract and thus most open of all the
methodologies of all these things.
Joe: You’ve mentioned a couple of times customer centricity and
customer centered in this conversation, does Kanban help in this
area?
Markus: That’s actually interesting, I think that Kanban or Scrum
or whatever is completely orthogonal to these issues. I think you
can do Kanban or Scrum or XP in the right way and you can do all
of these things completely the wrong way. I think it’s with most
methodologies, it would be up to all standards, up to all quality, it
went through the right process but it just makes no sense and
delivers no value so no methodology can guarantee you that
you’re doing the right thing. This is the other side of the matter
that I want to try to get better in trying to find out what are the
right things to build with these great methodologies; so again, I
think we need both sides.
Joe: Well you are a new company, you’re doing Design, some
techniques in Design Studio and Design Thinking and what you
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call radical customer focus. Can you move away from Kanban and
explain those to me and what you mean by radical customer
focus?
Markus: I had some real breakthrough moments in my life and
the last one has been when I jumped into a company which has
been doing basically the same thing for 5 or 7 years so I came in
as the product boss there and what they expected me to have
was the right idea and I said you know you’re company is on a
flat line since 5 or 7 years and 15 to 20 people have been
working on the right ideas for years so who do you think I am
that I could have such a genius insight and I looked into some
data and I didn’t find any error that they made what I made
afterwards when I went drinking with some of the clients and
after the third or fourth beer they said you know I’m never going
to use your platform because this and that and that and that and
this is kind of what nobody else has been doing before in this
company, actually taking care of the customer and finding out
what in hell is it that prevents him from using the site. I really
deepened my understanding of how to get in contact with clients
and the techniques which are then design techniques obviously
not getting the answers from the clients but trying to get the
needs that they have and this is really what I think you need to
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do and whenever I’ve done it in my life, this is when the products
really were flying.
Joe: I think that’s so true is that we’ve moved past the stage of
what I would say is being able to define a product, this is what
someone needs to a stage where we really need to understand
and we don’t need to be the teacher anymore, we need to be the
learner.
Markus: Right, completely and this is again where I’m saying,
coming back to Kanban just for a second, we need to accept that
there are guys on this planet which need to have these deep
conversations with people which you can’t plan in a way. You
can’t say I understood the problem now, sometimes you need to
go back and back and back again forward again and back again to
have the depth of understanding of doing the right thing
afterwards. This is really quite counter-intuitive but if you look at
all the huge companies and what they’re doing it’s just the same,
for example Toyota, they have completely different process and a
very light process for coming up with the right cars, rather than
building them.
Joe: Does Lean lend itself to be able to gain that knowledge or is
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Lean just Kanban’s internal thing?
Markus: Just take a principle like “try to get rid of the waste”
you can use that in the production processes but you can’t use it
in knowledge work because upfront you don’t know where the
waste is and in hindsight analysis you don’t know either because
the next project is totally different again because you’re trying to
find a new problem, a totally different problem, so the knowledge
you had from the problem before won’t help you in the next one
except some things we know like set base design for example like
how can you increase the speed of innovation and ideation, that’s
something we know, but the rest of it is really very abstract stuff.
Joe: Now you also one of the legs of your companies is actually
building and selling prototypes, can you tell me a little about that
prototype work?
Markus: We had the idea actually when I was preparing a talk on
this matter and I wanted to come up with a punch line. The
punch line would be like “you can’t plan innovation” but I’m
actually doing it and I’m giving out a bet that I can produce a
valuable prototype for 100,000 bucks every month. So actually I
was so caught up by the irony of the idea. I thought that, with
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everything we’ve learned with design thinking, I think I could
actually do it, and this was the time when we were thinking about
founding the company. I went to Chris and said what about this
crazy idea, we just producing prototypes for 100,000 bucks a
month, we could pay like 5 or 6 people per project for a month
for each prototype so it would really scale. It would be fun and
well obviously we didn’t have the market in mind with that
because very obviously with a new company by two guys, who
would trust us to invest the first 100,000 bucks in a prototype,
quite interesting. We applied the Lean principles and the “get to
know your market principles” to and with the very idea and
thought about how we could break down the batch size of the
trust that people have to bring to our company so that we can
sell what we know in smaller batches of the company, so that
was the basically the idea in the beginning.
Joe: I think that’s interesting; I do, I like that. So what you’re
saying is to go out and prototype for someone was the essence of
your work, your work flow or how you build your workflow is gee,
let’s prototype this, prototype that and out of it hopefully create a
customer.
