It is the way we learn ourselves, and it’s how we inspire change throughout the organizations we work with.
At Emergn we are continuously developing and publishing new material to educate and teach new ways of working. Our latest addition to the VFQ Content Library is the Product Management Action-Learning Course Book.
This book and course has been designed from the outset to be practical for people working in product management. Whether you are running a product management department, a product owner working with agile teams, or part of the product management process, they will help you develop your ideas and bring them to life through an agile delivery process. You will cover key parts of the product management process and identify your target market and specific customers and their needs. Finally, you will learn how to incrementally and iteratively uncover and test your assumptions so that the product you build really delights your customers.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Why do so many enterprise attempts to scale Agile go awry? The problem is not just a lack of training or tactics for developers, but a matter of whether the organization has put in place the right environmental factors around the development lifecycle that enable Agile to grow.
An initiative to implement Agile more broadly needs to have a roadmap – not a roadmap that focuses on methodologies exclusively, but one that ensures the right enterprise conditions are in place to permit Agile to scale.
Few organizations have been able to realize the full value Agile can offer. The Corporate Executive Board (CEB) has identified 11 critical focus areas to enable organizations to capture higher returns from Agile development. They assessed the maturity levels of more than 150 Agile teams to identify the factors that distinguish high-performing Agile teams from those that fail to realize the full potential of iterative development methods.
The world is more complex, it’s changing faster, and meeting customer demand is harder than it’s ever been. Emergn believes that a focus on delivering more value, faster flow and better quality points to the changes that need to happen first.
By improving these three complementary and intertwined areas, we directly improve overall business performance. This thought paper introduces each concept and how it helps businesses unlock success.
What is time worth to your company? We measure projects on cost and size, but although we pursue deadlines, we have little idea how to value time.
Without a way of measuring and comparing time sensitivity, we find ourselves making poor, subjective prioritization decisions. This thought paper introduces and explains an approach called CD3, designed to help deliver value as fast as the business needs it.
Organizations want to work on the right ideas – the ones that customers want, and which will generate value.
Given that resources are often constrained (of time, people and money) making the right decision seems more important than ever. Yet portfolio management is often seen as a problem. This paper considers ways to quickly discover the highest value projects and compare them effectively, helping organizations balance risk and differing objectives across the portfolio.
Outsourcing is a fact of modern business, but this element of the value chain often struggles with innovation, change and rapid feedback.
New Agile methods seem especially hard to use with suppliers, given a traditional procurement model based on controlling schedule, scope and budget. This thought paper considers how to evolve the outsourcing relationship in an Agile environment.
What we learn in a classroom or through observation is never as effective as what we learn from experience, from our own mistakes and successes.
It’s ironic that something we understand in our daily life gets forgotten when it comes to training in the workplace. If we’re trying to acquire new skills that are intended fundamentally to change the way we work, then it makes even more sense to learn through experimentation and doing.