It’s a couple of years old, but I love this short talk by Amazon.com’s CEO Jeff Bezos. In it he presents four things he knows:
- Obsess Over Customers
- Think Long Term
- It’s Always Day 1
It’s a couple of years old, but I love this short talk by Amazon.com’s CEO Jeff Bezos. In it he presents four things he knows:
I’m always amazed by all the lean startup events and activity that I have yet to discover. Yesterday I learned about Lean Day West – a 3 day conference that took place in Sept 2013 and dealt with Lean Startup and Lean UX in the Enterprise. Lucky for us the talks have been recorded and they are awesome. If you are at all interested in how to apply lean startup in a non-startup, check them out! Some of my favorites:
How do you take a gigantic organization like PayPal and begin to transform the experiences? Engineering is often the key blocker in being able to achieve a high rate of innovation. In this talk, Bill Scott will give specific examples on implemented Lean UX in a 13,000 person company, re-factored the technology stack and changed the way engineers work with design & product partners. In addition, Bill will provide additional examples that go back to his early days writing one of the first Macintosh games to his more recent work at Netflix and the power of treating the user interface layer as the experimentation layer. (Slides)
Part of the inspiration for lean is to eliminate as much unnecessary work as possible to arrive at a valuable end-product. Methodologies such as Lean UX aim to design the best customer experience in the shortest cycle possible, but how do these approaches apply when it comes to executing and shipping a functional Minimum Viable Product? In this talk, designer Jono Mallanyk and software engineer Ben Burton delve into the hands-on approach they’ve taken to cross-functional pairing to design and build products quickly and effectively. In this talk, they’ll detail how and when to involve execution in the lean process, tools and techniques they’ve found useful for developers and designers working together, and do some live cross-functional pairing to demonstrate their process. At Neo Innovation Labs, Jono and Ben have spent the past 6 months pairing as designer and developer, learning from each other, and honing their cross-functional process to arrive at a truly lean approach to software creation. (Slides)
At any large company, it can be difficult for a UX team to be innovative: the roadmap is pre-determined, quick fixes are the objective, revenue and new features are often prioritized over fixing what’s broken. Combine that with an aging infrastructure, and true innovation seems like an impossible goal. This session will examine how the K12 UX team at Hobsons found very small ways to innovate within existing constraints, and gradually built on those successes to move toward the forefront of the company’s product development process. By focusing first on tiny innovations, it is possible to iterate toward big changes within your organization. (Slides)
I noticed this job posting on the wire today (copied below). Looks like VISA is setting up an Innovation Incubator. VISA refers to their larger R&D group as VISA Labs, and this group would be known as the Incubator. VISA Labs doesn’t seem to have a dedicated website (but it looks like their design contractor has a preview up here).
I did find an interesting interview online with Joe Cunningham, Visa’s Global Head of Technology Strategy & Innovation where he talks about VISA Labs and the way they’re organized for innovation. My guess is Joe is who the Sr Director of the Incubator would report to (you can see him speaking here to the Singapore Big Data Meetup group).
Although they’re big into open innovation, it looks like they want to pilot some stuff in-house too. If you’re interested in innovating inside a company with lots of assets to leverage, this might be interesting.
Visa Inc. is a global payments technology company that connects consumers, businesses, financial institutions and governments in more than 200 countries and territories, enabling them to use digital currency instead of cash and checks.Visa does not issue cards, extend credit or set rates and fees for consumers. Visa’s innovations enable its bank customers to offer consumers choices: Pay now with debit, ahead of time with prepaid or later with credit products. From the world’s major cities to remote areas without banks, people are increasingly relying on digital currency along with mobile technology to use their money anytime, make purchases online, transfer funds and access basic financial services. All of which makes their lives easier and helps grow economies.
Behind the Visa brand are our talented employees who continuously raise the bar with innovative solutions and products that deliver the convenience and security of digital currency to more people all over the world.
Visa is selectively recruiting for a Leader who will help build and lead Visa’s Foster City-based Incubation Unit. You will have the rare opportunity to work at the vanguard of payments, mobile solutions, social media capabilities, digital commerce experiences and a wide range of emerging digital payment platforms. You will reimagine how consumers interact with their money for payments and commerce through innovative product concepts, prototypes, and pilots that delight our customers and position our company for substantial growth.