Markus: Yes and I think with tools of design thinking you just
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don’t build a prototype for this and that, what you would sell
would include this kind of coming up with the right problem for
the company which it has overlooked for the last years because,
this is not a real secret, the outsider always has a very reduced
and simplistic view on it, but this is revealing for most of the
companies because they are so far away from the markets
because of the tunnel they’re in their everyday work so this is the
chance we have as an outsider to see clearly again.
Joe: Tell me a little bit more about what you’re talk at the
conference is going to include and maybe who should attend your
presentation.
Markus: I think the talk will be interesting for all developers,
product managers, CEO’s and so on, everybody who really wants
to get a new understanding of how can we reach the market. I
will start with the Nokia story that I’ve been writing about some
weeks ago, actually what has happened to Nokia, they have been
the love child of everyone years ago. This famous reinvention of
themselves from the paper mill to rubber boots production to
mobile phones and all of a sudden they lost track in a way and
just one device the IPhone had to come along and disrupt them.
They’re done and sold to Microsoft for $6 Billion or whatever it
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was. It’s really a tragic story. They fell into the trap of forgetting
about the deep innovation they had been coming up with before
because they wanted to saturate the market with just one idea
more and more and more and mobile phones which from today’s
perspective all looks the same. The revolution they built in was
an MP3 player after some others did it. So they’ve really been
trapped by The Innovator's Dilemma and the Knowledge Tunnel
thing that I’ve been talking about by Roger Martin. What I will
say in the talks basically is that you need both, you need
production type things and the production type models and
methodologies. You need the very deep customer centered design
type things in your company as well. Then you will have this
divide between those both cultures in a company. I think the only
way that you can conquer that in a company is basically that you
say we make it explicit we need those guys and we need those
guys and we need to protect the design guys from the production
guys and the other way around because the production guys will
drown in the constraints of the design guys and the design guys
will drown in the environment of the production guys. It will only
work out if you make it explicit and create a culture of we need
both of them, they’re both valuable and you still need lots of
communication going on between them except the constraints.
The constraints shouldn’t travel between the teams but just the
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communications on what are we up to. I think now we can come
up with how can we make that visible without putting Kanban
constraints or other constraints on it because again in the
innovation work sometimes you need to focus in the converging
phases and sometimes you need to go into radical diverging
phases. That would more or less be the content of the talk.
Joe: What is upcoming for you outside the conference?
Markus: Outside the conference we are doing interesting stuff
here because I’ve been talking a lot about design things so we’re
working a lot with the D School, which you might know from
Stanford, but the little sister of the D School in Stanford is here
and we’re doing lots of things with them, trying to come up with
our own products basically build on our own principles so we try
to eat our own dog food there and try to come up with something
relevant and of course the main problem will be that we’re
bootstrapping
our
company
so
we
don’t
want
early,
big
investments from anybody to not lose track so we’re really
concentrated on staying small for the beginning and yea, going
for the right things, which actually in the beginning now meant
saying no to some customers already because we need that slack
right somehow to not be too much diverged from what we
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actually want to do. Apart from that, I’m working on some
articles and maybe another talk for the Lean UX Conference in
New York next year and things like that.
Joe: What’s the best way for someone to contact you and learn
more?
Markus: Oh, I think you could have a look on the website
www.ueberproduct.de and there’s a contact form and of course
we both meet on Twitter a lot so Twitter is another way to really
get a hold of me very quickly I think.
Joe: I would like to thank you very much Markus, I appreciated
it, you will be of course at the Lean Kanban Conference in
Hamburg and also at Ueber Products is UEBERproduct.de. I’m
excited to see what you come up with in the future and some of
the products and follow you along so thanks again.
Markus: Thanks Joseph, really appreciate it, thanks.
Joe: This podcast will be available in the Business901 ITunes
store and the Business 901 blog site, so thanks everyone.
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Joseph T. Dager
Business901
Phone: 260-918-0438
Skype: Biz901
Fax: 260-818-2022
Email: jtdager@business901.com
Website: http://www.business901.com
Twitter: @business901
Joe Dager is president of Business901, a firm specializing in
bringing the continuous improvement process to the sales and
marketing arena. He takes his process thinking of over thirty
years in marketing within a wide variety of industries and applies
it through Lean Marketing and Lean Service Design.
Visit the Lean Marketing Lab: Being part of this community will
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