Teaching a company the size of a small nation to test and learn
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This document contains a series of quotes and summaries from Katrina Kolt discussing the importance of adopting a test and learn approach through continuous experimentation. Some key points discussed include treating product development as a series of experiments to get customer feedback, creating a culture that encourages trial and error to improve incrementally, and learning from the challenges and experiences of others through sharing stories.
Teaching a company the size of a small nation to test and learn
- 1. Katrina Kolt, Enterprise Agile Coach, ANZ 22 September 2017 Teaching a company the size of a small nation to test & learn https://www.linkedin.com/in/katrinakolt/ @agilesista
- 2. Because members of the project team stay in close touch with outside sources of information, they can respond quickly to changing market conditions. Team members engage in a continual process of trial and error to narrow down the number of alternatives that they must consider. Takeuchi, Hirotaka and Nonaka, Ikujiro. Harvard Business Review, The New New Product Development Game, 1986. https://www.linkedin.com/in/katrinakolt/ @agilesista
- 4. Describe what problem you are trying to solve Establish for whom Identify your skateboard equivalent A test and learn approach sees you… https://www.linkedin.com/in/katrinakolt/ @agilesista
- 5. Every new something we build for our customers is really a question we are asking. “Did you like it? Did you hate it? Will you use it again?” It is the humbling notion, that although we think we know what our customers like, want and respond to, we don’t really know unless we treat product development as a series of experiments. https://www.linkedin.com/in/katrinakolt/ @agilesista
- 6. In most cases, it’s impossible to realise anything more than incremental improvements, because only part of the organization has changed … And that part needs to work with the rest of the organization, which expects them to behave in the traditional way. Humble, Jez, Molesky, Joanne and O’Reilly, Barry. Lean Enterprise: How High Performance Organisations Innovate at Scale, 2014 https://www.linkedin.com/in/katrinakolt/ @agilesista
- 7. Minimum viable everything – product, experience and process Measure outcomes (value), not outputs (stuff done) Experiment to learn – create a generative safe to try culture to continuously improve Patterns to introduce business agility https://www.linkedin.com/in/katrinakolt/ @agilesista
- 8. We’re reshaping ANZ’s Australian division into approximately 18 tribes of around 10 squads each. That’s 180 start-ups … up and running. 180 components of the organisation, which all have autonomy and agility to adapt to what customers need very, very quickly. Chris Venter, General Manager of Technology and Digital Banking, ANZ https://www.linkedin.com/in/katrinakolt/ @agilesista
- 9. Value difference & encourage everyone to have a voice Find solutions by testing and learning Find ways to use data to learn and improve Behaviours that support test & learn
- 10. Teams learn best from the lessons of their peers. What challenges did they face? How did they address them? What would they do differently? People remember stories and take inspiration from the experiences of others. O’Reilly, Barry. Blog - 10 Principles to Transform
- 11. The most expensive way to find out if a product works is to build the entire product and then release it. The key to rapid experimentation is not to prove that all our ideas are winners, but to kill losing ideas early to cut wasted effort, time and further poor investment. O’Reilly, Barry. Blog - Stop Typing, Start Testing