To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by communicating industry trends, leadership ideas, best practice and competitive analysis to identify the necessity for change.
You don’t want to waste your time and money building a product no one will want to use or pay for. So, first get out of the building and talk to your customers. But there’s a world of difference between talk and action.
Here are 7 inspirational MVP examples to get you started this week.
#1 Explainer Video#2 A Landing Page#3 Wizard of Oz MVP#4 Concierge MVP#5 Piecemeal MVP#6 Raise Funds from Customers#7. A Single Featured MVP
It’s been over ten years since we coined the term agile. Are you finally comfortable with being agile? If you are comfortable, then that’s too bad, because it means…
Frédéric Fadel's insight:
"Under a week, that would be difficult..." Well if all wasteful ceremony, has been eliminated, and the understanding at the given point is sufficiently fine grained, not only it is not difficult but quite pleasant and motivating. Now what is difficult is the elimination of ceremonial complexity, we have tools for that, and attaining the appropriate grain at a given time, and this must be our main purpose, because it leads us to the continuous flow, we just can not dismiss it for difficulty.
In the 1960s, Theodore Levitt, a professor at Harvard Business School, used to tell his students, "People don't want a quarter-inch drill—they want a quarter-inch hole". This profound insight is the basis of the job-to-be-done (JTBD) theory—a theory that has fascinated the likes of Clayton Christensen, the Kim B. Clark Professor of Business Administration at Harvard Business School and one of the world’s foremost experts on innovation. Christensen writes about the theory at length in The Innovator's Solution and thinks the theory will be one of his most enduring legacies.
As designers, why should we care about this theory? We think it brings into focus and offers an approach on two things we designers hold sacred: people and innovation.
People 'hire' products and services to get a job done Jobs remain valid over time Jobs may be hired for emotional and social reasons Jobs don't reveal themselves easily Jobs are usually larger than the solution
L'abandon du programme Louvois marque un nouveau coup d'arrêt a un programme de modernisation de l'Etat via l'amélioration de son système d'information. N'est-ce pas le moment de renforcer l'action de la DSI de l'Etat ?
A wicked problem is one for which each attempt to create a solution changes the understanding of the problem. Wicked problems cannot be solved in a traditional linear fashion, because the problem definition evolves as new possible solutions are considered and/or implemented. The term was originally coined by Horst Rittel.Wicked problems always occur in a social context -- the wickedness of the problem reflects the diversity among the stakeholders in the problem.
The problem with the latter interpretations is the possible misunderstanding of why we write software. Software exists to drive a business need, add business value, and in the end — generate revenue. Let’s not waste time (and these discussions usually end up just wasting time).
"A lot of the work that people are doing... is maintenance: adding another feature to code that is already there, fixing bugs, making the system more secure, scaling to handle increased load, analyzing feedback data, integrating with new partners, maybe rewriting a mobile app to be faster and simpler to use.
This is the same kind of maintenance work that other people are doing at other companies, and at the heart of it, the technology isn’t that much more exciting. What’s different is how their work is done, how it is managed, and how people approach their jobs. For them, it isn't “maintenance” – it’s engineering."