– Lead rapid prototyping and piloting of new consumer experiences. You will be part of a highly dynamic, lean, and multi-disciplinary team to validate hypotheses and new product concepts
– Integrate broad knowledge of product concepts in emerging spaces (e.g. loyalty platforms, business analytics, authorization, and identity management) to develop viewpoints that inform internal development.
– Collaborate with external partners. You will also help us nurture relationships with key external stakeholders in the payments and commerce ecosystem including academics, entrepreneurs, VCs, etc. You will be a key team member in structuring business development relationships with external pilot partners.
– As the senior member of the Visa Incubation Unit, you will interface directly and often with officers throughout Visa’s business units, with the explicit objective of helping accelerate the firm’s corporate agendas through research and learning, rapid prototyping, and applied pilot market tests.
– Work closely with the enterprise research and development function to complete the innovation lifecycle at Visa.
– Provide consultative development services to validate/prototype ideas for Visa products and services.
– Define/evolve the incubation innovation portfolio.
– Based on incubation results and market insight, advise Corporate Strategy, IT and Product regarding potential technology injection, partnering, and investment opportunities.
– Actively participate in the Open Innovation framework to tap into outside expertise and make Visa an innovation partner of choice.
– Act as a “front door” for innovators wanting to work with Visa.
– Develop relationships with external entities to evangelize Visa’s innovation agenda.
– Match innovation partner capabilities/goals with Visa needs.
– Leveraging the Open Innovation framework, democratize innovation at Visa by broadening access to the innovation pipeline through evangelizing, promoting, and participating in initiatives/programs designed to foster a Culture of Innovation at Visa.
-15+ years track record of building and launching consumer products on web and mobile platforms
-Deep knowledge and passion around emerging payments technologies and how they will change commerce and consumer experiences
-Ability to communicate with and inspire developers, business analysts and other team members and drive toward a product vision
-Highly polished presentation skills. Ability to effectively communicate with, influence, and motivate C-suite executives.
-High level of intellectual curiosity and are comfortable with ambiguity
-Ability to put team before self and are energetically collaborative
-Enjoy working with a fun team of richly creative and accomplished professionals
-Familiarity with all stages of the software development lifecycle, extensive experience with rapid prototyping and agile development
-Strong manager with excellent organization and people skills and the ability to set priorities, problem-solve, multi-task and work well in a dynamic, rapidly changing environment
-Payments and digital commerce experience a strong plus
-Ability to roll up your sleeves and directly apply your diverse knowledge set to solve complex technical and business related problems if required—we need more than pure “managers”
A lot of people skimp on the time they spend in one-on-ones or feedback sessions. They might dash off a few notes if they’re solicited, or think deeply about it once a year or once a quarter around performance reviews. But, generally speaking, we ignore people in our culture of hustle and growth. Building a real human connection doesn’t seem to count as productivity …
Not everything requires a concrete action to move the ball forward. When you learn you can be honest with your manager, or as a manager you learn that you can be open and candid with a teammate, work is being accomplished. In fact, doing this will make everything that you achieve going forward that much easier, faster and more effective. You’ll get what you put into it over time — you just won’t know when.
There some other great advice in the article for managers and individual contributors:
Assume the best intentions from your teammates and start with the belief that everyone wants the company to do great work. Envision yourself as part of this broader effort.
Don’t worry if your idea doesn’t win as long as the best idea wins. You will have more ideas.
Don’t try to make something perfect before offering it up for feedback. Adopt a napkin sketch mindset and check in with your manager along the way to make sure you’re headed in the right direction. The final result will turn out better, faster.
I’ve noticed that there’s a real battle going on between the VCs these days to put out the best engineering and product management content. First Round Capital, Sequoia Capital, Andreessen Horowitz and Union Square Ventures are all putting out awesome content. I can only assume they’ve realized that it’s a great way to get mind-share and to speak to leaders in startups.
I had the pleasure of hearing Steve Sanderson speak at the Austin Lean Startup Circle last night. Although I’m a big fan of the Lean Startup, with a working wife and two little kids it’s rare that I prioritize a Meetup over some family time before the kids go to bed. But I really wanted to hear what Steve had to say about applying lean startup methodology at Rackspace.
