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AQX Law Firm: Product Strategy and What’s Ahead

Anaqua

At Anaqua, client-led innovation and product strategy have been part of our DNA since our founding. Customers continue to drive the roadmap, supported by advancements in technology and business practices. These are very active groups where we get input about needs and test ideas and new product development.

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Turn Ideas Into Outcomes: A Framework for Maturing Your Innovation Portfolio

Innov8rs

And at the organizational level, leadership has a clear roadmap for achieving ideal outcomes even faster. The merits of portfolio management in the innovation space are well-documented. How do you move from idea generation to rigorous idea development the right way? The key is committing to a portfolio management discipline.

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Find Better Problems Worth Solving with the Customer Forces Canvas

Leanstack

Limiting the problem context is better suited for the Solution Interview when you have more evidence/confidence, and the framing is more around pitching than learning. Taken together, the trigger and desired outcome create anchor points for the customer journey story you want to learn about. And finally, you document your results.

LEAN 52
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How ITONICS’ customers practice trend and technology management

ITONICS

Durst: We continue to be the sole provider who covers innovation management with an integrated, end-to-end approach: from environmental scanning to trend and technology management all the way to innovation portfolios and roadmaps. New services, products or business models can then be planned and controlled using ITONICS Roadmap.

Trends 0
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Announcing Planview Copilot: Accelerate Transformation and Action Data-Driven Strategic Decision-Making

Planview

The software development methodologies and organizational design principles harnessed by digital natives are well documented. I bring up Planview, which has Roadmaps, Objectives and Key Results (OKRs), and Flow Metrics tailored to exactly what I am interested in.

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Bringing User Centered Design to the Agile Environment

Boxes and Arrows

Unfortunately, the enthusiasm I had for my new job waned after six months when an executive was appointed Head of Product Development—who insisted he knew SCRUM 1 better than anybody. As the Creative Director, I deferred authority to him to develop the product as he saw fit.

Agile 108
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The UX Professionals’ Guide to Working with Agile Scrum Teams

Boxes and Arrows

In 2009, I moved on to Salesforce.com, where Agile methods (including Scrum) were implemented across their entire research and development organization. Both designers and user researchers shared techniques for keeping product owners and developers informed and aware of their progress. Scrum teams jump into feature releases.

Agile 111