Lean product innovation at SAGE Publishing

Fccb9ef81d69152b6096ec047428ac2e?s=47 Ian Mulvany
November 15, 2018

Lean product innovation at SAGE Publishing

This presentation looks at lean product development tools that we have found useful at SAGE Publishing. We look at design thinking, innovation budgeting, lean canvas, lean value tree, kaizen iterations, frameworks for success and finally discuss some of the aspects of being a product manager within a lean process.

Fccb9ef81d69152b6096ec047428ac2e?s=128

Ian Mulvany

November 15, 2018
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  1. LEAN PRODUCT DEVELOPMENT SAGE PUBLISHING & IAN MULVANY - HEAD

    OF TRANSFORMATION; PRODUCT INNOVATION
  2. ACKNOWLEDGEMENTS ▸ Martha Sedgewick ▸ Mary Etta Schoradt ▸ Katie

    Metzler ▸ Steph Garrett ▸ Many many more ….
  3. CONTEXT

  4. WHAT’S THE GOAL?

  5. $

  6. None
  7. None
  8. None
  9. STARTUP ADVANTAGE ▸ Small - so fanatical focus can be

    maintained ▸ Few stakeholders - so inertia to change is low ▸ Underdeveloped - so systems can change quickly BUT ▸ Money is often a limiting factor ▸ Focus is hard when chasing growth ▸ Systems often not ready to scale ▸ Most startups fail
  10. CONDITIONS THAT SUPPORT SUCCESS ▸ Clear vision - why are

    we doing what we are doing ▸ Skills - can we do what we need to ▸ Discipline - let’s not get distracted ▸ Tolerance of change - lets change if we need to
  11. CONDITIONS THAT SUPPORT SUCCESS ▸ Clear vision - why are

    we doing what we are doing ▸ Skills/Tools - can we do what we need to ▸ Discipline - let’s not get distracted ▸ Tolerance of change - lets change if we need to
  12. TOOLS

  13. TOOLS TO SUPPORT FAST(ISH) DECISION MAKING ▸ Lean ▸ Design

    thinking ▸ C-A-T model of product portfolio management ▸ Innovation budgeting ▸ Lean product development tools ▸ Experimental support ▸ The role of product management
  14. LEAN - TPS TAIICHI OHNO TOYOTA PRODUCTION SYSTEM

  15. LEAN - READING

  16. LEAN - ELIMINATING WASTE

  17. LEAN KAIZEN

  18. DESIGN THINKING - Ashok Srivastava CDO Intuit

  19. C-A-T MODEL Core Adjacent Transformational

  20. INNOVATION BUDGETING Dec Dec Budget Request / Projection

  21. INNOVATION BUDGETING Dec Dec Budget Request / Projection Budget Request

    / Projection Budget Request / Projection
  22. INNOVATION BUDGETING Core Adjacent Transformational

  23. CORE ADJACENT TRANSFORM INNOVATION BUDGETING SUSTAIN ITERATE EXPERIMENT SUSTAIN ITERATE

    EXPERIMENT SUSTAIN ITERATE EXPERIMENT
  24. What is Lean? Five steps Other Topics Hypothesis Value hypothesis

