Leaner and SmarterHOW ENTERPRISES CAN DEVELOP BETTER

DIGITAL PRODUCTS

WORKING SMARTER

50% of product features are NOT USED

60-80% of development effort is REWORK

200x cost to change code vs. prototypes

Failed product launches, anyone?

(1) Several research reports indicate this number is ~50%. Here’s one: http://versionone.com/assets/img/files/ChaosManifesto2013.pdf(2) and (3) IBM Requirements management white paper (December 2009)

THERE MUST BE A BETTER WAY

• Learn about customer needs early and often

• Prototype, test and get real market feedback

• Pivot your product and features based on learnings

LEAN PRODUCT DEVELOPMENT (LEAN UX)

Lean UX ~ Jeff Gothelf and Josh Seiden

LEAN UX IN PRACTICE:SCALING AN ED-TECH STARTUP

AN AMBITIOUS PRODUCT VISION

Think big.Start small.Move fast.

When we were small ...

… we needed fast, lightweight process

Tight collaboration Design wall

Sketch-to-code Designer & developer pairing

As we grew ...

… we needed efficient supporting tools

Live style guide, Centralized style code Flat UI, Style tiles

Custom icon font Build pipelines, Product dashboards

As we became a large company ...

… we needed a new org-wide mindset

Portfolio roadmap view Report on customer learnings & value

Problem workshops, MVP workshops Goal-oriented teams, Embedded UX

MINDSET

PROCESS

JOURNEY TO BECOMING LEAN

TOOLS

LEAN UX IN PRACTICE:FORTUNE 500 ENTERPRISES

Traditional Enterprise

Cross-Functional Pods

The Connected Company ~ Dave Gray

How can a large enterprise manage 50+ product teams?

PRACTICE COMMUNITIES/TRIBESCROSS-TEAM ROTATIONSCROSS-TEAM PAIRINGSUPPORTING TOOLSMATURE SOFTWARE PRACTICES

Managing Embedded Roles

ProductOwner

Tech LeadUX

QA

Devs Devs

CLEAR MISSIONPRODUCT ROADMAPSSHOWCASE DEMOSVISUAL INFORMATION RADIATORSLUNCH & LEARNSCROSS-TEAM STANDUPSAPI CATALOGUES

Coordinating Product Teams

How can a large enterprise (with 100+ legacy applications) deliver quickly on new business strategies?

Recall: Goal Driven Teams

Goal Driven Business

Lean Enterprise ~ Jez Humble, Joanne Molesky and Barry O’Reilly

PORTFOLIO OF INVESTMENT BETSTESTABLE PRODUCT RELEASESSTOP, PIVOT OR DOUBLE-DOWNINCREMENTAL FUNDING

Fund Outcomes (not Outputs)

Lean Enterprise ~ Jez Humble, Joanne Molesky and Barry O’Reilly

Industry/Market ecosystem mapping

Assign the problem to a team

Strategic portfolio visualization

Rank & prioritize strategic bets

Understand user personas

User research sessionsGenerate solution hypothesis

User journey for MVP

CLEAR VISION AT THE TOPALIGNMENT ON OUTCOMESDELEGATE DECISIONS DOWNEMPOWERED TEAMSLEARNING FEEDBACK LOOPS

Lean Portfolio Management

Lean Enterprise ~ Jez Humble, Joanne Molesky and Barry O’Reilly

DECOUPLE BUSINESS STRATEGY FROM PRODUCT SOLUTIONS!

TRUST.HUMILITY. COURAGE.

THANK YOU.

Questions, comments, feedback?Contact @nataliehollier