Moving Fast in the Enterprise

Success in today’s marketplace requires us to move faster, to get closer to customers, and to increase the probability that what we build is fundamentally what they want.  Moving Fast in the Enterprise must be done with a concise set of tools and principles, but also a new way of thinking that can help us do that better.

These principles can be applied throughout the enterprise, regardless of organizations implementing a new version of a product, taking a product into a new market, or building something fundamentally new like the world has never seen.  End results include process change to simplify internal productivity, interacting with customers better enabling quicker sales cycles, reducing the cost of sales, resulting in more value added customer solutions.

These are all changes with a high degree of uncertainty, where calculating ROI can be difficult.  By treating process changes as controlled experiments to test validity can ultimately drive an organization wide roll-out.

Do traditional enterprise processes take the idea of growth based on customer need seriously?  Is the customer completely engaged throughout the build process?  How often do we get the voice of the customer right the first time?  What if market conditions change through the life of the project which may change the scope of the project?  Getting customers engaged early and continually through the project serves to constantly test to ensure the current version of the product fundamentally is going to drive growth and delight customers.  This develops a process of continued learning where a measurable business outcome is achieved.

Organizations must focus on ‘Build, Measure, Learn’ cycle times – How much time has elapsed before we’ve validated the idea as correct or incorrect?

Every team memb

er can be entrepreneurial about their job.  Do you have ideas about how you can serve customers better?  How can you get the ideas tested?  We should be empowered to propose experiments.  Every project must have accountability and defined metrics.  While driving process change, are you learning something important?  How are you learning about what customers want?


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