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LAST 2013 - Use games to innovate
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?
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
Universe of Innovation
LAST 2013 - Use games to innovate
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	
  
LAST 2013 - Use games to innovate
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	
  !	
  
LAST 2013 - Use games to innovate
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	
  
	
  
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
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.	
  
	
  
LAST 2013 - Use games to innovate
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
LAST 2013 - Use games to innovate
LAST 2013 - Use games to innovate
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
LAST 2013 - Use games to innovate
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
LAST 2013 - Use games to innovate
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	
  
anton.rossouw@tabar.com.au	
  

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LAST 2013 - Use games to innovate

  • 3. 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?
  • 9. 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  
  • 11. 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  
  • 12. 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
  • 13. Kapow ! h5p://www.innovaOongames.com   Let  the  Games   begin  !  
  • 15. 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  
  • 16. 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  
  • 17. 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  
  • 18. Innovation requires a process, others to collaborate with, and tools…
  • 19. From Idea (or problem)… … to Action (Done)
  • 20. 20  
  • 21. 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    
  • 24. 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.    
  • 26. 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
  • 28. 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
  • 31. 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
  • 32. 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
  • 33. 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
  • 35. 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
  • 38. 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”  
  • 39. •  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  
  • 40. •  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  
  • 41. •  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