LAST 2013 - Use games to innovate
-
Upload
antonrossouw -
Category
Business
-
view
536 -
download
1
description
Transcript of LAST 2013 - Use games to innovate
How can we better ….
1. Collaborate with customers? 2. Collect requirements? 3. Design our solutions? 4. Prioritise features? 5. Evolve design? 6. Build innovation in? 7. Satisfy our customers?
Universe of Innovation
Adapteted from Greg Satell HBR -‐ h5p://blogs.hbr.org/cs/2013/02/before_you_innovate_ask_the_ri.html
Bitcoin NeHlix
Amazon Google Apple
Apple
IBM Labs
Remember, we’re talking Innovation not Invention ! Invention is more about thinking up cool stuff. Innovation is successfully applying inventions in practice to become something valuable.
Adapted from h5p://iwww.innovaOonexcellence.com
Collaboration is a recursive process where two or more
people or groups work together in an intersection of common goals — for example, an
intellectual endeavor that is creative in nature—by sharing
knowledge, learning and building consensus
Kapow !
h5p://www.innovaOongames.com
Let the Games begin !
Innovation Games® are serious games that solve a wide range of product management and development problems across the development lifecycle. They are played: • with customers & internal stakeholders • online or in-person • within or across organizational units • in single or multi-game formats
Manage strategic roadmaps
Iden1fy New Products
Determine Product Interac1ons
Train Sales Teams
Priori1ze Features
Improve Marke1ng Messages
Priori1ze Project PorAolio
Iden1fy Product Enhancements
Priori1ze User Ideas Priori1ze Strategic Projects
Not Work (Leisure)
Pleasure
Work
Play
Not-‐Play
External Goals Internal Goals
Not-‐Pleasure
Adapted from h5p://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif
Innovation requires a process,
others to collaborate with,
and tools…
From Idea (or problem)…
… to Action (Done)
20
Prune the Product Tree
Goal: Understand the evolution of your offering.
• Draw a tree to represent growth of your offering
• Add current ideas from your roadmap as leaves and apples.
• 5 to 8 invited stakeholders shape the “growth” of your offering.
• Captures very rich informaOon about percepOons of the future, Oming of new concepts, balance, and relaOonships among ideas
Speed Boat
Goal: Identify Pain Points and Issues
• Draw a speed boat or a yacht and explain that it needs to go as fast as possible, but shallow and deep anchors hold it back.
• IdenOfy the problem and phrase it as a quesOon.
• 5 to 8 stakeholders add anchors that keep the boat back.
• A^erwards they talk about the problems, issues and risks, and also start exploring what it would take to remove anchors.
Spider Web
• Individually or teams of 5 to 8 people. • Place something in the center – you or a
stakeholder or customer of your so^ware. • IdenOfy stakeholders that are directly connected to
the center. • Draw stronger or thinner lines to show the strength
of the relaOonship. • Connect them together – move out to the edge of
the web. • Provides insights about stakeholders, users and
customer networks.
Goal: Explore Relationships
h5p://www.flickr.com/photos/innovgames/8000409711/in/photostream/
Product Box
• Individually or teams of 2-‐5 people • Look at a breakfast serial box or so^ware box • IdenOfy the “product” to develop • Provide lots of colorful staOonary • Let creaOvity reign • Teams or individuals present their product boxes
and talks about the “features” • Collect the boxes to develop a backlog of great
features.
Goal: Design Product Features
Hot Tub
• Teams of 5 to 8 people. • Observers and parOcipants. • IdenOfy weird and outrageous features as part of
your so^ware i.e. “USB knife sharpener”. • Present the ideas to the parOcipants. • Let them discuss the feature. • Observe their reacOons and where the discussion is
leading.
Goal: Outrageously Innovative
Buy a Feature
• A list of 12-‐20 items (features or projects) are described in terms of benefits and cost
• 5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy”
• Captures very rich informaOon about customer moOvaOons, trade-‐offs, objecOons, actual collecOve needs
In-‐person • Provides rich opportunity for “new” ideas Online • Captures data for sophisOcated analysis of
preferences
Goal: Prioritize Features
Start your day Remember the future
• Teams of 5 to 8 people. • Use a future point with Ome, weeks, months scale. • Present a real life scenario experience somewhere
in the future i.e. using your soluOon on a daily, weekly, monthly basis.
• ParOcipants idenOfy experiences that unfolds on the Omeline.
• Items can be linked together to show relaOonships. • MulOple tracks can be added by mulOple teams and
connected together.
Goal: Develop use case roadmaps
My Worst Nightmare
• Pens and paper • IdenOfy an exisOng or future soluOon or parOcular
feature • Ask people to draw their worst nightmares. • People present their drawings to the group • Observe and discuss any posiOve and negaOve
a5ributes from a worst nightmare event. • Discuss what sweet dreams look like a^erwards. • Lets people vent some of their frustraOon.
Goal: Identify what can go wrong
Lets Play !
Speedboat: What is holding us back from becoming an Agile organisaOon with high performance that delight their customers ? “Iden5fy shallow and deep anchors, Iceberg that may sink the ship if we don’t steer around them, and the favorable winds that we need to push us forward”
• Stakeholders want an exact outcome for fixed cost • Distributed Teams • The importance placed on old culture • Entrenched management style • Lack of skills and experience • No senior leadership buy-‐in • No commitment to agile change • Management micro managing delivery teams • People don’t want to change • Mistaken belief that we are already an Agile organisa5on • Fear of failure masked by too much up-‐front thinking and design • Closed Minds • Unwilling execu5ves resistant to change • Tradi5onal thinking mindset • Teams not on same mindset • Lack of collabora5on • Conflict with other teams that work waterfall non-‐agile • Cannot Influence or invoke collabora5on in a matrix structure • Lead tech doesn’t believe in it • Cosy deal with big consul5ng organisa5on • We have always done it this way
• Major Agile Team or Project Failure • Arrogance that “of course we’re doing Agile right” • Lack of Senior Management Involvement • Agile Team Building Ac5vi5es • Collabora5on • Unclear Scope • “One Size fits All“ Approach • People losing their power • Digression to Old Behaviours • Lack of educa5on of Agile prac5ces • Conflic5ng priori5es across business units • Distributed Team not co-‐located • Size of customer engagement • Lack of customer buy-‐in to Agile • Too busy to “re-‐think”/improve prac5ces • Management processes entrenched and resistant to change • Varied levels of understanding Agile “managing percep5ons” • Blame culture • Scale of Projects
• Empowering development teams • Whole of business engagement • Higher collabora5on in and between teams • Con5nuous improvement and feedback • Enthusias5c management • Include everyone needed early on in itera5on