Agile methods help. But not everywhere and not at all costs. As described in the overview text on “agile methods”, a context is required in which the use of agile methods is useful and possible. “Why” do we introduce agile methods? What is the “purpose” here? Do we follow a fashion, do we want to appear attractive as an employer? Or do we face up to the changed reality and are we prepared to question our truths of yesterday? Do we really practise values such as openness, trust, courage and individual responsibility? Are a constructive error culture, work in iterative loops principles which are self-evident for us and practised? If you “only” find these subjects on the slides of the last management meeting, stop and think before you proclaim agile transformation in your company in white trainers.
These and other questions have to be asked before the introduction of agile methods can generate value-added for your company.
During the introduction, you will presumably come across various dilemmas. On the one hand, agile methods such as design thinking can only work if the group / the company permits and even promotes a high degree of self-management and autonomy. On the other hand, and there is frequently a great misunderstanding here, a “maximum of discipline” is required in the use of such methods. At the method level, “agile” does not simply mean “we’ll do that now creatively and flexibly with a lot of colourful Post-its.” If I hold a “brain-dump session”, this is not just another form of brainstorming, although it is often used in this way, and a “daily stand-up” is not one of the familiar “morning meetings”. In their purest form, agile methods are more strictly regulated than many people realise. And it’s a good thing too!
But which of the many methods are right for me and my team in my context?
If you already have a business model or a product in mind and want to begin with the design or development, it is best to use scrums. As a framework for agile project management, this method offers the basic conditions for an iterative approach, where teams organise themselves independently, work together in the best possible way, also sometimes take decisions mal autonomously and ultimately reach the target faster. In addition, scrum enables the application of many different tools. In most companies, a scrum stage (“sprint”) takes 14 days. In these two weeks, the team members work on their task packages, but frequently meet each other to exchange information. The scrum process also includes constantly checking the quality and functionality of a product or business model and also regularly obtaining feedback from the customer.
Thus it is possible at all times to re-adjust and improve the end result. Scrum is not only a helpful method of independent organisation in product or software development but also in many other areas. You thus establish a completely new modus operandi in your company, which your teams will experience as an exciting journey. Admittedly, it requires some courage to become involved with this. Nevertheless, just try it out, you can only improve. Of course, we shall be pleased to help you in this respect.
Design thinking is one of the best-known agile methods and rather a fundamental attitude. Before you introduce design thinking, you should know that the consistent use of this framework can turn your company and your business model upside down. Design thinking is characterised by doing everything to promote creativity. The use of colourful materials, colourfully decorated workspaces and a large number of Post-its has become a trademark. And the more multi-disciplinary the composition of the creative team is, the more outstanding the ideas are. And that is almost always an enrichment for the process and for the result.
A further essential feature of design thinking is strong customer-orientation. How does the customer behave in day-to-day life, what needs does he or she have, what are his or her wishes and fears? If as much information as possible has been collected, the process of solution-finding begins with a variety of creative techniques.
If an idea is decided on, it is necessary to constantly test it with the customer with the aid of a prototype and adjust and improve it if necessary. Only that which has proven itself one hundred per cent is implemented.
In all cases, design thinking promises extremely creative work, which requires the flexibility of each individual and of teams. We shall be pleased to lead you through the design thinking process or enable you to carry it out independently.
Design sprint was developed at Google and is very similar to design thinking in terms of methodology. But whereas a design thinking process may stretch over months, only five days are available for the design sprint. The aim is to develop ideas quickly and under certain circumstances also reject them quickly again. By consistently taking the customer’s viewpoint into account, the customer also has a seat at the table, so to speak, and at the end is presented with a prototype. The design sprint is carried out by a group of approximately employees, since here too it is essential to take as many points of view into account as possible. In order to be able to actually present a product after five days at the most, a clear set of rules is required. Thus, for example, the task for each of the five days is precisely stipulated.
Day 1: compile information; day 2: ideate, i.e. collect ideas; day 3: select ideas which are to become prototypes; day 4: prototypes; day 5: test with the customer / user. Regardless of how the process develops, at the end you have a result.
bt has a lot of experience with design sprints and will also be pleased to apply the method in your company. Incidentally, sometimes we have also managed to carry out the design sprint process in four days already.
