This talk will focus on redefining the way we talk about requirements today. Whether you are an up-stream decision maker, or a down-stream delivery expert, “requirements” are a frustration. Either you don’t get what you asked for, and are constantly battling budget and time crisises, or you are dealing with demands that simply don’t make sense. This talk will offer you a new approach to requirement definition that will end in faster delivery time and greater revenue gains both short-term and long-term.
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
This document describes an innovation and problem-solving accelerator called the Greenhouse. It uses immersive 1-2 day workshops called Labs to help organizations solve business challenges in areas like innovation, strategy, transformation, and alignment. The Labs use behavioral science, design thinking, and strategy to help participants think outside the box and accelerate problem solving. They follow a three-part method of exploring issues, establishing a shared vision, and creating an action plan to drive impact. The Greenhouse claims to help organizations achieve breakthrough results that would normally take much longer through traditional approaches.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
Many information security companies struggle with changing their culture. It can be difficult to get an InfoSec team to focus fully on the issues that are important to the long-term health of the business: customer experience and process improvement. This article (part of a series) looks at some methods to implement cultural change at an InfoSec company in ways that will be sustainable and won’t alienate your team members.
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
This document describes an innovation and problem-solving accelerator called the Greenhouse. It uses immersive 1-2 day workshops called Labs to help organizations solve business challenges in areas like innovation, strategy, transformation, and alignment. The Labs use behavioral science, design thinking, and strategy to help participants think outside the box and accelerate problem solving. They follow a three-part method of exploring issues, establishing a shared vision, and creating an action plan to drive impact. The Greenhouse claims to help organizations achieve breakthrough results that would normally take much longer through traditional approaches.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
Many information security companies struggle with changing their culture. It can be difficult to get an InfoSec team to focus fully on the issues that are important to the long-term health of the business: customer experience and process improvement. This article (part of a series) looks at some methods to implement cultural change at an InfoSec company in ways that will be sustainable and won’t alienate your team members.
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
This document discusses various ideation techniques for generating new ideas, including brainstorming, daydreaming, forced relationships, attribute listing, morphological analysis, checklists, and SCAMPER (substitute, combine, adapt, modify/magnify/minify, put to another use, eliminate/elaborate, reverse/rearrange). It provides descriptions and examples of how to apply each technique to identify improvements or new uses for products, processes, and solutions. The document emphasizes that regular practice with different techniques is important to effectively generate innovative ideas.
What does being Product Led mean in practice and how can you lead the change?
Amy Johnson, Chief Product Officer at Propel Ventures dives into this topic. She covers 5 components you'd need to see to know you're getting there.
STAT4610 Project 5So You Want to be an Entrepreneur”INTROD.docxmckellarhastings
STAT4610 Project 5
“So You Want to be an Entrepreneur?”
INTRODUCTION
Starting a new business can be an exciting adventure! Who doesn’t want to find themselves at the top of the next Microsoft, Apple, Facebook, Myspace, Instagram, Beanie Babies, Pet Rocks, Roto-Rooter, Enron, WorldCom, (OK, you get the point!)?
The problem with starting a new business is it carries an inherent amount of risk. (OK, a considerable amount of risk!) One-third of businesses fail within the first two years, and over half are gone in five years. That’s a waste of a significant amount of toil, sweat, intellectual effort, creativity, and—oh yes—capital! Failed businesses have stripped entrepreneurs of their life savings (and the savings of others) for millennia, but the successes have also lined the pockets of a lot of savvy investors.
Since most people can’t afford to fund their own startups, a popular strategy involves convincing others to get behind your great idea. Venture capital funds are always willing to chase the next big thing, but unfortunately there is a limit to the patience of the world’s check-writers, and most of them didn’t get rich without recognizing when it is time to cut losses.
There is hope, however! Analytics can help every new business set realistic expectations for their investors, and in fact are essential in the formulation of a business plan. Because of the uncertainties involved with startups (in terms of costs, timelines, returns, rates of success, etc.) it is often difficult to forecast the progression of a new venture, but with a sufficient knowledge of the field and the tasks required, a simulation can frequently get an entrepreneur into the right ballpark. Sometimes this is enough to start the money flowing!
PROJECT OVERVIEW
In this project you will develop a business plan for an Angel Investor in order to secure funding for your new startup. You will require funding until the point that your company generates a profit and is actually able to return capital (or positive equity) to its investors. Expenses may include payroll for developers or designers, facilities and infrastructure, marketing and sales, purchasing or collecting data, research, and a variety of other costs that you may want to identify. Obviously, you will have to identify a viable product around which to build your company, and if you’re stuck without an idea, feel free to go back to your Gateway Course and build a business around app development. Finally, you will need to determine the cost of executing your business plan across this timeline in order to secure sufficient funding.
