Agile and Digital Design Thinking

Digital design thinking is built to fuel the agile organization. It has been tailored to fit the need for continuous input that small teams are dependent upon to learn, evaluate and improve.

According to Steve Denning agile is comprised of three laws:

  1. The law of the small team — where most efforts in agile have been concentrated the last decade.
  2. The law of the network — turning the small team into a networks of teams)
  3. The law of the customer — feeding the teams with data in order to respond

Steve Denning, Explaining Agile
Steve Denning, Age og agile

Denning points out that increasingly agile organizations are expanding to networks and the law of the customer. My argument is that in order to successfully implement agile, and by that all of Denning’s three laws, it doesn’t only come down to thinking new ideas on how to organize — it also comes down to how to fuel this new organization. A responsive agile organization needs something to respond to — this is the job of agile customer thinking / digital design thinking.

Digital design thinking solves many of Denning’s requirements for customer input in the agile organization:

  1. Creating a passionate obsession in the team to deliver more value to customers
  2. Everyone has a clear line of sight to the customer
  3. Everyone can see how their own work is adding value to that customer

How does Digital Design Thinking solve this?

  1. It captures data on customer value, demonstrating to team members how their contribution is meaningful
  2. It gives everyone access to the data and the findings. Ideas can come from anywhere, anytime, and so everyone needs access and enablement
  3. It captures detailed data to demonstrate how every input and effort has an effect on the customer, and what effect. Every contribution counts