MOOC Entreprise Agile by Unow. 1.
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Timeline. The Intuitive Management Tool - Purplethon. GitHub - kamranahmedse/design-patterns-for-humans: Design Patterns for Humans™ - An ultra-simplified explanation. The Build Trap / Melissa Perri. This mantra seems to have taken the startup world by storm since Facebook made it their motto a few years ago.
I have heard countless CEOs say it’s part of their company culture, something that makes them innovative. You can even find some enterprises repeating this phrase to their employees at an attempt to channel startup culture. There is a serious flaw with “Move Fast and Break Things”, and it’s that most companies see this as an excuse to stop analyzing what they intend to build and why they should build it. Those companies get stuck in what I call “The Build Trap”. It usually happens like this: After finding some kind of product/market fit and traction with customers, we raise money from investors and hire a team of developers.
Product Roadmap meetings are held and ideas are generated on what we could do build to increase our KPIs – drive registrations, more sales, etc. What is Good Product Strategy? / Melissa Perri. “What is your Product Strategy?
YOU NEED A STRATEGY.” When I replay this scene in my head, I can hear the CTO very audibly yelling (slash pleading) with our product team. He was on edge. We had been experimenting towards a very concrete goal for two months, and had made a lot of progress. We had learned so much about what was preventing users from signing up on the site, and it was a lot clearer which direction in which we should be going. This didn’t sit well with the CTO because in reality he didn’t want a strategy, he wanted a plan. Most companies fall into the trap of thinking about Product Strategy as a plan to build certain features and capabilities.
“To create a platform that allows music producers to upload and share their music.” This isn’t a strategy, this is a plan. These product initiatives aren’t bad, they are just communicated at the wrong time and with the wrong intentions. We need to have a plan but the plan shouldn’t be “build feature x.” The Build Trap - Melissa Perri. The Seven Principles of Managing for Creativity. Creativity and Innovation have always been at the heart of every successful organization.
Yet until recently, the responsibility of innovating new ideas and products was left to the R&D and Creative Teams. Managing creativity was something of an enigma. How do you manage something so abstract as innovation? In recent years the role of the Creativity Manager has developed. And as we start to see creative workers replace knowledge workers, knowing how to creatively manage teams and inspire diversity, have become essential elements in the role of today’s team leaders.
Nowadays even the workplaces that are considered most mundane, have the scope to be creative and innovative in their approach. How do we encourage creativity in the modern-day organization? Follow these seven principles to have your budding designers, scientists and artists, rise up and innovate your next market-leading creation. Nurture diversity When teams connect ideas from entirely different contexts, they innovate.
Diagramme récapitulatif offres sat.