the great product development swindle
Post on 17-Oct-2014
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What do some companies right, to avoid the control dilemma and other patterns that kills innovation and agility?TRANSCRIPT
THE GREAT PRODUCT ‘D’EVELOPMENT
SWINDLE
and how to avoid it:
“A network structure to make the firm
more independent from people”
Jakob CEO Orderbird
“I’m 2 w
eek on
vacation
and it
works any
way”
“Experience how product development
feels from a developer perspective”
Stretching the Agile
Product Owner
PerspectiveBastian
CO-Founder, Produktmanager Orderbird
“Quit my job as CTO to become servant leader for the team”
Bernhard CTO Orderbird
Trust = Credibility x Intimacy
Risk
Hans Product Owner Orderbird
“I increased motivation by reducing pressure, creating
clear prioritized goals and maximizing the freedom within these
boundaries”
“Bridging the development and sales circles”
RobertLead IT, Scrum Master Orderbird
Surprise!*
*Drive: The Surprising Truth About What Motivates Us von Pink
Orderbird’s network structure*
GovernanceStrategy
Main Product
New Product
* this is a snapshot and also only an abstraction of something that is too complex to put on a 2/3D slide
Start here
8
9
Agile and lean approaches of making products increase complexity here
To match complexity there
A team is a complex adaptive system
http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
Team vision and discipline over individuals
and interactions (over processes and tools)
Validated learning over working software (over
comprehensive documentation)
Customer discovery over customer collaboration
(over contract negotiation)
Initiating change over responding to change (over
following a plan)“
Kent Beck’s Beyond Agile Manifesto
“Any customer can have a car painted any colour that he wants so long as it is black.”
T-Model, Henry Ford, 1920
"If a system is to be stable the number of states of its control mechanism must be greater than or equal to the number of
states in the system being controlled” Ashby’s Law
Looses sight of environment
More control limits flexibility and adaptablity to environment
Control Dilemma
Re-enforcingCycle
THE DARKNESS PRINCIPLE
„If an agent “knew” the entire system, the complexity of the whole system would have to reside in that agent.“
Paul Cilliers, Complexity and Postmodernism
THE GREAT PRODUCT ‘D’EVELOPMENT
SWINDLE “Here is my 18 month release plan, it's
going to be perfect”
“No worries, we will meet that milestone”
“we know what our customers want”
The Emperor’s New Clothes
I couldn’t even get my own teenage daughter to look at Google+ twice, “social isn’t a product,” she told me after I gave her a demo, “social is
people and the people are on Facebook.”
http://blogs.msdn.com/b/jw_on_tech/archive/2012/03/13/why-i-left-google.aspx
Stefan HaasIndependent Agile Coach and Trainer
haaslab.net fb.com/haaslab @haaslab
What’s your blind spot?Who’s going to tell you?