    What do we need to learn? What do we measure to tell us what we need to learn? How do we do validated learning? Growth hypothesis TPS Human Systems Process change Kaikaku Not Command and Control Principle of Mission Kanban Manage for throughput rather than utlization WIP Complete work before starting Lean Product Development Visual Management Create re-usable knowledge Set based concurrent engineering The Lean Cycle Entreprenurial System Designer (I disatree) Teams of responsible experts (MVTs) Cadence and Pull Most work has no positive effect The 8 Sins of Lean DOWNTIME Transportation Electronic systems handoff Defects Incomplete information Ambitious information Missed specifications Overproduction Too much detail Unessecary information Excessive time Inventory Excess Motion Waste Frequency of searching for informaiton Information pushed to the wrong people Waiting Unbalanced workflow in the team Time spent getting approvals Unavailable information Hands off - where we pass something to someone else Not utilising Talent Excess processing Excessive number of iterations Over designed or over engineerd Portfolio Management Three Horizons Horizon One Do things that don’t scale Fail fast Growth Materiality Matrix Value Stream Map - Landscape Value chain maps Customer Experience Mapping Drum-Buffer-Rope Five Rules 01 Identify the bottleneck 02 Exploit the bottleneck 03 Subordinate everything to the bottleneck 04 Elevate the bottleneck 05 Rinse and Repeat TODO Add five whys elsewhere Make document collaborative Add questions along the horizontal to make clear the kinds of things each tool stream could help with Impact Mapping Kan Ban Customer Journey Map Scrum Dev methodologies Value Stream Mapping - Functional Minimal Viable Teams WIP limits Top Tasks Value Proposition Canvas Van Wesenbrock pricing analyss Crossing the chasm, user story Improvement Kata Model Understand the direction of challenge Grasp the current condition Establish the next target condition Iterate towards the next target condition Pirate Metrics Lean Value Tree Double Diamond Activity Cycles / Continuous Learning Build Measure Learn Loop Lean Canvas PDCA plan do check act A3 proposal project problem procewss Google Design Sprint OODA observe Orient Decide Act DSEC / Demming Cycle Prototyping Off the Shelf Paper Interactive Prototype Concierge Wizard of Oz We Believe That X Will Y Five Whys MVP The MVP cupcake Poka Yoke Cumulative Flow Diagram Cost of Delay CD3 How to Talk about what people are doing Job to be done framework Agile Story Map Software Architectures for Lean Continuous Delivery Microservices Chaos Engineering Domain Driven Design Strangler Pattern API Gateway Service Oriented Architectures Event Sourcing A/B Most ideas delivery no, or negative value Do split testing by pushing two branches with no changes Some tools can A/B test the full stack LEAN PRODUCT DEVELOPMENT TOOLS A/B TESTING VALUE STREAM MAPPING LEAN CANVAS USER STORIES MVP
  25. LEAN PRODUCT DEVELOPMENT TOOLS A/B TESTING VALUE STREAM MAPPING LEAN

    CANVAS USER STORIES MVP ACCURACY CONTEXT
  26. LEAN PRODUCT DEVELOPMENT TOOLS - LEAN VALUE TREE MISSION GOAL

    1 GOAL 2 GOAL 3 BET 1 BET 2 BET 1 BET 2 BET 1 BET 2 IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
  27. LEAN PRODUCT DEVELOPMENT TOOLS - LEAN VALUE TREE MISSION GOAL

    1 GOAL 2 GOAL 3 BET 1 BET 2 BET 1 BET 2 BET 1 BET 2 IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
  28. LEAN PRODUCT DEVELOPMENT TOOLS - LEAN CANVAS

  29. LEAN PRODUCT DEVELOPMENT TOOLS - LEAN CANVAS

  30. LEAN PRODUCT DEVELOPMENT TOOLS - WIZARD OF OZ

  31. EXPERIMENTAL SUPPORT

  32. CASE STUDIES

  33. CASE STUDIES - CORE CASE STUDIES - CORE - TOP

    TASKS TO HELP ROADMAPPING
  34. CASE STUDIES - CORE CASE STUDIES - CORE - TOP

    TASKS TO HELP ROADMAPPING HTTPS://VIMEO.COM/197935311 HTTPS://ALISTAPART.COM/ARTICLE/WHAT-REALLY-MATTERS-FOCUSING-ON-TOP-TASKS
  35. CASE STUDIES - CORE CASE STUDIES - CORE - TOP