[As an aside, the particular product or service is not essential to this project—you may use something developed in another course, some cool idea that you might have in mind, or something entirely fictional.]
You may make any assumptions you want concerning the availability of personnel (whether you will be required to hire them or if they are already onboard as part .
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Business Agility: Accelerating Business Innovation & TransformationCory Smith
Business Agility focuses on finding holistic
solutions to complex business problems; linking innovation
and transformation to outcomes the business cares about and
creating a rich picture of the problem(s) to be solved,
collaboratively.
Reasons to use hypotheses for your design research, where hypotheses fit within Design Thinking/Lean UX, a framework to formulate stronger hypotheses and some hypotheses examples.
The document provides guidance on leading organizational change through a multi-step process. It recommends developing a sense of urgency around the need for change, recruiting influential leaders to form a change coalition, creating and communicating a clear vision, removing barriers to change, achieving early wins to build momentum, continuously improving and building on successes, and integrating the change fully into the organizational culture. Following this process can help increase the chances of successfully implementing lasting change.
The document discusses managing change in the education sector. It provides an overview of change management approaches and tools. Specifically:
- Change is difficult but essential in education due to various pressures. Managing change requires teamwork, leadership, and adapting to culture.
- The infoKit guides users through change management approaches focusing on people, processes, and culture. It provides templates and tools to analyze problems, clarify goals, and monitor progress.
- Appreciative Inquiry is introduced as a positive approach to understanding current practices and planning improvements by focusing on strengths rather than weaknesses. Examples are given of universities using this technique.
The right stuff - Orchestrating experiments at scalematteo cavucci
Ideas are never a problem. Each team working on a software project knows how easy is to fill the backlog with 100 new things to build. The most challenging part comes when it's necessary to make decisions about what to include or exclude. How can we connect the work to high-level business results, and at the same time, leave the space for exploring uncertainty? This talk describes an outcome-first approach to strategy and prioritization. With examples coming from a real-life experience, it shows how it's possible to balance team autonomy with a coherent global product vision. How a value-based prioritization creates an adaptive, learning culture, and enable cross-functional and collaborative decision making.
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s behaviours and cognitions, motivation and engagement drivers.
Why business modelling is different to just forecasting or financial projectionsFinidhyn
This is an explanatory pack explaining how business modelling is different to the commonly held beliefs that it is either a financial forecast or a commercial forecast.
Introduction To The Killer Innovation Approach Ver 5Phil McKinney
The document introduces the Killer Innovations approach to innovation, which focuses on generating "killer innovations" - significant departures from current offerings that are difficult to imitate. It discusses tools like focusing innovation searches, using structured questions to drive ideation, and ranking ideas. The approach aims to overcome issues like incrementalism in brainstorming and lack of follow-through. It emphasizes skills like observation and changing perspectives to develop ideas.
Integrating Change Management Into Technology and Outsourcing Implementationsevanslyke
The document discusses change management and Solleva Group's approach. It provides an overview of Solleva Group's services, which include managing complex business transitions. Their approach uses both science and art - the science provides structure, while the art provides adaptability to deal with human factors. Their Architecture of Change framework integrates change management into projects using both technical and adaptive capabilities.
Do you understand the experiences of your customers? How about your employees? In this workshop/presentation Shift breaks down Journey Mapping best practices and offers hands-on guidance to perfecting your Journey Mapping skills.
Jake Truemper and Morgan Noel from XperienceLab discuss Human-Centered Design. What is it? How is it applied? and what are some tools and methods that the audience can take away and apply in their own businesses?
Más contenido relacionado
Similar a Reframing Requirements: A Strategic Approach to Requirement Definition, with Jake Truemper
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
This document discusses various ideation techniques for generating new ideas, including brainstorming, daydreaming, forced relationships, attribute listing, morphological analysis, checklists, and SCAMPER (substitute, combine, adapt, modify/magnify/minify, put to another use, eliminate/elaborate, reverse/rearrange). It provides descriptions and examples of how to apply each technique to identify improvements or new uses for products, processes, and solutions. The document emphasizes that regular practice with different techniques is important to effectively generate innovative ideas.
What does being Product Led mean in practice and how can you lead the change?
