Innovation means ‘create new value’.
Create, because ideas have to be turned into a reality.
New, because it involves novelty.
Value, because what gets made has to be valuable.
I attended the intro course with Jonathan Courtney, Co-Founder of AJ&Smart and Product Strategist, and Jake Knapp is the creator of the Design Sprint.
I want to learn more about the Design Sprint process and use it in product work. And I’m intrigued by the idea of a one hour Design Sprint.
What are Design Sprints?
Structured step-by-step system for solving big problems as a team in one week, one day, one hour.
Who are Design Sprints for?
Anyone involved in design thinking, strategy and business.
What problem does Design Sprints solve?
Gives projects a structure to kickoff.
Helps make big decisions.
Provides a repeatable recipe for being able to guide a team through the experience and guide them to do more valuable work.
Brings together a team of people around collaborative process that builds a momentum.
This week I did:
Coordinating information, spotting patterns
This week has been about working through ways and means of coordinating information from different sources to create a single cohesive picture. A big part of that is around bolstering our digital safeguarding response in the short term and figuring how the picture changes into the future to affect a longer term response.
I’ve also put a lot of time into scoping the next version of the product we’re developing, understanding what problems we should be solving and being specific about which problems we aren’t tackling. I’ve approached it in more structured way than how we scoped the current version, partly because I’ve had more time but also because we’ve learned a lot about our capabilities over the last few months so I have a better idea about where to focus my attention.
Why we need a better understanding of problems
I wrote about how sometimes we have a tendency to jump to solutions, and often technology solutions, without truly understanding the problem we need to solve. I wrote it as a talk for a charity meetup that didn’t happen but as its something I believe strongly about I thought I’d add it to my blog so I don’t lose it.
I’ve started using Stand-up template in the journal app that Ross has been building. I’ve made various attempts at daily personal stand-up/journaling but it feels different when its a dedicated app. The challenge, regardless of how they are written, is in getting value back out of what was written. I haven’t quite figured that out yet but it’s something I’m thinking about.
1000 digital tools
The Ultimate Digital Tools List reached a thousand entries. I’m still unsure what to do with it, other than my creator tech/business models idea, but I’ll continue to add to it in case it becomes useful one day.
I posted my fourth Twitter thread of things I’ve read recently. Although each one takes a couple of hours but I find it quite useful to look back over the things I’ve read to remind myself why I was interested in it and I hope they are useful for others too.
This week I thought about:
‘Meaning, ‘constructed or created from a diverse range of available things’, bricolage might be the term that describes an idea I have about mixing methods and techniques together. As a ‘digital bricoleur’ we could bring together daily stand-ups from Scrum, storyboarding from Design Sprints, service safari from Service Design, etc., and so construct working practices made up of elements from a diverse range of frameworks and methodologies, each solving identified problems (which is the hard bit).
Why are strategy and tactics seen as opposites?
Sometimes when I hear people talk about strategy and tactics I sense an implication that strategy, and strategic thinking are seen as impressive important things whereas tactics are dismissed as unimportant and not worthy of consideration. I think the real skill of strategic thinking isn’t just in the big ideas and ambitious aims but in how all things are connected. Good strategic thinking is realistic and integrates the details that will make the strategy happen. I feel like there’s a version of S.M.A.R.T. thinking for creating strategy rather than setting objectives.
This week I read:
A body of knowledge
I’ve become a little enthralled with the Digital Practitioner’s Body of Knowledge, not just it’s really well written (it isn’t) but because of the challenge of what it takes to create such a thing. Where would you start with creating ‘a body of knowledge’? How would you decide what to include and what not to? How would you keep it up to date?
Paradox and conflict
Chaordic organisations are “self-organizing, adaptive, nonlinear complex system, whether physical, biological, or social, the behavior of which exhibits characteristics of both order and chaos or loosely translated to business terminology, cooperation and competition.” So many interesting ideas to get into.
The theory of multiple intelligence’s
The theory of multiple intelligence’s challenges the idea that intelligence can be measure linearly (low to high) by a single metric of logical thinking, and we should approaching understanding our intelligence(s) as mixes of visual, social, spatial, etc., intelligence’s. It seems obvious when you think about, but where I think it becomes interesting is in the ways the digital working methods and techniques can be adopted that make greater use of this mix of ways of thinking an learning.