Jeff Gothelf has worked for many years as a product designer and team leader. These days he's spending more time as a teacher, workshop leader, and public speaker. He wrote and published the book Lean vs. Agile vs. Design Thinking: What you really need to know to build high-performing digital project teams and co-authored two books with Josh Seiden, the latest one being Sense & Respond: How Successful Organizations Listen to Customers and Create New Products Continuously (Harvard Business Press 2017). Jeff has led successful, cross-functional, collaborative, agile teams at organizations of all sizes.Jeff mainly focuses on building and training evidence-based, customer-centered product development teams. These teams often utilize lean principles and agile software development.
The three competencies above provide the technical practices needed to build and deploy meaningful business solutions. But none of them directly address the more significant issue of why those solutions are required, how they are funded and governed, and what other solutions are necessary to deliver complete enterprise value. For that, we need to address portfolio concerns. However, traditional approaches to portfolio management were not designed for the impact of digital disruption. These factors put pressure on enterprises to work under a higher degree of uncertainty, and yet deliver innovative solutions much faster. Portfolio Management approaches must be modernized to support the new Lean-Agile way of working. The Lean Portfolio Management competency aligns strategy and execution by applying Lean and systems thinking. As Figure 7 illustrates, it accomplishes this through three collaborations for strategy and investment funding, Agile portfolio operations, and Lean governance.
Lean Vs Agile Vs Design Thinking: What You Really Need To Know To Build High-performing Digital Prod
This practical guide explains how you can apply key principles in psychology to build products and experiences that are more intuitive and human-centered. Author Jon Yablonski deconstructs familiar apps and experiences to provide clear examples of how UX designers can build experiences that adapt to how users perceive and process digital interfaces.
Lean UX is synonymous with modern product design and development. In the third edition of this award-winning book, authors Jeff Gothelf and Josh Seiden help you focus on the product experience rather than deliverables. You'll learn tactics for integrating user experience design, product discovery, agile methods, and product management. And you'll discover how to drive your design in short, iterative cycles to assess what works best for businesses and users. Lean UX guides you through this change - for the better.
Lean vs Agile vs Design Thinking: What you really need to know to build high-performing digital product teamsDownload and Read online, DOWNLOAD EBOOK, [PDF EBOOK EPUB], Ebooks download, Read EBook/EPUB/KINDLE, Download Book Format PDF. Read with Our Free App Audiobook Free with your Audible trial, Read book FormatPDF EBook, Ebooks Download PDF KINDLE, Download [PDF] and Readonline, Readbook Format PDF EBook, Download [PDF] and Read OnlineFORMAT FILEebook, pdf, epub, mobi pocket, audiobook, txt, doc, ppt, jpeg, chm, xml, azw, pdb, kf8, prc, tpzBOOK DETAILAmazon Business : For business-only pricing, quantity discounts and FREE Shipping. Register a free business account Paperback: 64 pages Publisher: CreateSpaceIndependent Publishing Platform; 1 edition (January 24, 2017) Language: English ISBN-10: 1541140036 ISBN-13: 978-1541140035 Product Dimensions: 5.5 x 0.2 x 8.5inches Shipping Weight: 3.7 ounces
Traces of the designerly approach to innovation can actually be found in the crafts rather than the arts. Back in the days, craftsmen would combine his/her craft-expertise with the needs of the client, be it in the making of a sword, a dress, shoes or household goods. Function and need governing the what the product would end up like and the final touches being the aesthetics...
Internally in businesses, it is my experience that business management often takes precedence over business development, as business development implies the risky pursuit of innovation. In other words, it is safer to optimise what we already have then to explore new possibilities. And in this context, the adoption of different practices/process frameworks such as "design thinking", "lean", "lean start-up" and "agile" will be more or less successful. The pitfalls lie not in the practices themselves (for they have an important role to play in driving businesses success) but in the main objectives for adopting them, where increasing efficiency and cutting costs often times are the top priority of internal business agendas.
Lean start-up, on the other hand, is the application of lean principles to the development of new products. The objective is the same as Lean, to create customer value by reducing waste and continuously improve. Yet, the difference from Lean (which is applied to current production processes) is that in a start-up scenario there are no production processes to address. The greatest waste in start-ups occurs when you develop something that nobody wants. Therefore, the Lean start-up method focuses on quick validation of your riskiest assumptions and continuous learning based on frequent iterations of your offering. Every project is treated as an experiment and the main question that experiment is set to answer is: Should we build it and what is valuable to customers?
Product Development comes with a large toolbox. Where you are in the life of a product drives what tool comes out of the box. Good product teams manage risk early, using design thinking to really understand the problem, involve users early, and brainstorm many solutions.
It should also be clear what the essential estimations are for the product. As MVP implies, the product has to introduce value to the people in its most basic state. Begin by outlining the users and build the MVP based on their needs.
Net Solutions is a strategic design & build consultancy that unites creative design thinking with agile software development under one expert roof. Founded in 2000, we create award-winning transformative digital products & platforms for startups and enterprises worldwide.
Innovation is what agile is all about. Although the method is less useful in routine operations and processes, these days most companies operate in highly dynamic environments. They need not just new products and services but also innovation in functional processes, particularly given the rapid spread of new software tools. Companies that create an environment in which agile flourishes find that teams can churn out innovations faster in both those categories.
You will be able to diagnose what product/market fit means for a corporation, and translate that into working charters for digital teams. From there, you'll learn how to apply that charter to the work of diagnosing what users need, testing propositions, and building product.
In traditional product-development processes, teams often rely on wasteful and lengthy business requirements documents and functional design specifications to move from a vision for a digital product to outlining what it should include and how it should work. Instead of having an ongoing conversation about users, problems, ideas, and solutions, teams expect distributed documentation to suffice.
However, these documents usually fail; no one has the time or attention to read them, and even those who do read them end to end will likely come away with vastly different interpretations of what to build. Rather than propelling productivity, these heavy documents stifle creativity, communication, collaboration, and innovation from the start. As an alternative, user-story maps work much better as lightweight representations of the digital product that an Agile team intends to build.
Definition: User-story mapping (also known as user-story maps, story maps, and story mapping) is a lean UX-mapping method, often practiced by Agile teams, that uses sticky notes and sketches to outline the interactions that the team expects users to go through to complete their goals in a digital product.
To rebuild the positive momentum that COVID-19 interrupted, bolder and more creative thinking is necessary at an organization's highest levels. As insurers look to initiate growth in a new era, they must view their core value propositions, distribution approaches, workforce strategies and data and technology infrastructure as one unified environment. They must continue their pandemic-inspired shift to digital, retain their focus on new and ever-evolving customer needs and become more agile in their thinking and operations.
Now is the time to build on those initial gains and expand transformation efforts to provide streamlined and personalized experiences to more customers. Everything insurers do, from product portfolios and organizational models to marketing and sales programs, should be designed around deep insights into customer needs. This is not simply to optimize enterprise architecture, but rather to meet customer needs and drive better outcomes.
Even as cost pressures mount, the need to invest in product innovation and expanded digital capabilities is only increasing. The time has come to rationalize portfolios and books of business fully. The goal is lean and agile operations, with a flexible cost structure that can easily scale up or down as business expands or contracts. Rather than tactical cost-cutting, insurers need to manage a strategic cost agenda. 2ff7e9595c
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