I recently worked as Guest Editor for the Service Design Network: Touchpoint Journal (Vol.11, №1). I also wrote a piece in the issue: “Applying Service Design While ‘Innovating like a Start-up’. The role of service design in global Fortune 500 project teams”. Here I take a critical look at the role Service Design plays within the corporate innovation world. I explain how the innovation process operates at the level of ‘knowing’ as an engine to de-risk innovation projects; concluding with advice for Service Design practitioners working within the large corporate world.
Click here to read the article (requires an SDN account).
Read my other authored pieces here:
Forbes.com has published a number of articles recently professing the ‘end of Agile,’ claiming that it’s a failing approach. We disagree — if it’s applied correctly.
In this article, we’ll explain the limits of Agile and what else you need to create a complete digital transformation capability at your organization.
Agile is essentially a mindset that involves:
1) Creating customer-centric value and making it the number one priority
2) Small, self-steering teams executing work in short cycles
3) Teams operating in flat hierarchies and networks to deliver customer value.
The main reasons Agile is apparently ending include: