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The leads of the product teams came together to organize the wish list of initiatives. They grouped the initiatives in terms of which themes each project supported and then stack-ranked them in terms of the contribution they believed each initiative would have—that is, they associated each initiative with the outcome they thought the work would create and showed how those outcomes would support the strategic goals expressed by leadership. They estimated head count for each initiative and sent the results to the finance experts, who correlated these plans with some of the major financial metrics they tracked and considered how the proposed work might impact results. When this was done, the plan was sent back up to the executives for review.
Sense and Respond
Jeff Gothelf, Josh Seiden
In his article “Searching for the Center of Design,” service design expert Jess McMullin defines value-centered design as follows: Value-centered design starts a story about an ideal interaction between an individual and an organization and the benefits each realizes from that interaction.
Mapping Experiences
James Kalbach
Delivering an MVP does not mean that the product is bad, simple, incompetent. Do not confuse unfinished with bad, simple with simplistic, incomplete with incompetent. The MVP should be feasible (to be created), easily usable, generate a lot of value and be awesome—“wow!”
Lean Inception
Paulo Caroli
...catch up on these, and many more highlights
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