Boxes and Arrows
NOVEMBER 17, 2015
Yet at conference after conference, I meet designers at firms talking about their struggle for influence. Developers own the code, business owns the proposition, yet design is considered a “service.” One team I’ve worked with helps bridge this gap on strategic projects by maintaining an “experience roadmap.”
Leapfrogging
MARCH 15, 2024
The agility to adapt to AI advancements is now a vital component of surviving and thriving in the modern marketplace. This impact is evident across various facets of business, from operational efficiency and customer experience to product development and market analysis.
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Leapfrogging
MARCH 15, 2024
To avoid the pitfalls of a static strategy and ensure your business is future-proof, it’s essential to foster a culture of agility and strategic foresight. Embracing Flexibility and Agility In a rapidly changing business environment, staying nimble is more than a virtue—it’s a necessity.
Moves the Needle
JULY 31, 2018
We had the pleasure of co-hosting this amazing event with six-time entrepreneur David Binett i and special guest Kent Beck (one of the original signatories on the Agile Manifesto ), and the discussions held by each of these three innovation powerhouses was a sight to see. The entire business must transition to a growth driven organization.
Boxes and Arrows
NOVEMBER 12, 2013
An organization may have many channels of communication with the end-users, but the messages spoken by the business unit can be very different than those of the product development team or customer support team. To act on good assumptions with caution beats acting on bad assumptions with confidence.
Boxes and Arrows
JANUARY 29, 2015
In the previous article we talked about why site optimization is important and presented a few important goals and philosophies to impart on your team. We created the following minimum completion criteria for my past team at DIRECTV Latin America. I’d like to switch gears now and talk about more tactical stuff, namely, process.
Boxes and Arrows
APRIL 13, 2017
Too often the team gets all the way through building the product to find out they can’t explain the product. Teams can often go heads down on building the thing because explaining it is too hard, only to find that they can’t explain it after it is built. Every product has at least one scary question to answer: Is it viable?
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