Ian Richards from Secro presented this presentation on the role creativity has to play in Business Analysis at two recent IIBA UK events (Knutsford 18th July and Coventry 31st July)
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It has a brief introduction to DesignOps and then goes into how to measure and understand value of designOps to the team and business.
A Stalker's Guide to Innovation ConsultingGokul Alex
Introduction to the world of innovation consulting paradigm. Some simple tools and techniques to carve your own identity as an innovation consultant for the next century!
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session Three of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 28, 2020.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Creative Behaviour - David Baskerville and David AvisIIBA UK Chapter
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Design Thinking vs. Lean Startup: Friends or Foes?Tathagat Varma
My talk at #AgileIndia2017 on what are the similarities and strengths of Design Thinking and Lean Startup, and where and how we could use them more effectively.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
Measuring & Evaluating Your DesignOps PracticeDave Malouf
This premiere version of this talk was given at WAQ in Quebec City on April 10, 2019.
It has a brief introduction to DesignOps and then goes into how to measure and understand value of designOps to the team and business.
A Stalker's Guide to Innovation ConsultingGokul Alex
Introduction to the world of innovation consulting paradigm. Some simple tools and techniques to carve your own identity as an innovation consultant for the next century!
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session Three of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 28, 2020.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
Creative Behaviour - David Baskerville and David AvisIIBA UK Chapter
Presentation from David Baskerville and David Avis (Lead BAs at Barclays Bank) on creativity techniques for Business Analysts. Delivered 18th July (Knutsford) and 31st July (Coventry).
Design Thinking vs. Lean Startup: Friends or Foes?Tathagat Varma
My talk at #AgileIndia2017 on what are the similarities and strengths of Design Thinking and Lean Startup, and where and how we could use them more effectively.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
Costanoa Expert Series: What Business Leaders Should Know About Design- Order 3Costanoa Ventures
What do you measure to make sure your user experience improvements move the needle for your product and go to market strategies? How do you invest in UX wisely?
Audrey Crane from DesignMap presents the third of the four orders of design: Research and Dual-Track Agile.
1. Your way to a strategic role as a product leader While a product manager’s role should be strategic, in practice, it’s often a tactical one, with a focus on execution and delivering a set of features.
2. Reflect on your role It’s easy to feel stuck in the role of a backlog administrator instead of a product leader. How do you take on a more strategic role?
3. Spread your influence In this Masterclass, you’ll learn how to align teams by crafting a clear vision and to spread your influence and way of thinking across your organization.
4. Tools to help you Product managers and senior product leaders will gain tools to craft a compelling vision and help others internalize your vision, and use it in everyday decision-making. Senior leaders who have developed product intuition through years of hard lessons will gain communication tools to help others develop an intuition for making decisions like you would.
5. And many more strategies You’ll walk away with practical techniques to level up and elevate your role as you build successful, world-changing products.
More research, more frequently: How to sell your stakeholders on researchChris Avore
To lead a successful research practice in your organization, you need access—to customers, staff resources, and the availability to identify patterns surfaced over time. Unfortunately, many content strategists, marketers, and designers find themselves with either ad-hoc or sporadic opportunities to really practice strategic research.
This session won’t focus on methods or approaches to research, or why research is important to build better products. But people new to research or those in mature research teams can both learn new perspectives to making research an organizational priority.
How do large companies build and sustain innovation teams. Build teams around technologies and methods for success.
Big Data, Data Science, Innovation, Retail
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
Apresentação feita por Edward Chenard durante o Fórum E-Commerce Brasil 2015. Edward é Líder de Inovação da Target, com passagens pela BestBuy, GE e 3M, sempre dedicado a criar novas experiências digitais unindo bigdata e personalização.
Design thinking is a customer centric methodology to solve problems and innovate. Learn how this repeatable process can help you think outside the box.
20 Innovation Tools that can help make innovation projects more successful and enjoyable.
We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
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http://www.humancapitalgrowth.com/boost-your-hr-practices-with-design-thinking.html
Slides from Workshop conducted Oct. 2 2009
The workshop is centered around how companies can become more innovative through focusing on their core brand and using the Design thinking process - Inspiration from IDEO and Continuum.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
Costanoa Expert Series: What Business Leaders Should Know About Design- Order 3Costanoa Ventures
What do you measure to make sure your user experience improvements move the needle for your product and go to market strategies? How do you invest in UX wisely?
