Organisations must celebrate failure to achieve success

2015 Balanced Teams: Product Management, Engineering, UX Design

The Leader's Guide Workshop - Pivotal Labs Tokyo

Jeana Alayaay

2015 Lean Startup Conference - Leader's Guide Project Planner

The document discusses change management and transformation. It provides an overview of the Innovation Vortex model and how it can be applied to change management. It discusses different models for leadership in change, including the differences between change leadership and change management. It then walks through each step of the Innovation Vortex model - from empathizing and defining problems to ideating solutions, building prototypes, testing ideas, and learning from the process. Key aspects of evaluating and improving change initiatives are also summarized.

High Output Tech Management

Tu Pham

This document discusses ways for managers to improve organizational output. It defines manager output as the output of the units they supervise, including revenue, employee happiness, and customer satisfaction. It explains the difficulties of transitioning from individual contributor to manager due to differences in focus and work. Some key ways discussed to improve output include focusing on measurable indicators, using processes, making decisions efficiently, providing training, motivating employees, and setting clear expectations. The overall message is that investing in people through coaching and development is vital for managers to increase organizational performance.

Harness stress for your organisation's success

Jane Evans

174 starting a new product management role at ludicrous speed (chugh and ei...

ProductCamp Boston

This document provides advice for taking on a new product management role. It discusses common situations a new PM may face like turnaround, sustaining success, or high growth. It recommends being ready before starting by understanding the product and situation, setting goals in the first two months like building relationships and quick wins, and then going forward by achieving a big first win and making major changes. The document also covers resolving complications like unclear expectations, unraveling complex problems, or spreading resources too thin. The overall message is to come prepared, establish credibility early on, and guide the product and team to success over time.

Gosei - to next level

Gosei Oy

The document discusses challenges that companies face as they grow, such as slower growth, losing focus, and increasing complexity. It introduces the Go&See method as a way to systematically experiment and innovate to overcome organizational habits and take the company to the next level. The key aspects of Go&See are making assumptions explicit through experimentation, validating the results, and using what is learned to continuously improve. Go&See gives employees a safe way to challenge current thinking and connect improvements to their daily work.

2015 Introduction to Lean Startup

Accepting the Truth at Work: 3 Practical Tools

Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is true—so that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working? (UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)

The Innovation Recipe: Six steps to turn your ideas into results

Jenny Vandyke

Build an Innovation Funnel. Adaptive portfolio management

Intro to Balanced Teams

Jeana Alayaay

This document discusses balanced teams and their importance for delivering value to users. It outlines the roles of designers, developers, and product managers in a balanced team. Each role has obligations to understand customers, envision solutions, make decisions, and facilitate balance within the team. Balanced teams value multi-disciplinary collaboration and iterative delivery focused on customer value. The document advocates for empathy, trust, mutual respect between roles, and acting as one product team to achieve business value.

Going from Good to Great with Concept Testing

Atlassian

Running experiments in your product will tell you what your customers are doing, but they don't often tell you why they're doing it. So even after experimenting, you can be left wondering: which option would be better to ship? One way that Atlassian has tackled this is by taking the "concept testing" technique to a whole new level. Get a first-hand look into how we run concept tests to extract the right insights – before a single line of code has been written. You'll learn how they can work side-by-side with quantitative experimentation to help you get smarter metrics, and have greater confidence in knowing how to take your product from good to great.

Kaizen presentation to management meeting

Ian Timm

The document discusses the Kaizen philosophy of continuous improvement. Kaizen focuses on making small, incremental changes over time to optimize processes and quality. It is a collaborative approach that involves all stakeholders. The 10 step Kaizen process identifies problems, plans and implements solutions, then measures results to identify areas for further improvement. The goal is to empower teams to continuously enhance their work through data-driven experiments and adjustments.

Running Lean Startup Experiments

Zach Nies

Rally believes empowered employees are essential to solving problems. They help customers empower employees and increase business value through world-class software, coaching and community services. The document discusses the importance of building empathy through conversation, framing problems, running meaningful experiments, and applying lean startup disciplines to startups. It provides advice such as getting out of the building, meaning emerges through interaction, applying new disciplines, being disciplined explorers, and doing what you love.

product development checklist manifesto

Jordan Berman

The document discusses how checklists can be used to improve product development processes. It provides examples of effective checklists from hospitals and Apple. Checklists increase "eptitude" by ensuring knowledge is consistently applied, diminish complexity, impose discipline, focus attention, aid judgment, and encourage efficiency and conversation. Product development checklists could focus on features, testing, and deployment. Teams should get buy-in, create checklists iteratively, and use data to identify areas to target.

Team Playbook – Practices to increase the performance of your team

Deiser

This document outlines techniques and activities for improving team effectiveness contained in the Team Playbook. It includes workshops for assessing team health, building connections between customers and teams, and improving work techniques. Specific plays and examples provided include aligning teams around shared values, demonstrating trust through a pre-mortem activity, and a 24-hour innovation project called ShipIt. The goal is to provide teams with the right tools, practices, and people to unleash their potential through great teamwork.

Product Management. Portfolios; legacy systems; organizational structures

Product Management. Experience, motivation, iterations & increments

Transforming legacy into success

Andreas - Creten

Whether you’re a manager, product manager, designer or engineer, at some point during the product lifecycle you will have to deal with legacy. During this talk, I will explain how to tackle product legacy by understanding what it is, evaluating the gravity of it, defining and applying the right techniques and most importantly what you should learn from it. All of this without having to start coding from scratch and without impacting your existing users.

