rapidValue Training Manualr ... Most project teams jump right to defining solutions without...

Click here to load reader

  • date post

    01-Aug-2020
  • Category

    Documents

  • view

    2
  • download

    0

Embed Size (px)

Transcript of rapidValue Training Manualr ... Most project teams jump right to defining solutions without...

  • 6/13/2018 rapidValue Training Manual

    https://paper.dropbox.com/doc/print/thrF2cnCXgHTFFv67kwYY?print=true 1/68

    rapidValue Training Manual   Move your mouse to the left of the screen to access the Table of Contents  

    Solutions are being created that don’t get adopted or provide expected value Most project teams jump right to defining solutions without understanding the problem first. Successful solutions that provide value and have the desired adoption focus on meeting an unmet need for their customers.  The first step to a successful project is for the team to align on the problem and define the value proposition that gets delivered by solving that problem.

    There is a gap between the solutions that customers need and what gets delivered Customers are frustrated because the solutions they are receiving don’t match what they need. Our typical solution delivery approach provides very little flexibility for teams to adjust and learn as the project progresses.  Teams need to embrace ambiguity and work in small iterations that get constantly tested with the target customer to ensure that what is being built fulfills a desired need for the customer.  Clients and customers are typically wrong about the underlying problem. Therefore, companies often spend a large sum of time and money on building a solution that isn’t valuable to the customer and doesn’t get adopted. Utilizing an approach that experiments with customers to ensure that the problem is being solved and that value is being delivered before the solution gets built out is the essence of a successful minimum viable product.

    Startups are eating corporations The limited budget that is available to Startups forces them to engage directly with customers which ensures that their products or services fulfill an unmet need that customers want resolved. The list of large corporations that have been eliminated is growing at a very fast rate.  Borders couldn’t compete with Amazon because they couldn’t match Amazon’s ability to provide the customer exactly what they wanted when they wanted.  Payless shoes has been bankrupted by Zappos because Zappos found a way to provide customers the ability to buy shoes from anywhere at any time with exceptional customer service.  Netflix bankrupted Blockbuster by making it possible to rent a video without leaving your home.  In each case, the corporation had the funding and opportunity to better serve their customers but was not able to understand the underlying unmet need of their customers before the startup that bankrupted them.

    Innovation is being stifled by the corporate structure There is a high degree of customer and stakeholder frustration because the solutions that are being delivered are not innovative and are not providing new and different options for customers.  One client called me up and said, “My people are designing the innovation out of what they do.  Please help us to

    Introduction

    Why Do We Need to Change?

  • 6/13/2018 rapidValue Training Manual

    https://paper.dropbox.com/doc/print/thrF2cnCXgHTFFv67kwYY?print=true 2/68

    work differently.”  Innovation doesn’t typically occur within the corporate structure.  Innovation occurs on small autonomous teams that experiment with customers in short cycles of sprints.  Corporations need to learn how to provide for pockets of innovation within their structure that can act autonomously like startups so that they can compete with startups.

    Our approach combines the best parts of Agile, Lean & Design Thinking.  By combining the best of all three methodologies we effectively deliver customer focused solutions in short, iterative cycles.    We embrace Agile by working in small dedicated teams.  We use workshops to help combat the difficulty of working in dedicated teams in a corporation.  A small core team (8-12 people) work together to align on problems, define the value proposition and propose experiments to be run with customers to test the value proposition.   We embrace Lean by focusing on Minimum Viable Products (MVPs) to ensure that products and services deliver on their intended value propositions and achieve the desired outcomes.   We embrace Design Thinking by putting the customer at the center of everything we do.  Instead of long cycles of research and design, we first engage with customers to experiment with solutions that focus on delivering the outcomes that customers want.   We ensure that the solution works before we try to scale by focusing first on achieving desired outcomes for small groups of customers. Scaling to achieve ROI comes after the solution has been validated.   In contrast to an agency that is hired to create designs for a project, the rapidValueRealization team enables project teams to turn into strategy and design engines. We do this by exposing the team to key concepts that encourage Agile, Lean, and Design Thinking. A combination of these three practices along with strategic exercises that allow the team to focus on a customer’s unmet needs allows the team to become a better strategy and design engine than any external agency could be for them.    Agile, Lean, & Design Thinking

    How Do We Do rapidValueRealization?