Audrey Crane from DesignMap presents the third of the four orders of design: Research and Dual-Track Agile.
1. Your way to a strategic role as a product leader While a product manager’s role should be strategic, in practice, it’s often a tactical one, with a focus on execution and delivering a set of features.
2. Reflect on your role It’s easy to feel stuck in the role of a backlog administrator instead of a product leader. How do you take on a more strategic role?
3. Spread your influence In this Masterclass, you’ll learn how to align teams by crafting a clear vision and to spread your influence and way of thinking across your organization.
4. Tools to help you Product managers and senior product leaders will gain tools to craft a compelling vision and help others internalize your vision, and use it in everyday decision-making. Senior leaders who have developed product intuition through years of hard lessons will gain communication tools to help others develop an intuition for making decisions like you would.
5. And many more strategies You’ll walk away with practical techniques to level up and elevate your role as you build successful, world-changing products.
More research, more frequently: How to sell your stakeholders on researchChris Avore
To lead a successful research practice in your organization, you need access—to customers, staff resources, and the availability to identify patterns surfaced over time. Unfortunately, many content strategists, marketers, and designers find themselves with either ad-hoc or sporadic opportunities to really practice strategic research.
This session won’t focus on methods or approaches to research, or why research is important to build better products. But people new to research or those in mature research teams can both learn new perspectives to making research an organizational priority.
How do large companies build and sustain innovation teams. Build teams around technologies and methods for success.
Big Data, Data Science, Innovation, Retail
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
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Design thinking is a customer centric methodology to solve problems and innovate. Learn how this repeatable process can help you think outside the box.
20 Innovation Tools that can help make innovation projects more successful and enjoyable.
We hope that this booklet can inspire you to challenge the way you innovate. Try out some of it with your teams right away, rather than wait for the perfect occasion.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
How to structure, implement and evaluate an innovation management programmeBarry Magee
How to structure, implement and evaluate an Innovation Management Programme. Lessons Leant from IBM and its Collaboration and Technology Innovation Programmes
Human Capital Growth Webinar: Boost your hr practices with design thinkingHuman Capital Growth
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http://www.humancapitalgrowth.com/boost-your-hr-practices-with-design-thinking.html
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About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
WHOA is an innovation agency based in Los Angeles that conducts market research, strategy, and design for Fortune 500 brands and startups. This deck is a copy of their capabilities.
http://www.whoa.agency
This book will provide you with new tools, skills,
and a mindset to harness opportunities born of
uncertainty in order to design a better business.
We’ve included tons of real-world examples of
people who have mastered the fundamentals of
design, as well as case studies of companies that
have created change using design as the under-
lying foundation for decision making. And, just as
design is a repeatable process, this book is meant
not only to guide you on your design journey, but
also to provide an ongoing reference to help you
scale the design beyond one project or product
to an entire company.
We put on a design thinking workshop at Pepper Hamilton with pricing people and partners from various firms in Boston. These are the slides we used to conduct the workshop.
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
Presented at FITC Toronto 2019
More info at www.fitc.ca/toronto
Carl Sziebert
Google
Overview
Innovation is defined as the process of making an idea into a good or service that creates value by meeting a need or solving a problem at scale. This talk explores ways to find inspiration from everyday sources, invest in skills that foster collaboration, and identify opportunities for impact. While leveraging the core principles of and learnings from designing products for real people, Carl will examine a number methods for building creativity and innovation into our everyday work.
Target Audience
For individual contributors looking to cultivate opportunities for impact and find the right time, space, and tools to innovate in our everyday work.
Five Things Audience Members Will Learn
A bottom-up approach to framing innovation within your daily work
Identify and validate opportunities that make an impact
Prioritize, prototype, and build understanding of the problems you are solving
Collaborate locally and globally
Seek, give, and apply feedback often
By Jeff Maggioncalda, CEO of Coursera
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Keynote given on May 30 @ DesignOps Global Conference.
In the world of design and Design Operations, leaders struggle to create insight into the success level of their design teams so that appropriate resources can be attained.
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In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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1. The Creative and
Innovative Business
Analyst
31st July, 2013
Ian Richards
Principal Business Architect
Serco Global Technology Delivery
2. CONTENTS
● Where can Business Analysts “unleash the potential of the mind”,
express their creative side and have the opportunity to innovate?
