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The story of sprintz.work

This is the story of sprintz.work

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The story of sprintz.work

  1. 1. Today … • How and why we built SprintZ.work. • The way to learn to manage remote workers is to manage remote workers • How we are training sprinters to work effectively at companies around the world • Key learnings from many remote innovation sprints • How you can hire our sprinters for your project(s) and/or join one of our management training programs • And how to run better remote sprints if you choose to do them on your own.
  2. 2. The Story of Sprintz.work 1. A request “ Create a remote Innovation Management Program” 2. Should I ? 3. Could I ? 4. How could WE do it best ? 5. Questions and Answers 15 Min 45 Min
  3. 3. The Back Story • An “older” guy that believes innovation is about human contact (in person) • A strong believer in Sprints • 3 experiences managing remote teams with mixed results • Then came Covid 19. “2 MBA programs… Mr. Cassady, Can you make your course into a remote innovation management course ? “
  4. 4. Should I ? • 8 Experts to investigate via a 3-week remote Sprint (4 Innovation experts and 4 remote work experts) Interaction is needed to spark ideas and easier in person Diversity is more important and it is easier remotely Remote = no trust No Psychological safety Some people happier and feel safer collaborating remotely Lack of attention when working remotely Easier to schedule things remotely More deep thought No good tools to work remotely Lot’s of good tools to work remotely Remote will always be a second choice Remote is often better Remote ExpertsTraditional Innovators VS.
  5. 5. Should I ? • 8 Experts to investigate via a 3-week remote Sprint (4 Innovation experts and 4 remote work experts) Interaction is needed to spark ideas and easier in person Diversity is more important and it is easier remotely Remote = no trust No Psychological safety Some people happier and feel safer collaborating remotely Lack of attention when working remotely Easier to schedule things remotely More deep thought No good tools to work remotely Lot’s of good tools to work remotely Remote will always be a second choice Remote is often better Remote ExpertsTraditional Innovators VS.
  6. 6. Should I ? • 8 Experts to investigate via a 3-week remote Sprint (4 Innovation experts and 4 remote work experts) Interaction is needed to spark ideas and easier in person Diversity is more important and it is easier remotely Remote = no trust No Psychological safety Some people happier and feel safer collaborating remotely Lack of attention when working remotely Easier to schedule things remotely More deep thought No good tools to work remotely Lot’s of good tools to work remotely Remote will always be a second choice Remote is often better Remote ExpertsTraditional Innovators VS.
  7. 7. Should I ? 8 Experts to investigate via a 3-week remote Sprint (4 Innovation experts and 4 remote work experts) Interaction is needed to spark ideas and easier in person Diversity is more important and it is easier remotely Remote = no trust No Psychological safety Some people happier and feel safer collaborating remotely Lack of attention when working remotely Easier to schedule things remotely More deep thought No good tools to work remotely Lot’s of good tools to work remotely Remote will always be a second choice Remote is often better Remote ExpertsTraditional Innovators VS.
  8. 8. Results … We agreed to disagree… 2 Innovation experts left the group Conclusions of those that remained 1. The world is probably moving remote 2. Even if it doesn’t, remote is the torture test of Innovation management (so if you can innovate remotely you innovate anywhere) Let’s give it a go !
  9. 9. Sprints are powerful A good thing to teach • Focused • Time Boxed • Process Driven But
  10. 10. Short sprints can achieve a great deal quickly but they DO NOT always deliver the long-term results you need. • Too short (Hit or Miss) • Limited Expert Interviews • A lack of a learning focus • Over and done => Unrepeatable
  11. 11. Could I ? • Were there good books ? Not really • Do you need to know how to do something to teach something ? • Different length Sprints • 5 day – OK, but little learning • 8 weeks – too long, people exhausted • 5 weeks – about right • Project Formats • Do only – Some learning, but little sticks • Managers together – missed managing • Managing untrained interns = chaos • Managing trained interns = about right Learning by doing …
  12. 12. Other learnings 1. The books understate the challenge 2. Key learnings • Preparation is key. • The day before your sprint is the hardest day • Deal with technology up-front • Build skills before the work together • Have a clear road map • Day by day deliverables • Build Rhythms and routines (daily stand-ups + live question board) • Take time for the "soft stuff“ (interpersonal in addition to work) • Innovation + Management + Technology • Mix fun with hard work
  13. 13. Our most important learning The bicycle theory Your can’t learn to ride a bike from a book or a course. You learn by doing It is the same for management
  14. 14. How would you like to learn ?
  15. 15. Low to the ground Smooth runway Training Wheels Experts to help and support A plan to get started
  16. 16. The Ideal format Trained Students An Intensive 5 day program working on real projects 60 hours in 5 days 5 week Manager program A 5 week program with clear targets and an agreed process • Trained participants • Daily Standups • Weekly training + coaching 10-15 hours per week Notice +/- same hours as students
  17. 17. Real content: The ABCs of Innovation • A new book that build on and extends: lean start-up, sprints, the busines model canvas • Written with 24 co-authors • Taught at several MBA programs
  18. 18. The core value add of Cycles: Alignment + more on “how to” and a systems view of innovation
  19. 19. A win / win for everyone • Students: • Certification • Internship / employment opportunities • Long-term skills • Managers: • A focused approach deliver results (do more in 5 weeks than they ever thought possible with a team that can help) • Students to hire for long-term positions • Profound learning, tools, methods to keep things going
  20. 20. Results to date • The pilot student program = July 20 • 520 applicants, 120 accepted, 72 started, 59 certified • V2 of the student program week of September 21 • The manager program October 5 3 options 1. 15 K Group 5 week program 2. 25 K Personalized company programs (per sprint) 3. Trained Sprinters: 1K / week
  21. 21. The value proposition : For companies: More than you even thought possible in 5 weeks For managers: An MBA level program with tools and methods True North Spark Decks 4 Ps Problem Promise Proof Payoff SystemThinking
  22. 22. Watch this space … Targets for the next 12 months • 500 Students Certified • 50 company programs • How to better build innovation habits And lot’s of new and bigger ideas
  23. 23. Discussion • Do you agree “The way to learn to manage remote workers is to manage remote workers “ • What kind of projects could this work on for you ? • Market Validation • Existing projects • How would you want to select Sprinters for your company ? • Other questions
  24. 24. Next Steps • A free one to one talk “A defined target for a sprint” link: https://sprintztalk.youcanbook.me • Or simply send me an email saying how you’d like to start (bryan@bryancassady.com)
  25. 25. Fact Sheet

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This is the story of sprintz.work

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