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When working at a large enterprise, teams are sometime dispersed across long distances. This makes running meetings a nightmare, especially if the meeting is meant to be grounded in Design Thinking methodology, filled with divergent and convergent sticky note activities. The video bellow nails the awkwardness of conference calls. If you participate in this type of meeting, I am sure you will be able to relate.
Over the past year I’ve experimented with a variety of approaches to remote facilitation of collaborative design workshops, that you’d typically find in organization that do “design thinking” activities. Bellow are some of my experiences, as well as some of the products that came out of a discussion i had at a recent Lean Enterprise Unconferance. Continue reading “Facilitating remote collaborative meetings”
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A while back I ran into an article which spoke about Google Venture’s Product Design Sprint, which caught my attention. The sprint is based on Lean methods, with a focus on learning and reducing waste. It does this by giving “teams a shortcut to learning without building and launching.”
Google Ventures compresses it’s design sprint into “a five-day process, answering critical business questions through the rapid design, prototyping and evaluation of ideas with customers. The reason Google Ventures uses this 5 day (Monday-Friday) approach probably has more to do with logistical issues and cost of flying founders to their offices, and compacting everything inside that window. Introducing weekends risks spending money on unproductive hours and travel cost. Not something that is very beneficial to startups. That being said, the time constraints is one of the most important assets of a lean organization as it serves to create a sense of urgency on all involved, and results in the “fat” being cut out of the innovation processes. Continue reading “Product Design Sprint for the Lean Enterprise”