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  • Q&A on the Book The Pragmatist's Guide to Corporate Lean Strategy

    The book The Pragmatist's Guide to Corporate Lean Strategy explores how to practically adopt lean enterprise and lean startup concepts to turn your company into a lean agile enterprise promoting business agility. It provides examples from companies that have applied these concepts, describes the strategy, best practices, anti-patterns, and gives insights into lean and agile transformations.

  • Q&A on the Book The Startup Way

    The book The Startup Way by Eric Ries explores how large organizations can use startup techniques to innovate and accelerate growth. It provides methods for creating a transformation roadmap towards an entrepreneurial way of working: to experiment and collect data, roll out entrepreneurial ways of working throughout the organization, and tackle the supporting systems like legal, finance, and HR.

  • Q&A with Dan Szuc and Jo Wong on Make Meaningful Work

    Raf Gemmail speaks with UX leaders Dan Szuc and Josephine Wong about Make Meaningful Work, a humanistic framework and set of practices born from applying human-centered design to the workplace. Sitting beneath existing methodologies, it enables teams to share and understand character perspectives, in working towards producing impacts which are meaningful to them.

  • Rethinking Lean Startup at a Big Corporate

    To achieve digital transformation, a company can build a "lab" or do it with its capabilities. Michael Nir explains how he coaches such a transformation for a Fortune 100 Insurance Provider Company, the steps and requirements to start, the first achievements, the role of managers and the pitfalls they fell into.

  • Q&A on the Book Sense and Respond

    The book Sense and Respond provides ideas for executives, managers and business line leaders to leverage the power of technology to build more successful businesses. Authors Jeff Gothelf and Joshua Seiden explain how you can use experimentation and learning and continuous market feedback to deliver valuable products to customers, and manage teams on outcomes and foster effective collaboration.

  • Q&A with Ash Maurya on Scaling Lean

    In the book Scaling Lean, Ash Maurya explores how entrepreneurs can collaborate with stakeholders to establish a business model for a new product or service using Lean Startup principles. It builds on top of his first book, Running Lean, showing how to use experiments, measure business progress, and scale your startup.

  • Finding the Truth Behind Minimum Viable Products

    While the definition of Minimum Viable Product may work us into a tizzy, the goal behind it is extremely valuable for product companies: to rapidly learn what your customers want. Learning what your users want before you build it is good product development. Make sure when you do invest in a feature or solution, it’s the right one.

  • Innovation at Telefónica with Lean Startup

    Creating digital products is different from building traditional telco products: the uncertainty is much higher, the way of creating value for the customer is totally different and lifecycle is much faster says Susana Jurado Apruzzese. Telefónica adapted Lean Startup to their processes, culture and organization to make it work.

  • Q&A with Jez Humble, Joanne Molesky and Barry O’Reilly on Lean Enterprise

    The "Lean Enterprise" book authors discuss how traditional management practices fail to balance innovation and product exploitation as they require very different sets of capabilities.

  • Q&A on the Book Scenario-Focused Engineering

    The book Scenario-Focused Engineering describes a customer-centric lean and agile approach for developing and delivering software-based products. It provides ideas to understand customer needs based upon end-to-end experiences and for designing products in a customer-focused way using a fast feedback cycle.

  • Lean Start-Up, and How It Almost Killed Our Company

    The theory of Lean start-up with its focus on product, small bets, customer validation and pivot points, has become almost universally accepted within software development and businesses in general. In this article Helen Walton offers a provocative critique of its suitability to many business contexts, as well as recounting why the method proved almost fatal for one particular start-up – her own.

  • Visual Portfolio Management: Collaboratively Aligning Your Company

    To exploit agile advantages like speed, flexibility, and fast feedback, companies need to work on the right things. The three-horizons model explains how companies need to work to ensure sustainable growth. Visual portfolio management can integrate the different types of work into a coherent system.

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