    TASKS TO HELP ROADMAPPING
  36. CASE STUDIES - ADJACENT

  37. CASE STUDIES - TRANSFORMATION

  38. SAGE Software Suite Social network data · Administrative or business

    systems data · Sensor data · Textual data · Video or audio data Explore software by: Navigation · Navigation · Upload your own software softwaresuite LOG IN Find the tools and software you need for big data analysis, explained for social scientists. Social network analysis · Quantitative text analysis & text mining · Machine learning · Data visualisation · Spatial R · Python · Julia · MatLab · Mathematica DATA TYPE METHOD PROGRAMMING LANGUAGE Tell our friendly Dukebot more about your research, and let him help you find the software and tools you need. “I need to… e.g. analyse text data ” ASK DUKEBOT
  39. SAGE Software Suite Social network data · Administrative or business

    systems data · Sensor data · Textual data · Video or audio data Explore software by: Navigation · Navigation · Upload your own software softwaresuite LOG IN Find the tools and software you need for big data analysis, explained for social scientists. Social network analysis · Quantitative text analysis & text mining · Machine learning · Data visualisation · Spatial R · Python · Julia · MatLab · Mathematica DATA TYPE METHOD PROGRAMMING LANGUAGE Tell our friendly Dukebot more about your research, and let him help you find the software and tools you need. “I need to… e.g. analyse text data ” ASK DUKEBOT
  40. CASE STUDIES - TRANSFORMATION - SAGE CAMPUS MISSION GOAL 1

    GOAL 2 GOAL 3 BET 1 BET 2 BET 1 BET 2 BET 1 BET 2 IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
  41. CASE STUDIES - TRANSFORMATION - SAGE CAMPUS

  42. CASE STUDIES - TRANSFORMATION - SAGE CAMPUS

  43. CASE STUDIES - TRANSFORMATION - SAGE CAMPUS Feb Sep V1

  44. CASE STUDIES - TRANSFORMATION - SAGE CAMPUS Feb Aug Jan

    V1 V2
  45. CASE STUDIES - TRANSFORMATION - SAGE ADVICE

  46. CASE STUDIES - TRANSFORMATION - SAGE ADVICE Los Angeles |

    London | New Delhi | Singapore | Washington DC | Melbourne Infrastructure setup Payments processor Scheduling management Video conferencing Customer service
  47. CASE STUDIES - TRANSFORMATION - SAGE ADVICE Apr Jul Aug

    Sep Oct
  48. CASE STUDIES - TRANSFORMATION - OCEAN STRATEGY EVOLUTION NEW METHODS

    NEW PRODUCTS EXISTING METHODS NEW PRODUCTS NEW METHODS EXISTING PRODUCTS EXISTING METHODS EXISTING PRODUCTS
  49. CASE STUDIES - TRANSFORMATION - OCEAN STRATEGY EVOLUTION NEW METHODS

    NEW PRODUCTS EXISTING METHODS NEW PRODUCTS NEW METHODS EXISTING PRODUCTS EXISTING METHODS EXISTING PRODUCTS
  50. CASE STUDIES - TRANSFORMATION - EXPERIMENTAL SUPPORT “ALEXA ASK SAGE

    TO DEFINE STATISTICS”
  51. CASE STUDIES - TRANSFORMATION - EXPERIMENTAL SUPPORT

  52. CASE STUDIES - TRANSFORMATION - EXPERIMENTAL SUPPORT

  53. CASE STUDIES - TRANSFORMATION - EXPERIMENTAL SUPPORT

  54. PRODUCT MANAGER

  55. CASE STUDIES - ROLE OF THE PRODUCT MANAGER PRODUCT MANAGER

    PROJECT MANAGER SCRUM MASTER PRODUCT OWNER CARETAKER PROGRAM MANAGER HIPPO CHICKEN PIG
  56. CASE STUDIES - ROLE OF THE PRODUCT MANAGER ARCHITECTURE QA

    ENGINEERING SALES MARKETING UX VISION ROADMAP STRATEGY USER PROBLEM SEO REPORTING BUSINESS MODEL
  57. CASE STUDIES - ROLE OF THE PRODUCT MANAGER