Amy Johnson, Chief Product Officer at Propel Ventures dives into this topic. She covers 5 components you'd need to see to know you're getting there.
STAT4610 Project 5So You Want to be an Entrepreneur”INTROD.docxmckellarhastings
STAT4610 Project 5
“So You Want to be an Entrepreneur?”
INTRODUCTION
Starting a new business can be an exciting adventure! Who doesn’t want to find themselves at the top of the next Microsoft, Apple, Facebook, Myspace, Instagram, Beanie Babies, Pet Rocks, Roto-Rooter, Enron, WorldCom, (OK, you get the point!)?
The problem with starting a new business is it carries an inherent amount of risk. (OK, a considerable amount of risk!) One-third of businesses fail within the first two years, and over half are gone in five years. That’s a waste of a significant amount of toil, sweat, intellectual effort, creativity, and—oh yes—capital! Failed businesses have stripped entrepreneurs of their life savings (and the savings of others) for millennia, but the successes have also lined the pockets of a lot of savvy investors.
Since most people can’t afford to fund their own startups, a popular strategy involves convincing others to get behind your great idea. Venture capital funds are always willing to chase the next big thing, but unfortunately there is a limit to the patience of the world’s check-writers, and most of them didn’t get rich without recognizing when it is time to cut losses.
There is hope, however! Analytics can help every new business set realistic expectations for their investors, and in fact are essential in the formulation of a business plan. Because of the uncertainties involved with startups (in terms of costs, timelines, returns, rates of success, etc.) it is often difficult to forecast the progression of a new venture, but with a sufficient knowledge of the field and the tasks required, a simulation can frequently get an entrepreneur into the right ballpark. Sometimes this is enough to start the money flowing!
PROJECT OVERVIEW
In this project you will develop a business plan for an Angel Investor in order to secure funding for your new startup. You will require funding until the point that your company generates a profit and is actually able to return capital (or positive equity) to its investors. Expenses may include payroll for developers or designers, facilities and infrastructure, marketing and sales, purchasing or collecting data, research, and a variety of other costs that you may want to identify. Obviously, you will have to identify a viable product around which to build your company, and if you’re stuck without an idea, feel free to go back to your Gateway Course and build a business around app development. Finally, you will need to determine the cost of executing your business plan across this timeline in order to secure sufficient funding.
[As an aside, the particular product or service is not essential to this project—you may use something developed in another course, some cool idea that you might have in mind, or something entirely fictional.]
You may make any assumptions you want concerning the availability of personnel (whether you will be required to hire them or if they are already onboard as part .
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Business Agility: Accelerating Business Innovation & TransformationCory Smith
Business Agility focuses on finding holistic
solutions to complex business problems; linking innovation
and transformation to outcomes the business cares about and
creating a rich picture of the problem(s) to be solved,
collaboratively.
Reasons to use hypotheses for your design research, where hypotheses fit within Design Thinking/Lean UX, a framework to formulate stronger hypotheses and some hypotheses examples.
The document provides guidance on leading organizational change through a multi-step process. It recommends developing a sense of urgency around the need for change, recruiting influential leaders to form a change coalition, creating and communicating a clear vision, removing barriers to change, achieving early wins to build momentum, continuously improving and building on successes, and integrating the change fully into the organizational culture. Following this process can help increase the chances of successfully implementing lasting change.
The document discusses managing change in the education sector. It provides an overview of change management approaches and tools. Specifically:
- Change is difficult but essential in education due to various pressures. Managing change requires teamwork, leadership, and adapting to culture.
- The infoKit guides users through change management approaches focusing on people, processes, and culture. It provides templates and tools to analyze problems, clarify goals, and monitor progress.
- Appreciative Inquiry is introduced as a positive approach to understanding current practices and planning improvements by focusing on strengths rather than weaknesses. Examples are given of universities using this technique.
The right stuff - Orchestrating experiments at scalematteo cavucci
Ideas are never a problem. Each team working on a software project knows how easy is to fill the backlog with 100 new things to build. The most challenging part comes when it's necessary to make decisions about what to include or exclude. How can we connect the work to high-level business results, and at the same time, leave the space for exploring uncertainty? This talk describes an outcome-first approach to strategy and prioritization. With examples coming from a real-life experience, it shows how it's possible to balance team autonomy with a coherent global product vision. How a value-based prioritization creates an adaptive, learning culture, and enable cross-functional and collaborative decision making.
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s behaviours and cognitions, motivation and engagement drivers.
