priority zero (harry max at enterprise ux 2016)
TRANSCRIPT
PRIORITY ZERO
Harry Max
Some things are more equal than others
PRIORITIES DRIVE EVERYTHING
So what’s love prioritization got to do with
it?
Revolutionaryor Disruptive
EvolutionaryIncremental
Big I vs. Small i Innovation
INNOVATION IS A PROBLEM-SOLVING PROCESS
Difficulty to solveTrivial
Smal
lEp
icIm
pact
Unsolvable
Solve Manage Mind PlanCope
Quagmire
Predicament
Dilemma
Problem
Issue
CrisisELE
The Problem is Not the Problem
For more information…
The Problem is Not the Problem
• If not, we would do everything, right?• What we choose not to do defines the strategy• Gives us a way to select what to focus on• Priorities = a way to chose
Limited Attention & Resources
… but how?
The Problem is Not the Problem
• If everything is high priority, nothing is…• Diff’rent strokes for different folks• General frameworks vs. domain specific• Qualitative vs. quantitative approaches• Scope of focus
How Difficult Could it Be?
The Problem is Not the Problem
Personal priorities- GTD- Being effective and efficient- Influencing and decision making
Team – Projects & Programs
Organization – Problem Spaces
Prioritization for Innovating
- Effective collaboration- Efficient communication- Making decisions that stick
- Running the business- Being “Planful” and transparent- Innovating intentionally
The Problem is Not the Problem
Personal priorities- GTD- Being effective and efficient- Influencing and decision making
Team – Projects & Programs
Prioritization for Innovating
- Effective collaboration- Efficient communication- Making decisions that stick
- Running the business- Being “planful” and transparent- Innovating intentionally
Organization – Problem Spaces
WHAT’S IMPORTANT - THE EISENHOWER MATRIX
Impo
rtan
ce
Urgency
Important but not Urgent
WHAT’S IMPORTANT - THE EISENHOWER MATRIX
Impo
rtan
ce
Urgency
Urgent & Important
INNOVATIONHAPPENS
Gro
wth
Time
Priorities for Managing an S Curve
Gro
wth
Time
Priorities for Managing Multiple S Curves
3 Horizons of Innovation
• CLARITY AND UNDERSTANDING• DEALING NEAR-TERM VS. LONGER TERM• SORTING BASED ON WHAT MATTERS MOST• EFFECTIVE CATEGORIZATION• IMPLY A STRATEGY• SETTING UP SEQUENCING AND
DEPENDENCIES
An Organizational Prioritization Model Must Enable
23
Get our House in Order
Reinforce the Foundation
Create the Future
Process Tech Debt Defects Features
Managing Organizational Priorities
24
Process Tech Debt Defects Features
Horizon 1
Horizon 2
12345
6789
10
Horizon 3?
Managing Organizational Priorities – Force Rank
25
Process Tech Debt Defects Features
Horizon 1
Horizon 2
12345
6789
10
Horizon 3?
Managing Organizational Priorities – Force Rank
Identify the Long Poles of Innovation
1. MAP DEPENDENCIES2. DECONFLICT RESOURCES3. DEFINE A CUT LINE4. ESTABLISH A ROADMAP5. MAP RESOURCES TO ROADMAP6. GALVANIZE ACTION
How to Move Forward
PRIORITIES DRIVE INNOVATION
PRIORITY ZERO
Harry Max
PRIORITY ZERO
Harry Max
Some things are more equal than others
PRIORITIES DRIVE EVERYTHING
So what’s love prioritization got to do with
it?
Revolutionaryor Disruptive
EvolutionaryIncremental
Big I vs. Small I Innovation
INNOVATION IS A PROBLEM-SOLVING PROCESS
Difficulty to solveTrivial
Smal
lEp
icIm
pact
Unsolvable
Solve Manage Mind PlanCope
Quagmire
Predicament
Dilemma
Problem
Issue
CrisisELE
The Problem is Not the Problem
For more information…
The Problem is Not the Problem
• If not, we would do everything, right?• What we choose not to do defines the strategy• Gives us a way to select what to focus on• Priorities = a way to chose
Limited Attention & Resources
… but how?
The Problem is Not the Problem
• If everything is high priority, nothing is…• Diff’rent strokes for different folks• General frameworks vs. domain specific• Qualitative vs. quantitative approaches• Scope of focus
How Difficult Could it Be?
The Problem is Not the Problem
Personal priorities- GTD- Being effective and efficient- Influencing and decision making
Team – Projects & Programs
Organization – Problem Spaces
Prioritization for Innovating
- Effective collaboration- Efficient communication- Making decisions that stick
- Running the business- Being “planful” and transparent- Innovating intentionally
The Problem is Not the Problem
Personal priorities- GTD- Being effective and efficient- Influencing and decision making
Team – Projects & Programs
Prioritization for Innovating
- Effective collaboration- Efficient communication- Making decisions that stick
- Running the business- Being “planful” and transparent- Innovating intentionally
Organization – Problem Spaces
WHAT’S IMPORTANT - THE EISENHOWER MATRIX
Impo
rtan
ce
Urgency
Important but not Urgent
WHAT’S IMPORTANT - THE EISENHOWER MATRIX
Impo
rtan
ce
Urgency
Urgent & Important
INNOVATIONHAPPENS
PRIORITIES FOR THE S CURVE
Gro
wth
Time
PRIORITIES FOR MULTIPLE S CURVES
Gro
wth
Time
THREE HORIZONS OF INNOVATION
A PRIORITIZATION MODEL MUST ENABLE
• CLARITY AND UNDERSTANDING• DEALING NEAR-TERM VERSUS LONGER TERM• SORTING BASED ON WHAT MATTERS MOST• EFFECTIVE CATEGORIZATION• IMPLY A STRATEGY• SETTING UP SEQUENCING AND DEPENDENCIES
51
MANAGING ORGANIZATIONAL PRIORITIES
Get our House in Order
Reinforce the Foundation
Create the Future
Process Tech Debt Defects Features
52
ORGANIZATIONAL PRIORITIES: FORCE RANK
Process Tech Debt Defects Features
Horizon 1
Horizon 2
12345
6789
10
Horizon 3?
53
ORGANIZATIONAL PRIORITIES: FORCE RANK
Process Tech Debt Defects Features
Horizon 1
Horizon 2
12345
6789
10
Horizon 3?
IDENTIFY & PRIORITIZE “LONG POLES”
MOVING INTO ACTION
1. MAP DEPENDENCIES2. DECONFLICT RESOURCES3. DEFINE A CUT LINE4. ESTABLISH A ROADMAP5. MAP RESOURCES TO ROADMAP6. GALVANIZE ACTION
PRIORITIES DRIVE INNOVATION
PRIORITY ZERO
Harry Max