How Do We Collaborate: Adaptive Team Dynamics at TheLadders

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I wrote a blog post on this here:
http://blog.semanticfoundry.com/2012/06/27/how-do-we-collaborate-presented-at-agileux-meetup-in-nyc/

On Monday, June 25th, Ben Grohe, Ben Burton and myself representing Product Management, Engineering, and Design, respectively, spoke at a local meetup of the Agile Experience Design group here in New York City, hosted by Pivotal Labs. It was a great event, with about 100 people coming out representing the NYC tech scene.

We were invited to speak about how our teams collaborate and what processes and tactics we use to to concieve, design, build, release, and measure products for our customers. To discuss this really requires us to step back and address the organization structure and processes here at TheLadders that makes us unique.

Over the last decade, TheLadders has been able to not only survive, but thrive, in the hyper-competitive online job matching space, because we have discovered that shared and collaborative teams, rather than heroic and authoritarian management, is what unlocks the potential of a creative, agile organizations capable of rapidly adapting to market conditions and pivot quickly to exploit new opportunities.

At TheLadders, our adaptive, agile structure embraces distributed leadership – the entire organization has a shared understanding of the corporate vision and strategy as well as key performance indicators (KPIs) to measure success, and decision-making is placed with autonomous teams responsible to delivering on those KPIs.

Over the last decade, TheLadders has been able to not only survive, but thrive, in the hyper-competitive online job matching space, because we have discovered that shared and collaborative teams, rather than heroic and authoritarian management, is what unlocks the potential of a creative, agile organizations capable of rapidly adapting to market conditions and pivot quickly to exploit new opportunities.

At TheLadders, our adaptive, agile structure embraces distributed leadership – the entire organization has a shared understanding of the corporate vision and strategy as well as key performance indicators (KPIs) to measure success, and decision-making is placed with autonomous teams responsible to delivering on those KPIs.

Because the product, user experience, and development teams embrace Agile, we are able to meet changes in organization needs and pivot, usually in a matter of days (not months or quarters), to meet new challenges through innovation in delivering customer value.

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  • Nice article ... do you have an article concerning Purpose and Vision too please
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How Do We Collaborate: Adaptive Team Dynamics at TheLadders

  1. 1. How do wecollaborate?Presented at Agile Experience Design Meetup June 25th Ben Burton Will Evans Ben Grohe
  2. 2. Organization sets strategic KPIs06/27/12 2
  3. 3. Scrums are organized around a specific domain / customer segment06/27/12 3
  4. 4. Scrum team organization • Product Owner • Dev. Manager • Scrum Master • Product Manager • UX Lead • 3 or 4 Engineers • Copywriter • Visual Designer • Quality Assurance06/27/12 4
  5. 5. High-level problem statements are articulated (A huge fucking flood is coming -> We face extinction)06/27/12 5
  6. 6. Quantitative & qualitative research is conducted to understand the nature of the problem space(s)06/27/12 6
  7. 7. Focus group is pulled together with real customers to gauge needs/pains/desires/ goals06/27/12 7
  8. 8. Problem statements are broken down into smaller, more edible problem statements06/27/12 8
  9. 9. Product owner does not present scrum with solutions (you will build an Ark!)06/27/12 9
  10. 10. Team brainstorming and/or design studio Shitload of ideas are generated06/27/12 10
  11. 11. Problem statements are turned into hypotheses06/27/12 11
  12. 12. Ideas are turned into stories based on sketches or wireframes (based on size of potential solution)06/27/12 12
  13. 13. Not all deliverables are bad.06/27/12 13
  14. 14. Sometimes, no deliverables at all are needed06/27/12 14
  15. 15. Metrics are agreed upon to define choice set of pivot or persevere06/27/12 15
  16. 16. Use Trello to pull stories through the flow06/27/12 16
  17. 17. sketches/designs/mocks/prototypes with real users in usability testing06/27/12 17
  18. 18. Share everything with the team06/27/12 18
  19. 19. Release the damn thing (in small, testable chunks)06/27/12 19
  20. 20. We have deep BI expertise, but sometimes, we need numbers faster….06/27/12 20
  21. 21. Use Mixpanel to move quantitative analysis down to the scrum team06/27/12 21
  22. 22. Report learnings back to product owner06/27/12 22
  23. 23. If fail, pivot. If succeed, celebrate & iterate06/27/12 23
  24. 24. 06/27/12 24
  25. 25. 25

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