HOW DESIGN THINKING, LEAN, AND AGILE WORK TOGETHER @Jonnyschneider LONDON 2019 

No content

The problem with the hexagons is that they’ve created THE design process, and that sounds grand and all encompassing, but in reality they are just a suggestion for how to get started. —Carissa Carter @snowflyzone 

navigate ambiguity empathetic learning synthesise information fast experimentation concrete and abstract learn from others craft things intentionally communicate deliberately Design is an ability. Process only helps with getting started. 

Manage flow to optimise value Quality is a outcome, not an activity Empower people. Happier. Better outcomes. Outcomes over outputs Learning and adapting over analysis and prediction Lean optimises systems of work 

Manage flow to optimise value Quality is a outcome, not an activity Empower people. Happier. Better outcomes. Outcomes over outputs Learning and adapting over analysis and prediction Lean optimises systems of work 

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile optimises software delivery 

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile optimises software delivery 

AGILE Build the thing right + DESIGN THINKING Explore the problem LEAN Build the right things + @jonnyschneider 

ADAPT TO CHANGE EVOLUTIONARY DESIGN ACT TO LEARN VALUE-BASED PORTFOLIO MANAGEMENT SET A COURSE DEFINE ACTIONABLE STRATEGY ALIGN TO PURPOSE IDEATE POSSIBLE SOLUTIONS EXPLORE PROBLEMS & OPPORTUNITIES Lean mindset Design thinking mindset Agile mindset @jonnyschneider 

1 Continuous learning is the new competitive advantage. 

Cost of creating software Reduced over time Complexity/uncertainty has increased over time THEN NOW TIME 

@Jeffpatton 

@Lissijean, inspired by @realmikerother 

Aspirational Narrative Product Hypotheses Design Experiments User Story Map Data/feedback 

2 Design the right experiments, to learn the right things. 

evolved version of hypothesis template 30 AWARE, INFORMED AND ON-BOARDED We believe that Better informing travellers about Tax Free Refund steps and process ! Will result in an increase in repeated usage of the Global Blue app We will know we’ve succeed when IN PROTOTYPE REAL Number of ‘active/engaged’ users increases by Accuracy of submitted forms increases by PLAN Acquisition 6% 30% 

@davidjbland Inspired by Ash Maurya, Dave McClure and Brant Cooper 

demand solution problem bit.ly/goodreads-udtla @jonnyschneider 

working prototype concierge concept prototype hi-fi prototype Wizard of Oz prototype Pre-orders facade ads trend analysis demand study value stream mapping in-situ consumer study design probe qualitative interviews survey HIGH COST LOW COST HIGH CONFIDENCE $$$ LOW CONFIDENCE $ TEST A SOLUTION VALIDATE A PROBLEM GAUGE CUSTOMER DEMAND @jonnyschneider 

Jonny Schneider Understanding Design Thinking, Lean, and Agile 

3 Measure only things that contribute to decisions. 

MEASUREMENT COMMENT Customers will be delighted Too vague Net Promoter Score (NPS) will increase Subject to external factors, hard to attribute to a specific initiative 6 customer features completed Measures output, not outcome Conversion from results page to product detail page increases by 3% month-on-month Good! Basket-size for returning customers increases on average from quarter-to-quarter Good! Average time-on-site per item purchase reduced by 6% quarter-to-quarter Good! GOAL→ Customers can easily find what they are looking for. 

Vision GOAL Initiative Initiative Initiative GOAL GOAL GOAL Metric Metric Metric Metric Metric Metric Metric Purpose 

{Increase/improve/decrease/eliminate} the {description of measure} Success is when we move from… {current level of performance} to {desired level of performance} by {date} Goal Measure A starter template 

Example Increase the on-time delivery rate from 82% to 95% by Nov 2019 

4 Solve for next order problems 

No content

No content

© 2001 Thomas Höpker 

No content

ADAPT TO CHANGE EVOLUTIONARY DESIGN ACT TO LEARN VALUE-BASED PORTFOLIO MANAGEMENT SET A COURSE DEFINE ACTIONABLE STRATEGY ALIGN TO PURPOSE IDEATE POSSIBLE SOLUTIONS EXPLORE PROBLEMS & OPPORTUNITIES Lean mindset Design thinking mindset Agile mindset @jonnyschneider 

EXEMPLAR TEAM SPLIT EVOLVE 

2 Design the right experiments, to learn the right things. ‣ Define your beliefs and assumptions ‣ Decide the most important thing to learn ‣ Design experiments that can deliver the right learning ‣ Be stubborn on the vision, but flexible on the details. ‣ Create the conditions for teams to learn their way forward. ‣ Focus on confidence, not certainty. 1 Continuous learning is the new competitive advantage. 

4 Solve next-order problems ‣ Zoom out ‣ Work together at the intersections ‣ Try new ways of doing ‣ Adopt the things that work ‣ Learn from the things that don’t ‣ Can it be measured? ‣ Does it inform a decision? ‣ Do y’know when you’re done? ‣ Is it aligned to your goals? 3 Measure things that matter 

Thank you ‣ Dual Track Development, Jeff Patton, bit.ly/patton-dual-track ‣ Understanding Design Thinking, Lean, and Agile, Jonny Schneider bit.ly/goodreads-udtla ‣ The Problem with THE design process, Carissa Carter, bit.ly/carter-stop-process ‣ Escaping the Build Trap, Melissa Perri, bit.ly/goodreads-ETBT ‣ Testing business ideas (forthcoming), D. Bland and A. Osterwalder, http://bit.ly/testing-business-ideas [email protected] twitter @jonnyschneider Jonny Schneider Understanding Design Thinking, Lean, and Agile jonnyschneider.com/newsletter jonnyschneider.com/free-book