● Does the current trend towards methodologies, templates, frameworks and
reference architecture catalogues stifle creativity for Business Analysts?
● Is creativity and innovation key as a method for Business Analysts
to demonstrate value to their clients?
● Does it cease to be creative to re-use?
3. ● Creativity is the generation of ideas while
Innovation consists of transforming these
ideas into action through a selection and an
implementation
“Creativity is seeing what everyone else has seen, and thinking
what no one else has thought.” Einstein
CREATIVITY AND INNOVATION
4. ● Our brains are built for creative problem solving,
and it is easy to both uncover and enhance our
natural inventiveness.
Technology is the intersection of Science and
engineering with liberal arts & humanities: Steve Jobs
CREATIVITY AND INNOVATION
● Our highly evolved brains are always assessing
our ever-changing environment, mixing and
matching our responses to fit each situation
6. NOT SO CREATIVE PEOPLE?
Harry M. Warner,
Warner Bros Pictures, 1927
"Who the hell wants
to hear actors talk?"
Charles H. Duell, Director of
US Patent Office 1899
"Everything that can
be invented has
been invented."
7. NOT SO CREATIVE PEOPLE?
“you can’t win anything with kids” MOTD 1995
8. IS INTELLIGENCE A PREREQUISITE OF CREATIVITY?
● Ability to go wrong
● Children are creative because they are inquisitive.
● A child thinks innovatively
● Praise and encouragement
Adults seem to focus more on risk and benefit
9. CAN CREATIVITY BE LEARNED ?
● Talent
● Tools & Techniques
● Training
Many people think that creativity is a
mysterious trait like charisma — you
either have it or you don't
10. SO WHAT IS STIFLING OUR CREATIVITY ?
● Are we as adults afraid to be creative because of
senior management and colleagues?
● Do we tend to go with the tried, tested and trusted?
● The current trend is for the client to get us to take
on the risk
● The competitive environment in which we work in
isn’t somewhere that encourages us to take risks
11. IS THE TREND TOWARDS STANDARDISATION SUFFOCATING OUR CREA
In an effort to standardise our work, have we lost focus
of the importance of Creativity and Innovation?
Do I really have to use this
tool?
Do I need to produce a
document in this template?
Do I need to use this
methodology, or follow this
framework?
Do I need to work in accordance
to this governance?
Do I have to re-use from the reference
catalogue or contribute to it?
12. SO LETS LOOK AT OUR NEW WAY OF PAYING FOR GROCERIES.....
● Will it mean that anyone can
● follow a set of rules
● pick a selection of capabilities
from a reference catalogue
● assemble them into a product
● Why not?
17. DOES THE CURRENT TREND TOWARDS METHODOLOGIES, TEMPLATES
REFERENCE ARCHITECTURE STIFLE CREATIVITY FOR BAS?
18. DOES THE CURRENT TREND TOWARDS METHODOLOGIES, TEMPLATES
REFERENCE ARCHITECTURE STIFLE CREATIVITY FOR BAS?
● Scenic Route, Direct Route, Avoid
Motorways
● How many stops?
● Places of Interest?
● Clean the car?
● Get the car serviced or not?
Creativity
19. DOES THE CURRENT TREND TOWARDS METHODOLOGIES, TEMPLATES
REFERENCE ARCHITECTURE STIFLE CREATIVITY FOR BAS?
● We need to get the right balance
between creativity, uniformity and
standardisation within the culture of
your workplace?
No they shouldn’t
● There’s is a lot of opportunity left
within the boundaries to be creative if
the culture is creative.
These tools ensure that
● Everyone is engaged
● There is a standard output
● Nothing is missed
● A roadmap exists
20. SO WHAT IS OUR 4-4-2 THEN?
● What is the shape of our football team or our
orchestra?
● How do we get people buying tickets to come to
our concert?
● The reviews say that our tickets are overpriced,
the concert goes on forever and that it is hard on
the ears
● How are we going to score goals instead of
conceding own goals?
21. SO WHAT DOES THE BABOK SAY ABOUT CREATIVITY AND INNOVATION
Purpose
Business analysts must be effective in generating new ideas for approaches to problem solving and in
generating alternative solutions.