2011 10 12 eric ries lean startup web 2.0 expo ny keynote

The document discusses principles of the Lean Startup methodology. It emphasizes validating ideas with customers through minimum viable products and rapid experimentation (build-measure-learn loop), using metrics to determine when to pivot an idea that is not working or persevere with one that shows promise. The goal is to minimize the time and money spent on ideas that are not viable so entrepreneurs can focus on their most promising opportunities.

2011 03 11 eric ries - the lean startup sxsw

The document discusses Lean Startup principles including building minimum viable products and using validated learning through continuous deployment, A/B testing, and metrics. It emphasizes releasing early and often to get fast customer feedback, pivoting if needed, and minimizing the time between learning cycles. The goal is to maximize learning while minimizing costs through iterative experimentation.

What's hot

Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...

Lean Startup Co.

Estimate and Measure. Minimize work, maximize value. Part 2

Transformation. Continuous transformation, systems thinking

High Output Tech Management

Tu Pham

Harness stress for your organisation's success

Jane Evans

174 starting a new product management role at ludicrous speed (chugh and ei...

ProductCamp Boston

Gosei - to next level

Gosei Oy

2015 Introduction to Lean Startup

Accepting the Truth at Work: 3 Practical Tools

The Innovation Recipe: Six steps to turn your ideas into results

Jenny Vandyke

Build an Innovation Funnel. Adaptive portfolio management

Intro to Balanced Teams

Jeana Alayaay

Going from Good to Great with Concept Testing

Atlassian

Kaizen presentation to management meeting

Ian Timm

Running Lean Startup Experiments

Zach Nies

product development checklist manifesto

Jordan Berman

Team Playbook – Practices to increase the performance of your team

Deiser

Product Management. Portfolios; legacy systems; organizational structures

Product Management. Experience, motivation, iterations & increments

Transforming legacy into success

Andreas - Creten

What's hot (20)

Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...

Estimate and Measure. Minimize work, maximize value. Part 2

Transformation. Continuous transformation, systems thinking

High Output Tech Management

Harness stress for your organisation's success

174 starting a new product management role at ludicrous speed (chugh and ei...

Gosei - to next level

2015 Introduction to Lean Startup

Accepting the Truth at Work: 3 Practical Tools

The Innovation Recipe: Six steps to turn your ideas into results

Build an Innovation Funnel. Adaptive portfolio management

Intro to Balanced Teams

Going from Good to Great with Concept Testing

Kaizen presentation to management meeting

Running Lean Startup Experiments

product development checklist manifesto

Team Playbook – Practices to increase the performance of your team

Product Management. Portfolios; legacy systems; organizational structures

Product Management. Experience, motivation, iterations & increments

Transforming legacy into success

Similar to Organisations must celebrate failure to achieve success

2011 10 12 eric ries lean startup web 2.0 expo ny keynote

2011 03 11 eric ries - the lean startup sxsw

Eric Ries StartupDay 2011 Speech

Startup Weekend

The document discusses the Lean Startup methodology. It introduces key Lean Startup principles like entrepreneurs are everywhere, entrepreneurship is management, validated learning, build-measure-learn, and innovation accounting. It emphasizes the importance of the minimum viable product to test ideas quickly and learn through customer feedback, continuous deployment to learn from customers rapidly, and using metrics like split testing to validate hypotheses. The overall goal is to minimize the time and resources spent on products that do not meet customer needs.

Eric Ries - The lean startup

momentummi

The document discusses the principles of the Lean Startup methodology. It defines a startup as an experiment to deliver a new product or service under conditions of uncertainty. Rather than following a traditional product development process, the Lean Startup approach advocates for building a minimum viable product and using continuous deployment and A/B testing to rapidly validate hypotheses and learn from customers. Key principles include minimizing the time to validate learning through the build-measure-learn loop and using metrics that are actionable, accessible and auditable.

Eric Ries - The Lean Startup - Google Tech Talk

This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.

eric ries - the lean startup dogpatch LUXr nyc

Eric Ries - The Lean Startup - RailsConf 2011

Fex 151028 - the taste of innovation - de waardefabriek presentatie

Flevum

The document provides an agenda and information for an event hosted by DeWaardeFabriek titled "The Taste of Innovation". The agenda includes an introduction to DeWaardeFabriek's concept of a "ValueFactory" and a master program for building a 10x ValueFactory in 90 days. Presenters Erik van Wijk and Bart Jansink will discuss elements that make a ValueFactory successful. Attendees will leave with practical insights to apply directly. The event aims to give participants a taste of the elements in DeWaardeFabriek's program to build high-value organizations.

2010 10 15 the lean startup at tech_hub london

The document discusses the key principles of the Lean Startup methodology for building startups under conditions of extreme uncertainty. It advocates for an approach of continuous experimentation through building minimum viable products, obtaining rapid customer feedback through metrics like split testing, and using this validated learning to iteratively pivot or evolve the product or business model. The goal is to minimize the time required to progress through the build-measure-learn feedback loop in order to increase the chances of success before running out of resources.

2010 10 28 the lean startup at ucsd