Why business modelling is different to just forecasting or financial projectionsFinidhyn
This is an explanatory pack explaining how business modelling is different to the commonly held beliefs that it is either a financial forecast or a commercial forecast.
Introduction To The Killer Innovation Approach Ver 5Phil McKinney
The document introduces the Killer Innovations approach to innovation, which focuses on generating "killer innovations" - significant departures from current offerings that are difficult to imitate. It discusses tools like focusing innovation searches, using structured questions to drive ideation, and ranking ideas. The approach aims to overcome issues like incrementalism in brainstorming and lack of follow-through. It emphasizes skills like observation and changing perspectives to develop ideas.
Integrating Change Management Into Technology and Outsourcing Implementationsevanslyke
The document discusses change management and Solleva Group's approach. It provides an overview of Solleva Group's services, which include managing complex business transitions. Their approach uses both science and art - the science provides structure, while the art provides adaptability to deal with human factors. Their Architecture of Change framework integrates change management into projects using both technical and adaptive capabilities.
Do you understand the experiences of your customers? How about your employees? In this workshop/presentation Shift breaks down Journey Mapping best practices and offers hands-on guidance to perfecting your Journey Mapping skills.
Jake Truemper and Morgan Noel from XperienceLab discuss Human-Centered Design. What is it? How is it applied? and what are some tools and methods that the audience can take away and apply in their own businesses?
Husband and wife Jake and Alisha Truemper discuss the relationship between UX (User Experience) and SEO (Search Engine Optimization. Jake is a Director of User Experience at Manifest Digital, and Alisha is the Search Engine Optimist at Scottrade.
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Is it better to have an “innie” or an “outie?” For belly buttons the answer is clearly an innie (sorry, but you shouldn’t have picked at it). For your digital customer experience the question is far more difficult to answer. This session will dive into the considerations for deciding whether a digital experience should be handled internally or outsourced, and how to effectively communicate a winning strategy to your boss.
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In this presentation, Jake ("Dr. Truemper") speaks to Lean UX: what it is, why it should matter to you, basic tenants, and how it can be applied.
The document discusses observations from testing a cheese grater with users. The observations note that users had trouble holding the grater, were displeased scraping grated cheese, and felt the grating surface was too small for the cheese they typically use. It also discusses the importance of user testing to understand user needs and problems with a design.
The document discusses key principles of design including learnability, efficiency, memorability, errors, and satisfaction. It emphasizes that good design is about problem solving rather than just aesthetics. Several quotes highlight that design should be a priority for all business departments and is important for customer experience and differentiation from competitors.
This document provides an overview of various user experience techniques used to test and design interfaces. It describes techniques such as usability testing, prototyping, card sorting, contextual inquiry, moodboard testing, persona development, user diaries, expert review, and A/B testing. The document explains what each technique involves and variations of common techniques.
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The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
2. Owner of Shift
Human-Centered Strategy.
20+ years of experience.
75+ clients, from every industry.
Methodology fan. Visual thinker.
About Me
3. WHO WE WORK WITH
Our clients range from
the Fortune 100 to
innovative startups.
Our work includes leading
customer experience
transformations for companies like
Bayer, Edward Jones, Blue Cross
Blue Shield, Ascension, etc. We’ve
been serving our clients since
2017.
6. strat e gy
“A detailed plan for achieving success in situations such
as war, politics, business, industry, or sport, or
the skill of planning for such situations.”
WHAT IS IT
7. STRATEGY
We’d argue…
That being “strategic” is not about your role, or your status in a pecking
order, but a mindset that provides greater influence on the human
systems that you operate within.
8. STRATEGY
With that said…
It’s still important to be able to articulate the differences in a strategy that
impacts the overall identity of a business, vs. a strategy singularly
affecting a product or service, and everything in-between.
11. ALTITUDE
We’re going to talk about two
distinct altitudes
Business Strategy, or “up-stream” strategies, including the overall
objectives that a company pursues to create value for the organization.
Product/Service Strategy, the further “down-stream” plan for how to
deliver a product or service.
16. THE PROBLEM WITH REQUIREMENTS
Spinning
“If it weren’t for you guys we’d still
be sitting around a conference room
table talking about what to do.”
Particularly at high-altitude, it’s
common for businesses to get lost in
the clouds.
17. THE PROBLEM WITH REQUIREMENTS
Missing the big
picture
“Can’t see the forest for the trees.”
By nature, a boots-on-the-ground
delivery team isn’t going to see the
whole landscape, and often doesn’t
understand the big picture — through
no fault of their own.