Definition
Creative thinking involves generating new ideas and concepts, as well as finding new associations
between or new applications of existing ideas and concepts. These concepts should be innovative
and appropriate to the situation. In addition to identifying and proposing alternatives, the business
analyst should be effective in promoting creative thinking in others by asking questions and
challenging assumptions.
Effectiveness Measures
Measures of successful creative thinking include:
The successful generation and productive consideration of new ideas. Application of new ideas to
resolve existing problems. Willingness of stakeholders to accept new approaches.
23. SO WHERE ARE OUR OPPORTUNITIES TO BE CREATIVE AND INNOVATIV
Business
Analysis
● Issues & Problems
● Stakeholders
● Product Design
24. CREATIVITY WITH ISSUES AND PROBLEMS
We are in the business of solving issues, and without issues
nd problems to solve, is there any need for Business
Analysis?
Don’t we have a toolbox full of ideas on how we identify
he problem and break it down into smaller problems?
Instead of seeing an issue or a problem, couldn’t we create a culture
where we see it as an opportunity to create solutions and innovate?
25. CREATIVITY WITH STAKEHOLDERS
ow we deal with the emotional interpretation by our clients
spiration, energy, enthusiasm, drive, professionalism, creativity and innovation...
e creative in ways to get the best out of everyone you work with from every
scipline in every situation
Business
Analysis
Client ------
28. CREATIVE WITH PRODUCT DESIGN
Business Analysts tend to have the
relationship with the client
Product Design
We share the stakeholder’s vision
(expectation of the end product,
screens, look and feel, and
solution)
BAs tend to deliver the solution to
the client
30. SO WHEN BUSINESS ANALYSTS BUILD ON THEIR CREATIVE POTENTIAL
INNOVATE, DOES IT CEASE TO BECOME CREATIVE TO RE-USE?
If you shake that pattern about a bit you get something new –
otherwise it is the same old pattern and same old result
31. REFERENCE ARCHITECTURE - CREATIVITY WITH RE-USE
● Creativity is using the same things & seeing the
same things as other people but creating
something new
● Of course, re-use is a good thing. (it cuts down on
re-work, which cuts down on time and effort)
It’s not only you who is looking at this reference
architecture, and people have different perspectives
32. THE BEST EXAMPLE OF RE-USE?
118 elements, building blocks
of a whole world
33. What is wrong with simply
ollowing due process to
roduce what the customer
s asking for?
● Surely discipline done well is
the difference between a
successful and a struggling
project?
So why do we as Business Analysts need to be creative?
34. Is creativity and innovation key as a method for Business Analysts to
demonstrate value to their clients?
● “Your idea of doing it like
that was genius !!”
It is more likely that if you find a creative and innovative
way to work it will save on time and effort
35. hat is what you asked for,
o that is what you've got?” Where is the added value in
that?
Is this “unleashing the
potential of the mind”?
WHAT DO WE GET ALL TOO OFTEN?
ients pay inflated costs for
BAs, but some simply ask the
client what they want and write
t down
n’t the bad perception of IT is as a result of an army of diligent and dedicated
IT professionals doing precisely what they were asked to do?
36. Is creativity and innovation key as a method for Business Analysts to
demonstrate value to their clients?
● Lets keep our profession in demand
One thing is for sure, without the drive to come up with breakthrough ideas
and the confidence that a creative and innovative solution exists, it is
unlikely that one will be found
● Lets be regarded as those clever IT
business people who will come and
sort this out for us.
● There are rules and guidelines in
every profession and in every walk of
life
● We need to promote a culture of
creativity and innovation within
ourselves and within our organisations
37. SUMMARY
● Where can Business Analysts “unleash the potential of the mind”,
express their creative side and have the opportunity to innovate?
● Does the current trend towards methodologies, templates, frameworks and
reference architecture catalogues stifle creativity for Business Analysts?
● Is creativity and innovation key as a method for Business Analysts
to demonstrate value to their clients?
● Does it cease to be creative to re-use?
38. SO WHAT NOW?
Take a moment to reflect on the legacy of creativity and innovation that you have
left in your wake personally.
Not only with the products that you have contributed to but with the culture you
have developed within your teams
Some of you will
identify a need for
a slight
amendment in
attitude, approach
The next session is an excellent opportunity to learn
some of these skills that will help you
Some of you have
the right attitude
and just don't
know how to
apply it