Designing for Agile Delight! Customer Obsessed Innovation at Intuit
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Innovating effectively in an Agile environment is no easy feat. Learn how Intuit applies an innovation culture and their own "Design for Delight" (D4D) process to deliver and enhance their enterprise agility program—and keep both internal teams and customers happy. Explore this unique process around customer-driven innovation, deep customer empathy, and how to navigate rapid iterations with customers. Learn about how they applied their agile D4D process to solve key customer problems, and leave with the knowledge of how to deliver both features and customer delight.
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Designing for Agile Delight! Customer Obsessed Innovation at Intuit
- 1. 1
- 2. Ian Maple Enterprise Agile Leader Atlassian Summit 2019, Las Vegas, April 11th Designing for Agile Delight! Customer obsessed innovation at Intuit
- 3. 3 X A bit about Ian
- 4. 4 How well does your organization deal with innovation?
- 5. 5
- 6. 6 Recognized as one of the world’s leading companies: FORTUNE 100 BEST COMPANIES TO WORK FOR - 16 Years in a Row MOST ADMIRED: SOFTWARE INDUSTRY MOST INNOVATIVE COMPANIES 14Years in a Row 2004 2005 2006 2007 2008 2009 2010 2011 2012 2015 WORLD’S MOST ADMIRED COMPANIES 2013 2014 4 Ranked # 2017 2017 2013 201420152016 2016 2018 # 13 Ranked
- 7. Let’s solve a problem…
- 9. Deliver world class agility through enterprise-wide adoption of Agile principles
- 10. 10 1 2 3 4 5 6 7 8 9 10 11 12 Agile Principles Create an environment where the world’s top talent can do the best work of their lives Delight customers more than rivals in ways that matter most Inspire confidence in our long term growth, leading to a higher stock price Employee Customer Shareholder True North Goals Delight partners who add value to the ecosystem Partners Agile Practices P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P P Agility Outcomes Speed Customer Satisfaction Employee Engagement Quality Predictability Productivity
- 11. So what’s the problem?
- 12. Deliver world class agility through enterprise-wide adoption of Agile principles
- 13. 13 0 10 20 30 40 50 60 70 80 90 100 “Doing Agile” “Beyond Agile”“Being Agile” World Class “Not Agile”
- 14. How Agile are we?
- 15. 15 ...and lots of metricsWe have ways to assess Agile maturity with a team… Well… Intuit Agile Maturity Assessment Tool That’s another talk… “Measuring Agility – Customer and other outcome obsessed Agile metrics”
- 16. 16 So…
- 17. 17 “We are not there yet” - State of Agile at Intuit Survey
- 18. How can we help our teams with this problem?
- 20. 20
- 21. 21 KNOW YOUR CUSTOMER BETTER THAN THEY KNOW THEMSELVES DEEP CUSTOMER EMPATHY
- 23. 23 Deep Customer Empathy - Customer Safari VISIT • Go to the location where your current or potential customer is OBSERVE • Watch the specific activities in their environment EXPLORE • Ask clarifying questions about what you observe CAPTURE • Notes and photographs DISCOVER • Look for SURPRISES, in order to reveal INSIGHTS “An insight changes the way we think about our opportunity, our customer and the world around us”
- 24. 24 BE A DUMMY • Ditch your expertise, be the newbie CLARIFY • Ask clarifying questions, follow up with ‘why’ DON’T JUDGE, OR SUGGEST • Take only pictures, leave only footprints BE PRESENT AND ACTIVELY LISTEN • Listen not just to the words but also watch body language and emotion IT’S NOT ABOUT US • Don’t look at the world through your product The Customer Safari Mindset
- 25. 25 Our problem statement I am <customer persona> I am trying to <desired result> but <problem/barrier> because <root cause> which makes me feel <emotion> I am I am trying to but because which makes me feel
- 26. Back to our world class agility problem…
- 27. 27 “We are not there yet” - State of Agile at Intuit Survey
- 28. 28 Content SupportAssess CoachLearn Partners External Agile Communities Charter and Leadership Recruit That’s another talk… “Intuit Agile – Anatomy of an Enterprise Agile program” Lets Focus Here!