18. THE PROBLEM WITH REQUIREMENTS
Inflexibility
Once set, requirements are often difficult to change, making it hard to
adapt to new insights or market changes.
19. THE PROBLEM WITH REQUIREMENTS
Misinterpretation
Requirements can be misunderstood by different stakeholders and
delivery teams, leading to discrepancies between expected and
delivered outcomes.
20. THE PROBLEM WITH REQUIREMENTS
Over-Specification
Excessively detailed requirements can limit creativity and innovation,
locking teams into specific solutions too early.
21. THE PROBLEM WITH REQUIREMENTS
Under-Specification
Conversely, vague requirements can lead to scope creep, with additional
features or changes increasing time and costs unpredictably.
22. THE PROBLEM WITH REQUIREMENTS
Neglecting the end user
Focusing on technical or functional requirements without adequately
considering the user experience can result in a product that meets
specifications but fails to satisfy users.
23. THE PROBLEM WITH REQUIREMENTS
Lack of Stakeholder Engagement
(Key) Stakeholders might not be sufficiently involved in the requirements
process, leading to a final product that doesn't fully meet their needs or
expectations.
24. THE PROBLEM WITH REQUIREMENTS
Failure to Prioritize
Without clear prioritization, teams may not focus on the most critical
aspects of the project, wasting resources on less important features.
25. THE PROBLEM WITH REQUIREMENTS
Documentation Overload
Over-reliance on extensive documentation can lead to information
overload, where critical details are lost or overlooked.
26. THE PROBLEM WITH REQUIREMENTS
Limited Feedback Loops
There may be few opportunities to gather and incorporate feedback
once work has started, leading to products that are out of sync with
current user needs or market demands.
27. THE PROBLEM WITH REQUIREMENTS
Rush to solutions
A failure to maintain the proper altitude in
up-stream decisions very frequently leads
to overly prescriptive solutions that
haven’t properly been explored or
validated.
28. “If I had an hour to solve a
problem, I’d spend 55 minutes
framing the problem, and 5
minutes thinking about solutions.”
— Attributed to Albert Einstein
30. SHIFTING MINDSET
Requirements aren’t required
Instead, focus on driving forward an experimental mindset. A hypothesis
by nature is meant to be explored, is adaptable, and has a clear criteria
for success or failure.
32. op por tu ni ty hy poth e sis
An “Opportunity Hypothesis” is a high-altitude version
of hypothesizing where the goal is to offer direction
with agility. One Opportunity Hypothesis should be
created per initiative.
WHAT IT IS
33. WHAT IT IS
Opportunity Hypothesis
All hypotheses are effectively an educated guess towards answering an
important question. Opportunity Hypotheses are specifically relevant at
high altitudes when you need to provide general direction, without
specific answers.
38. We believe _______ new experience ________
Will solve _______ problem statement ______
Enabled by ____ people, process, tools _____
Resulting in ______ behavior change _______
As measured by ________ measure ________
OPPORTUNITY HYPOTHESIS
39. OPPORTUNITY HYPOTHESIS
NEW EXPERIENCE
We believe a single, globally consistent process for managing ALL product information,
PROBLEM
Will solve for the need to better deliver product information to employees and partners,
CAPABILITIES
Enabled by a central repository for capturing product information,
OUTCOMES
Resulting in Product information that is easier for all audiences to create, find, and
understand
MEASUREMENT
As measured by 5% NPS increase, 10% Freshness index increase, 15% MOH reduction.
40. BENEFITS
Benefits include:
Vision adherence
Solutioning teams will have a clear understanding of the objectives and strategic vision through
Opportunity Hypotheses.
Alignment & Clarity
By running iterative experiments you reduce debate around the right course of action, allowing user
insights to drive strategy and capability/feature sets. Well structured hypothesis statements drive
team alignment, and make transitions between individuals and teams less prone to
misinterpretation. This also allows teams to activate faster.
Adaptation (within prescribed boundaries)
Because the vision is hypothesized, the solution is still open for exploration. This allows experiments
to determine the right outcome, within the prescribed boundaries.
41. HOW TO DEPLOY
Drafting Opportunity Hypotheses
Remember business objectives
What are key business goals? What might we change to better achieve our objectives?
Start with problems
You should already have a concise problem statement, start there.
Ideate new experiences
Remember that Opportunity Hypotheses are high altitude and should not prescribe the details of
solutions. You will hypothesize again at a later stage for exact solution details.
Articulate the end results desired and the measures of success
What is the outcome you would like to achieve? What results should Solution teams be looking to
achieve? How will they be measured on success?