     

  • 6/13/2018 rapidValue Training Manual

    https://paper.dropbox.com/doc/print/thrF2cnCXgHTFFv67kwYY?print=true 3/68

     

     

    This book is broken into 6 sections: Section I is an introduction to rapidValueRealization and explains the core principles that the methodology is based on. Section II is an experiential training that we recommend both participants and practitioners should experience to understand how the core principles of the methodology are applied.  This section has both instructions for trainers that explains how to run the training as well as handouts for the participants to emphasize the principles being taught. Section III provides the overview of the methodology and explains the steps of a workshop. This section describes the methods and tools used in each phase of the rapidValueRealization methodology. Section IV describes how to run all of the exercises in a workshop in detail by utilizing a playbook. rapidValueRealization facilitators should use Section IV as a guide on how to run a rapidValueRealization workshop.  This section outlines how to approach each step in the process and provides guidance as to which tools are necessary to support a successful project. Teams can run each of the individual plays for anything from company motto to the onboarding process. Section V contains a guide for facilitators. In this section, there are tips and facilitation techniques that will optimize the effectiveness of the workshop and exercises. Section VI is an appendix that provides examples of the workshop tools and general advice for facilitating and other supplemental images.

      We recommend that you initially introduce teams to rapidValueRealization by running through the experiential training in Section II. By exposing participants to exercises and core principles, it will allow them to fully understand why they are engaging in specific workshop activities. Prior exposure to the terminology and principles will allow for a more effective workshop and successful outcomes.

    What is the rapidValueRealization Approach?

     

    How to Use This Book?

    Startup (LEGO) Training

    “We exist to radically change J&J to think & act like a startup”

    https://paper.dropbox.com/doc/rapidValue-Realization-thrF2cnCXgHTFFv67kwYY#:h2=Introduction https://paper.dropbox.com/doc/rapidValue-Realization-thrF2cnCXgHTFFv67kwYY#:h2=Introduction https://paper.dropbox.com/doc/rapidValue-Realization-thrF2cnCXgHTFFv67kwYY#:uid=558984142597091964248288&h2=Workshop-Playbook

  • 6/13/2018 rapidValue Training Manual

    https://paper.dropbox.com/doc/print/thrF2cnCXgHTFFv67kwYY?print=true 4/68

    Our experience is that running both participants and practitioners of rapidValueRealization through an experiential training that teaches the core principles of Agile, Lean, and Design Thinking prior to a workshop makes the workshop more successful.  This training is loosely based an agile training approach called “LEGO4SCRUM” - https://www.lego4scrum.com/.[1]   This LEGO® training is designed to introduce key concepts from Agile, Design Thinking, and Lean Product Design. By running this training, the team will have awareness of the value of these three frameworks as well as the exercises that will be used during a rapidValueRealization workshop.   ** Please note that this section is intended to teach how to facilitate the Startup (LEGO®) Training. Refer to sections III and IV for details on how to facilitate a rapidValueRealization workshop. **   [1] Lego4Scrum by Alexey Krivitsky is licensed under a Creative Commons Attribution 3.0 Unported license. Lego4Scrum can be found at www.lego4scrum.com and information about the Creative Commons license can be found at https://creativecommons.org/licenses/by/3.0/.

    Prior to facilitating LEGO® training be sure to gather the following facilitation roles and materials. Use the Training Outline to guide you through the training. Instructions on how to facilitate each individual exercise can be found in Section IV.   Facilitation Roles

    Coach: guides the team through the learnings CEO: represents the ideal customer and owns the vision of the town and supplements the learnings taught by the coach VP: For larger or split groups, the VP plays the CEO role for each table, working with a central CEO who owns the overall vision

      Materi