Tag / Agile
Every month companies in the United States spend billions of dollars on market research, competitive analysis, customer segmentation studies, and the like. The goal is essentially to answer a single question: “What should we build and how should we market it to be successful?” They spend days analyzing their spreadsheets filled with the data from these studies, dictate a list of features to be built, and hope they are successful. What is the result?
About 95% of new products fail.
The sad thing is, you do not have to guess. In Part 1 we talked about Jobs To Be Done and how understanding what Jobs a customer is looking to hire a product to do, the drivers that influence the job, the current approaches they take to accomplish that job, pain points that exist, and what competition is out there can help you understand the circumstances around the Job and ensure you’re solving the right problem.
Today we’re going to discuss an often-heard but not-so-often understood principle: Shared Unders..
Kevin Hoffman is the master of meetings. In his new book Meeting Design from Rosenfeld Media, Kevin lays out exactly how to take on meetings as a design problem, but you don’t have to be a designer to appreciate this advice. He deftly illustrates how the designer’s toolkit—a collection of questions, activities, and conversations—can be applied to create the best outcomes for these age-old activities. We’re excited to provide the excerpt from Meeting Design below.
The daily scrum is the heart of an agile process—it’s the meeting you’ll have the most often. The name “scrum” is based on the “scrummage:” the part of a rugby game when play restarts after a foul occurs or the ball goes out of bounds. Everyone from each team grabs for the ball huddled together in a circle and then puts their heads together in interlocking fashion. Afterward, play continues from that point. In an agile scrum style meeting, everyone is grabbing for work to undertake.
Goal of an Agile Style Daily Scrum Hopeful..
If, like me, you spend most of your days working on content-driven websites, you can feel left out of the cool kid's party. Best practice like Agile, continual iteration, and user feedback don’t sit quite as well when serving up lots of information, rather than a killer web app. When I talk about a content-driven site, I am referring to any website whose primary aim is to convey information, rather than complete tasks.
Par Isabelle Rouhan
Après Havas, IPG et Facebook, Isabelle vient de créer Colibri Talent un cabinet d’Executive Search qui accompagne la transformation digitale des entreprises.
En 2015, une entreprise sur deux n’avait pas de stratégie digitale. Aujourd’hui, 60% des entreprises ont sauté le pas, selon le Baromètre de la Transformation Digitale de CSC France.
La transformation digitale est une réalité pour la roadmap de la majorité des entreprises : elle impacte à la fois les organisations et les collaborateurs.
Mais le vrai sujet n’est pas de déterminer comment faire de cette transformation un succès à court terme. Car, au-delà de la mise en œuvre immédiate, la conduite du changement à long terme demande de faire co-exister plusieurs modèles, et c’est là que la complexité réside pour les dirigeants.
L’enjeu des leaders est de piloter la conduite du changement dans ce contexte de cohabitation, comme le montrent Claus Rydjkaer et Tue Juelsbo dans leur article passionnant (« Multisp..
We should always look for opportunities to grow and improve. Retrospectives and reflections allow you to codify what you’ve learned from experience, to document mistakes and avoid future ones, and to increase your potential to grow in the future.
Agile methodologies typically include time for retrospectives throughout a project. Regardless of your methodology, all teams would benefit from having a retrospective at the conclusion of a project.
The post Dwelling On The Past: The Importance Of Project Retrospectives (Part 1) appeared first on Smashing Magazine.
Le télétravail est un sujet d’actualité dans de plus en plus en plus d’entreprises. Au départ popularisé par des entreprises jeunes dans leur âge et leurs pratiques managériale, il a touché au fil des années tous les secteurs d’activité, peu importe la taille de l’organisation. Aujourd’hui il y a les entreprises qui y sont déjà passées, avec des modalités de mise en place assez variées, celles qui expérimentent, celles qui y réfléchissent mais le sujet est là et la liste des bénéfices, attendus et constatés, connue, tout autant que la liste des points de vigilance.
La vague du télétravail se retire par où elle est arrivée Pour autant et de manière assez surprenante, on voit des entreprises qui avaient adopté le modèle avec succès et étaient même citées en exemple faire machine arrière et demander à leurs collaborateurs de revenir au bureau. Et aussi bizarrement que cela puisse paraitre, ce sont le plus souvent des entreprises du secteur technologique, secteur qui a été le premier à po..
If you like this article, you probably want to sign up to be notified when my new book on Visual Thinking is out (in less than a month, I promise!) Also, there is discussion and some clarification on the Medium version of the post.
When I first heard about Design Thinking, I thought it was a clever rebranding effort by IDEO to charge twice as much for user-centered design. What can I say, I’m an old fart of a designer, and when I read about design thinking, I didn’t really see the big whup. And I wasn’t alone.
But over time I’ve discovered that the oft-parodied approach to Design Thinking — a lot of post-its and a lot of prototyping — works better than nearly any other approach to product and service innovation.
Do designers truly think in a different way?
The key is the word “thinking.” I want to make an argument that Design Thinking is a kind of thinking based on three key cognition theories:
Distributed Cognition Expertise Thinking Iterative World Modeling Let me break ea..
One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. At this juncture, what you think, what you say, and how you show up — in effect, your leadership presence — can have a direct impact on those you are now leading and managing for the first time. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues?
Set a leadership values-based goal. An authentic and connected presence begins from the inside-out. How you define the role and what you value will “telegraph” out to those you work with. As a new manager, spend time to consider the kind of leader you are and hope to be. Set an aspirational goal to serve as a guiding compass. As one new manager shared recently, “my professional leadership goal is to be a genuine and emotionally intelligent manager who inspires others to excellence.”
You and ..
Many companies begin an internet of things (IoT) journey with great expectations, only to end up with disappointing business results. Gartner recently estimated that through 2018 “80% of IoT implementations will squander transformational opportunities” and fail to monetize IoT data. And a new survey by Cisco found that one-third of all completed IoT projects were not considered a success. In my experience with dozens of organizations implementing IoT solutions, those that achieved their expected ROI changed their traditional business approaches in one or more of the following ways:
They Developed a Partner Ecosystem The essence of IoT is interconnectivity. Interconnectivity is about more than the connections between devices — it is about the connections between customers, partners, and suppliers.
Accordingly, IoT is driving a shift in business structures from a one-company-does-it-all model to a let’s-work-together approach. This means that companies must leave behind traditional mod..
In addition to the digital tools entering the workplace now, several technologies and trends on the horizon have the potential to further transform the way we work and interact with others.
Artificial intelligence. Artificial intelligence (AI) is already in use throughout the web and increasingly within the enterprise, handling everything from initial call screening for sales prospects to scheduling.
Chatbots are evolving into more complex virtual assistants, interacting with humans to replace phone calls, emails, and texts. Online virtual assistants, such as Amy or Andrew at x.ai, schedule meetings based on calendars and preferences, propose a range of times by email, negotiate with (human) administrative assistants as needed, and send invitations. This type of help has a high return on investment: x.ai estimates that it takes humans an average of 17 minutes to schedule one meeting, while virtual assistants cost less than $100 per month.
Eventually, this will evolve into virtual as..
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