- 29. 29 What is holding us back? Teams Agile Coaches
- 30. 30 Our problem statement I am an Agile team at Intuit I am trying to deliver optimal outcomes using Agile but some of our Agile practices leave a lot to be desired and we are not making forward progress because we do not have access to Agile coaching which makes me feel frustrated and not supported I am I am trying to but because which makes me feel
- 31. 31 Go Broad to Go Narrow
- 32. 32 TO DISCOVER ONE GREAT IDEA, YOU MUST EXPLORE MANY DIFFERENT IDEAS GO BROAD TO GO NARROW
- 33. 33 I am an Atlassian Summit attendee, I am trying to attend this session and have an enjoyable experience but… • Too many options! I want to attend it all • I couldn’t find the room • I can’t find my friends • The session was already full when I got there! Work as a team to solve this problem Step 1 – Form a team and choose an idea Step 2 - Generate as many ideas as you can in ONE minute to solve the problem • Individually, think of an idea and state your idea to your team • Listen! and add to form new ideas using ’Yes, and…’ • Don’t judge the ideas, this is about quantity, not quality, wild ideas are welcome! • Keep a count of your ideas! Let’s try it! – Go Broad 1 MinuteSTOP!Let’s go! 30 SecondsSTOP!
- 34. 34 Debrief Who generated the most ideas? Who has the wildest idea? Anything we could do to improve future sessions? Anything we could do to improve this session? So which idea is the right one to start with…?
- 35. 35 1. Experiment with word pairs for axis labels 2. Place your ideas on the grid and see what starts to emerge 3. Repeat with different word pairs until you have your first idea Go Narrow with 2x2 Narrowing
- 36. 36 3 innovation days - 1 idea day 1 day 2 day 3
- 37. 37 Not enough coaches… Teams Agile Coaches but we do have… What if the teams could coach each other…?
- 39. 39 The Idea - AgileCupid A way to connect our teams so they can help each other on their Agile journeys Intuit scrum masters and Agile team members We are making slower progress than we want on Agile and agility maturity due to limited access to Agile coaching Have our teams coach each other in their strength areas
- 40. 40 MEASURING WHAT THEY DO… IS BETTER THAN LISTENING TO WHAT THEY SAY… RAPID EXPERIMENTS WITH CUSTOMERS
- 41. 41 1. Teams recognize weakness in their Agile practices and are willing to receive help from other teams. 2. Teams have strength in some Agile practices and are willing to spend time coaching others
- 42. 42 Hypothesis #1 – ‘Demand’ If we ask Intuit scrum masters “Do you have an Agile opportunity area?” and “Would you be coached by another Intuit Scrum Master?” then at least 50% would commit to do it. Instead, obtain CURRENCY! 555-123-4567
- 43. 43 Experiment #1 – “Demand” CURRENCY: Meeting invite was accepted
- 44. 44 Results: Experiment #1 – ‘Demand’ • 80% of teams accepted a meeting invite to get coaching from another team on an Agile practice Results: Experiment #2 – ‘Supply’ • 75% of scrum masters accepted a meeting invite to help another team on one or more Agile practices
- 45. 45 • We have demand! • We have supply! • Keep going! • Our Next Leap of Faith Assumptions • We can identify which teams are good at which practices • We can expose that in an easy way for teams for self-service coaching • Time to build a prototype!
- 46. 46 Five Types of prototype Fast Cycle Sketch Test: Observe testers using a sketch prototype Fake-o Test: Part of the experience is fake or hard-coded Concierge Test: Find a way to deliver the experience manually Technical Test: Prove the technology can work Fully Built A/B Test in Production Do the simplest, fastest thing possible!
- 47. 47 The Agile Cupid Prototype
- 48. OK got it, innovation is cool… Now what?
- 49. How do we integrate Innovation with Agile?
- 50. 50 Maybe Don’t… At least not in the early stages But what if …
- 51. What if innovation was the way we work?
- 52. 52 If you are picturing this… •Initiative •Epic •Story • Idea • Hypothesis • Experiment …that’s not quite how it works!
- 53. 53 Balancing the Agile Innovation scale More unknowns Green field Exploring new problem spaces Brand New Products Dedicated Innovation sessions = More Experiments More knowns Compliance and regulation Contractual obligation Established Products Run the business = More User Stories BOTH are needed!Experiments User Stories
- 54. 54 Agile and Innovation at multiple altitudes Vision • Horizon: 3-5 years • Backlog of : Strategic Priorities Roadmap • Horizon: 12 Months • Backlog of : Initiatives + Ideas Release • Horizon: 3 months • Backlog of : Epics + Leap of Faith Assumptions Sprint • Horizon: 2 weeks • Backlog of : User stories + Experiments Daily • Horizon: 24 hours • Backlog of : Tasks
- 55. 55 For example: Integrating Experiments into the story board Backlog In Progress Done E S B S B E S B Bug S User Story E Experiment
- 56. The bottom line…
- 57. 57 Innovation needs a place to start…
- 58. 58 … but also needs to be part of how we work
- 59. 59 Find what works for your teams and try it!
- 60. 60 Perhaps… Innovate on your innovation?
- 61. Thank you
- 62. Ask me anything… …or ask me later… linkedin.com/in/ianmaple