42. TIPS & BEST PRACTICES
Consider the altitude/breadth of the
problem
Don’t over-solution
These statements should be very generalized, allowing for solutioning practitioners to immerse
with their audience and find “ah-ha” moments.
Remember who these are for
These hypotheses are for two audiences:
1.) Leadership
For leadership, you’re striving for alignment which can be surprisingly challenging.
2.) Solutioning teams
For solutioning teams these hypotheses should offer clarity of mission, flexibility to explore,
and clear measures of success.
44. so lu tion hy poth e sis
A “Solution Hypothesis” is further down-stream, and is
intended for delivery teams to experiment with various
feature and capability implementations. Numerous
Solution Hypotheses are desirable at this stage, as
many will be invalidated, revised, or merged.
WHAT IT IS
45. SOLUTION HYPOTHESES
People Environment Technology Process Data
I believe that doing/building/etc. _____ new experience______
for _______________ personas impacted__________________
will achieve ___________ measurable outcome____________
I believe that doing/building/etc. _____ new experience______
for _______________ personas impacted__________________
will achieve ___________ measurable outcome____________
I believe that doing/building/etc. _____ new experience______
for _______________ personas impacted__________________
will achieve ___________ measurable outcome____________
46. SOLUTION HYPOTHESIS
NEW EXPERIENCE
We believe that offering the ability to add insights to a single shareable “worksheet”
PERSONA
for underwriters assessing difficult cases
MEASUREMENT
will achieve parity (or better) with competitive offerings.
47.
48. BENEFITS
Benefits include:
No more playing favorites
Whether it’s a big-wig whose ideas would ordinarily go straight to delivery, or a team favorite idea,
hypothesizing eliminates preference, letting the ideas prove themselves out.
License to play
It’s amazing how much more engaged delivery teams are when they have the ability to experiment.
Even if their ideas fail in testing team members actually gain positive energy as a result. Predictably,
the final product is better as well.
Iterative proof
The final product isn’t only better because of the team’s energy, it’s better because it was iteratively
validated (or invalidated in many cases). The best hypotheses prove out and lead to better
outcomes.
49. HOW TO DEPLOY
Drafting Solution Hypotheses
Remember business objectives
This hasn’t changed. What are the business goals? What might we change to better achieve the
vision? Ground ideas here, these are your boundaries, and if an Opportunity Hypothesis was created,
it’s the perfect vehicle to understand the assignment.
Ideate new experiences
Remember the pain you felt when you weren’t allowed to think about solutions? Now is the time to let
that creative energy out. Ideally, you should look to get as many key voices as possible to come up
with hypotheses at this stage. C-suite, software developer, interior designer, customer, your status and
field doesn’t matter here, it’s about ideas.
Dress to test
Solution hypotheses are the purest of experiments, so state them as such.
Bias and smooth word-smithing will not be of any value here.
50. TIPS & BEST PRACTICES
Consider the altitude and breadth of the
problem
Use a consistent “Madlib” structure
The structure of a hypothesis statement can, and often times should, be adapted for a particular need,
altitude, or organizational silo, but once you define your structure you must ensure that all statements
maintain the same format.
Quantity is preferred
You will prioritize later, so don’t limit yourselves. It’s important to keep hypotheses distinct from one
another, but start broad before removing overlap.
Keep it concise
The temptation will be to write a paragraph for each section, that is the last thing you want.
52. CRITICAL SUCCESS FACTORS (CSF)
Hypothesis
Statement
Desirability
H
M
L
Viability
H
M
L
Feasibility
H
M
L
We believe allowing
customers to select their
theater seat will increase
customer satisfaction by
15%
57% of customers have
expressed a desire to have
the option of selecting their
own theater seat during
ticket purchase
H
Customer can be informed
that our recent theater
seating redesign make 82%
of our seating prime view
options
H
Online and kiosk seating
charts can be made available
at ticket purchase. Also, staff
can show in-theater ticket
purchase customers a
seating chart
M
We believe a higher price
for designated premium
seats will allow customers
more options and improve
satisfaction by 10%
30% of customers are willing
to pay a higher price for
premium seating
-
Premium seating revenue
will increase by 16% for
average ticket sales
-
Designated premium seats
be identified at ticket
purchasing, and be first
come, first served
-
A moderate Hypothesis Statement prioritization tool
This approach defines the target or details of the desirability, viability and feasibility
criteria, but still used a simple low, medium or high rating to assign value.