We are all familiar with making decisions, we make them all the time. Every day, in every organisation, every one of us makes many decisions. They could be as important as whether to hire someone, whether to continue with a big project or to use a new technology. Or as small as which test to write next, whether to go for a jog after work or whether to have desert after lunch.
Even though we make many decisions every day, we aren't very good at making them. In this session we will explore the large amounts of research now available that help us understand why making decisions is difficult.
Once we understand these challenges, we will explore some tools and a process which will improve our decision making skills and help us to make our most important decisions better.
What if collaboration was an outcome of working in an Agile/Lean way, rather than an input? What if your customers spat whenever they said your company's name? What if you could use Agile not just to deliver software but to rebuild trust with your customers?
"Stone Soup" is an ancient european fable about creating collaboration out of nothing. "Soup from Stones" is a true story, which mirrors the fable. It's about a multi-million project, where we used a mixture of Agile Project Management and Test First Thinking to force two businesses which hated each other to collaborate very, very successfully.
Real Options are a multi-facited tool. A bit like the proverbial elephant, they look different depending on your vantage point. This keynote will introduce you to real options. It will show how they can be used to help you manage risk and your liquidity... In case you are worried, it will also explain liquidity so that you can unlock the potential of Agile and Lean in your organisation. You'll also get some tips on how to arrange your wedding day.
Real Options are a tool based on Financial Options Mathematics and Applied Psychology.
To understand LeanUX, we'll introduce Lean, Lean Systems, and Lean Startup to situate LeanUX in context. This introduction and discussion will use Kanban to explore various aspects and ideas of LeanUX such as hypothesis formulation, assumptions gathering, multi-hypothesis testing and designing / running experiments to create tight feedback loops of customer insight.
We'll cover aspects of LeanUX research, which is conducted to gain a validated understanding of the user's problem hypothesis to understand if the problem we think customers have, is something they actually have before spending months and tens of thousands of dollars doing wasteful UX research & design time on a concept that delivers no customer value.
We'll also discuss lightweight techniques for sharing the research process with the entire team, covering the basics of customer research, interviewing, cognitive biases in user research, and how to create light-weight, rapid personas for solution hypothesis validation. We'll then cover collaborative ideation, designer pairing, and how lean teams work together to reduce batch size and increase the flow of customer business value increments - concepts mostly unheard of in product development teams following agile or waterfall ideologies.
Several years ago uSwitch was firmly gripped by enterprise shackles with hierarchy and departmentalisation the order of the day.
Product development was constrained by the business/IT divide. Like many organisations we had optimised for control and uniformity rather than organisational effectiveness.
Today, following an organisational transformation where people have been encouraged to escape their silos, uSwitch consists of several independent product teams, covering: product, commercial, marketing, design and technical delivery capabilities allowing effective collaboration. Product delivery has been reduced from months to weeks to days (and in some cases hours!)
We will describe in detail how we have combined agile, lean and theories of motivation (such as Dan Pink's Drive) to create an environment where teams can achieve what was previously impossible and do meaningful work that can be directly linked to revenue generation.
We will describe how these radical changes have required us to re-think almost every aspect of the business including: how we attract, onboard, and develop people.