Build Agility with Design Sprints
Gary Crawford at GOTOpia November 2020
Preaching the benefits of agility when pressed for a twelve month release schedule makes for an awkward conversation.
Business commitment and organisational change are needed to successfully adopt agility-building practices like agile, lean product management and continuous delivery. When their adoption is only tolerated by the wider organisation on the condition that legacy ways-of-working are respected, their effectiveness is critically constrained.
So how can you shift the enterprise mindset away from legacy process, practise and behaviours with compelling examples of agility and responsiveness? You could run design sprints.
Design sprints both answer critical business questions and challenge the traditional ways-of-working that can hamstring business agility. They accelerate customer feedback, break down organisational silos, de-risk experimentation, build shared understanding.
Business commitment and organisational change are needed to successfully adopt agility-building practices like agile, lean product management and continuous delivery. When their adoption is only tolerated by the wider organisation on the condition that legacy ways-of-working are respected, their effectiveness is critically constrained.
So how can you shift the enterprise mindset away from legacy process, practise and behaviours with compelling examples of agility and responsiveness? You could run design sprints.
Design sprints both answer critical business questions and challenge the traditional ways-of-working that can hamstring business agility. They accelerate customer feedback, break down organisational silos, de-risk experimentation, build shared understanding.