If you don’t know Steve, he was VP of Product at a couple of companies, most recently Food on the Table, and was featured in the Lean Startup book and on Eric Ries’ blog. A little less than a year ago he made the switch to Rackspace to be their Resident Lean Startup Expert. I was curious to know what that meant and any challenges he faced. There aren’t a ton of people working to apply these principles in a larger enterprise and since I’ve now had the opportunity to run a innovation lab at two medium-sized companies (Bazaarvoice and Indeed) I want to see how other people view the challenges.
I loved how he started by pointing out that there are a couple of different contexts for applying these principles, and he ordered them from easiest to hardest:
I appreciate that Steve was drawn to Rackspace to pursue the hardest challenge – working on the organizational change required to make these principles part of the product culture in an existing organization.
Steve started with some tips for effective organizational change. Things like:
I had a chance to ask a couple of questions, but I still would love to know how he feels about the challenges of implementing dual-track agile, which is really necessary to get lean-principles running in a team that is also responsible for operating one or more products/features at scale. Since Steve is based here in Austin I’m going to see if I can chat with him further to go into more detail about this. I will be sure to share what I discover.
I noticed a new job announcement this morning from JPMorgan Chase seeking a Head of Chase Labs:
The Head of Chase Labs will lead a new team focussed on digital product innovation across banking, credit and consumer payment product groups. This team will operate within the overarching product and business strategies, and will drive new digital product and service development that will enhance the Consumer and Community Banking proposition and drive the P&L.
The responsibilities of the role look pretty interesting:
Chase is a little late to the innovation labs game. In the financial space there are already some great labs up and running:
Capital One Labs has sites in Washington DC, New York and San Francisco. They run an API and a developer portal encouraging third-parties to build on their platform. They’re big fans of the Lean Startup philosophy (hosting the Sept DC Lean Startup meetup), and sponsors of the Launch series of hackathons. They’re also hiring (developers, product managers and more).
Mastercard Labs have been running since 2011. They have sites in existing MasterCard facilities in Singapore, Dublin, Purchase (N.Y.), and St. Louis. They don’t seem to have an online presence, but they mention their focus is mobile, e-commerce, and person to person payments. Some of their projects are Simplify Commerce, and QkR.
Intuit Labs has been around for a while and really sets the standard for excellence. They have a ton of projects already under their belt:
It also looks like Visa is setting up a lab. Lean Startup has taken over the consumer/financial space!
A while back Nordstrom Innovation Lab posted a great video of the team working inside a Nordstrom store to rapidly prototype and iterate on a iPad app for sunglass shopping:
When I went back to re-watch recently I noticed an interesting thing on their website:
Interested in checking out our new People Lab? Apply here.
This instantly reminded me of Google’s People & Innovation Lab (if you haven’t heard of it, here’s a good intro). My guess is that the good people at Nordstrom were inspired by Google’s PiLab. Here’s Nordstrom’s description:
This is a dedicated, full time team that will focus on learning, coaching, experimenting and designing tools, resources and workshops. Our primary role is to bring a data driven, human centered, innovative lens to our People, Culture and Leadership practices. This includes everything from supporting teams that are redesigning our Recognition program and Hiring/Onboarding Processes, to designing resources for teams and leaders, to collecting and visualizing data and metrics about our culture and people, and running Innovation Bootcamps, Design Thinking Workshops, and other coaching.
And here’s a description of Google’s PiLab:
The PiLab plays the unusual role of conducting applied research and development within People Operations, Google’s version of Human Resources. Doing R&D in HR isn’t a particularly common practice, but when your employees build virtual tours of the Amazon and tools to translate between 60+ languages, you need creative ways to think about productivity, performance, and employee development. The PiLab’s collection of industrial & organizational psychologists, decision scientists, and organizational sociologists have as their mission to conduct innovative research that transforms organizational practice within Google and beyond.
Google’s PiLab did the analytical work on management that resulted in the Project Oxygen results.
A look around the Nordstrom People Lab website reveals some awesome content:
I look forward to seeing more great stuff on innovation from both labs at Nordstrom!
p.s. If you’re interested in knowing what ultimately happened to that Nordstrom iPad app, Josh Seiden followed up with them and wrote about it. There’s also a great talk here by the one of the Nordstrom Innovation Labs members Jeremy Lightsmith (slides/PDF).