There’s a level of empathy needed for those on the frontline when making business decisions, especially decisions related to IT. Effective leaders are concerned with making the right call, said Gaffney. Ineffective leaders tend to implement practices and approaches that take small incremental de-risking steps, “led by dates and budgets and not happy humans.”
Instagram without quantified likes might have been nicer, in some way. But it would not have produced the Instagram we know today, and certainly not the Instagram purchased by Facebook for a billion dollars, which became the Instagram of influencers, which is the Instagram of status anxiety, which is the Instagram of more than a billion users.
The key, I found, was to agree on new objectives. First, we tackled the question of documentation. In the old model, QA’s job was to make sure that documentation was complete—that each required section of the official template had been filled in with enough information to satisfy our overseers. But in conversation, the head of QA and I agreed that concisenesswas also an important aspect of quality. The project teams had been spending a lot of time writing text that was never read, creating documentation that was repetitive and in places inconsistent. Some sections of the templates made no sense for the types of projects we were doing. So the goal of QA, we agreed, should be to make sure that every document was as shortas possible and didn’t include any irrelevant information, even if that meant leaving template sections blank.
Of course this wouldn’t please our government overseers, who expected every section to be filled out in great detail, but that was my job to take care of—a kind of impediment removal. QA’s job was to ensure quality, which included concision and effective use of time. So QA began to demand simplifications to documents rather than insisting that they be padded with unnecessary words, and I went off to negotiate with overseers on their behalf.
While 94% of the 14,000 people in the survey said they used internet banking and 66% used mobile banking apps, ING customers were unhappy about the decision to phase out the use of ‘tan’ codes for approving payments and require mobile approvals instead.
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Due to delays and setbacks, the deadline to launch the app in the spring of 2017 was never reached. Construction of the app only started in February 2018. In that period the current Minister of Justice and Security, Ferdinand Grapperhaus, suddenly announced that – contrary to all previous decisions – he is giving priority to the introduction of AML. Making the main function of the 112 app completely obsolete.
You’re basically breaking things down into smaller increments. I’m constantly getting in front of the customer. At the end of the day, you’re delivering really what the customer wants from you.
So you may be able to start giving value to your customer much quicker. Even though they’re not getting 100% of what they want, they get an MVP [minimum viable product] that they can start to utilize, they can start to realize value and give you feedback on that. That may influence the rest of what you’re building as well.
There’s a customer acquisition piece and then there’s a customer retention piece. For customer acquisition, we can see that new technologies can really add value by looking at all sorts of data sources that can help a financial service company identify who they want to target to provide those services. So, it’s a great place where data science can help find the product market fit, not just at one instance like identifying who you want to target, but also in a continuous form where you can evolve a product and then continuously find the audience that would best fit the product and continue to analyze the audience so you can design the next generation product. … Once you have a specific cohort of users who you want to target, there’s a need to be able to precisely convert them, which means understanding the stage of the customer’s thought process and understanding how to form the narrative to convince the user or the customer that a particular piece of technology or particular piece of service is the current service they need
Most, if not all, teams I have worked with (in the capacity as the Agile Coach in The Lab) do not know what truly matters to their customers. Through numerous planning sessions with key stakeholders from ‘the business’, they gather requirements for their product development. These plans sound great until you start asking a few questions, for example: ‘What are the biggest problems facing your customers?’, ‘How have you validated the requirements with your customers?’, ‘Will the proposed solution actually work in their context?’. Upon asking these kinds of questions, they quickly understand that the proposed backlog of work is frequently what the business wants, not what their customers need. Using design thinking approach and applying techniques for user research and validation, the teams had the opportunities to understand the need of real customers. Talking to a real customer isn’t that hard, but the insights can be quite profound.
What all of those “unicorns” have in common are flat organizations with small teams that are responsible for a product or feature, including receiving feedback from their customers and guiding the future of the product. ING decided to transform its business to be more agile.
we found that the “embarrassment” teams generated 26% more ideas spanning 15% more use categories than their counterparts.
Candor led to greater creativity. Thus, we propose a new rule for brainstorming sessions: Tell a self-deprecating story before you start. As uncomfortable as this may seem, especially among colleagues you would typically want to impress, the result will be a broader range of creative ideas, which will surely impress them even more.
The arrangement doesn’t mean EV owners need to run out and add a Hubject account. All of this should be invisible to the end user—Hubject’s actual customers are the charging networks or utilities. Its platform provides an API that different charging networks can use to make that interoperability painless for drivers. “Our software is middleware that runs between network providers in a hub architecture,” Glenney explained.
“For example, an OEM who wants all to be able to display charging stations on their smartphone app and infotainment system would connect to Hubject, and the driver gets real-time dynamic point-of-information of where chargers are, services around there, pictures of the charging station, and so on,” he said. “It will also tell the user if the charger is available, being repaired, and so on. As you drive around, you can access different charging providers as long as they’re on the network.”