SlideShare a Scribd company logo
1 of 88
Download to read offline
Imagine	
  …	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Imagine you had aliens as customers…	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Chris	
  Dolezalek	
  
How would you
discover their
pain-points or
features they
desire?	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
How would you validate you got it right?	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Even if they are
humans...	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
That like to dress as furries	
  

http://en.wikifur.com/wiki/Furry: !
The word furry (adj, f'eree), has several meanings,
dependent on the context in which it is used.
Predominantly, it means "consisting of or resembling
fur".It also pertains to an interest in anthropomorphic
animals and/or mythological or imaginary creatures
which possess human or superhuman capabilities.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Or as fairies	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Do you speak !
their language?	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Do you understand !
their culture?	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Can !
you !
relate !
to !
their
interests?	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Do you know how to approach them?	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
   October,	
  2012	
  
So, how do
you determine
their needs?	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
And,
how
would
you
validate
you !
got !
it !
right?	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek-­‐	
  October,	
  2012	
  
Con=nuous	
  Innova=on	
  
In	
  a	
  Rapidly	
  Evolving	
  Market	
  
Experimen*ng	
  and	
  being	
  agile	
  
with	
  products,	
  processes,	
  …	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
The path to enlightenment lies not in the footsteps of another

What is the one
mantra to follow
religiously?

Follow no mantra
religiously	
  

初心	
Beginner’s	
  Mind	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Con=nuous	
  Innova=on	
  
in	
  a	
  Rapidly	
  Transforming	
  Market	
  

Google
$0 to $.25B in 5 years

$0 to $37.9B in 10 years

Pivot	
  1:	
  	
  
Broad-­‐Band	
  to	
  Internet	
  
Pivot	
  2:	
  	
  
Technology	
  rewrite	
  
Pivot	
  3:	
  	
  
From	
  1	
  B2C	
  App	
  to	
  	
  
7	
  Apps	
  in	
  7	
  Markets	
  

”Innova'ng	
  at	
  a	
  breakneck	
  	
  
	
  	
  pace;	
  rolling	
  out	
  a	
  new	
  	
  
	
  	
  service	
  capability	
  	
  
	
  	
  prac'cally	
  every	
  month1.”

1. The	
  Ten	
  Faces	
  of	
  Innova*on	
  by	
  Thomas	
  Kelley	
  &	
  Jonathan	
  LiMman	
  
hMps://itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova*on/id421032598?mt=11	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
The	
  Compe==on	
  
Why	
  I	
  didn’t	
  go	
  to	
  Google	
  in	
  2000	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean Staffing
Hiring Your Most Valuable Resources
Hire	
  for	
  Tomorrow	
  not	
  Today	
  

•  The	
  top	
  10	
  in-­‐demand	
  jobs	
  in	
  2010	
  	
  
did	
  not	
  exist	
  in	
  2004	
  
“Did You Know? Shift Happens (August 2011)“
http://www.youtube.com/watch?v=EJpSqeQbh4o

Skills	
  vs	
  Curiosity	
  &	
  Passion	
  
•  "CQ	
  +	
  PQ	
  >	
  IQ”	
  	
  
Curiosity	
  &	
  Passion	
  Quo:ents	
  	
  
are	
  more	
  important	
  than	
  	
  
Intelligence	
  Quo:ent	
  
	
  Thomas	
  Friedman,	
  The	
  World	
  is	
  Flat	
  

AVtude	
  MaWers	
  
•  “It	
  is	
  not	
  their	
  ap:tude	
  	
  
	
  but	
  their	
  aFtude	
  	
  
	
  that	
  will	
  determine	
  their	
  al:tude.”	
  
Jesse	
  Jackson,	
  Washington	
  Post	
  21	
  May	
  1978	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Don’t	
  stop	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  at	
  Hiring	
  

Invest	
  in	
  spinning	
  up	
  
At	
  IMVU,	
  we	
  dedicate	
  a	
  mentor	
  to	
  
every	
  new	
  engineer	
  that	
  will	
  sit	
  next	
  
to	
  them	
  and	
  spend	
  6	
  weeks	
  spinning	
  
them	
  up	
  according	
  to	
  a	
  boot	
  camp	
  
guide	
  -­‐	
  including	
  a	
  day-­‐one	
  push	
  of	
  a	
  
change	
  to	
  produc*on.	
  
Spinning	
  Marathon	
  voor	
  WAR	
  CHILD	
  -­‐	
  Some	
  rights	
  reserved	
  By	
  isafmedia	
  (cropped)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Manage	
  Your	
  Most	
  Valuable	
  Resources	
  
What	
  makes	
  for	
  the	
  most	
  produc*ve	
  &	
  innova*ve	
  employee?	
  

Happiness	
  =	
  Passion,	
  Engagement	
  
•  Support	
  your	
  team	
  

Perspec=ve:	
  Managers	
  work	
  for	
  the	
  engineers	
  to	
  enable	
  them	
  to	
  be	
  produc=ve	
  

•  Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  

Winning	
  the	
  hearts	
  and	
  minds	
  bring	
  engagement	
  as	
  opposed	
  to	
  bodies	
  in	
  seats.	
  	
  
5-­‐Whys:	
  	
  Company	
  Direc=ves	
  Alignment	
  =	
  What	
  are	
  you	
  working	
  on	
  and	
  Why	
  is	
  it	
  important?	
  

•  Be	
  Transparent	
  &	
  Invite	
  Challenges	
  

	
  Share	
  business	
  objec=ves	
  and	
  reward	
  those	
  who	
  ques=ons	
  them	
  

•  Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  
LiMle	
  startups/laboratories	
  
•  Let	
  them	
  Hack	
  
Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
The	
  Apple	
  Approach	
  
Hire	
  and	
  keep	
  p
Then	
  again,	
  …	
  	
   eople	
  that	
  know	
  
what’s	
   bout	
  
What	
  aright.	
  the	
  Newton?	
  
“The	
  Newton	
  itself	
  was	
  d	
  on't	
  know	
  
“A	
  lot	
  of	
  *mes,	
  people	
  a flop,	
  
but	
  the	
  introduc*on	
  of	
  ou	
  show	
  it	
  to	
  
what	
  they	
  want	
  un*l	
  y a	
  reflexive,	
  
handheld	
  device	
  was	
  the	
  first	
  
them.	
  	
  
indica*on	
  of	
  Jobs	
  intui*on	
  of	
  
introducing	
  a	
  roducts	
  eople	
  awApple	
  
That's	
  why	
   p lot	
  of	
  p before	
   t	
   e	
  
knew	
  we	
  a	
  lanted	
  or	
  needed	
  them.1”	
  	
  
get	
  paid	
   w ot	
  of	
  money,	
  because	
  
they're	
  supposed	
  to	
  be	
  on	
  top	
  of	
  
these	
  things.1”	
  
1.	
  hMp://www.wjla.com/pictures/2011/10/how-­‐steve-­‐jobs-­‐has-­‐changed-­‐our-­‐world/the-­‐newton-­‐9618-­‐666.html	
  

1.	
  hMp://www.businessweek.com/bwdaily/dnflash/may1998/nf80512d.htm	
  	
  

Henry	
  Ford:	
  “If	
  I	
  had	
  asked	
  people	
  what	
  they	
  wanted,	
  they	
  would	
  have	
  said	
  faster	
  horses.”	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Number	
  of	
  uses	
  of	
  new	
  feature	
  

Con=nuous	
  Innova=on	
  	
  
Validate	
  Hypotheses	
  with	
  Data	
  

Time:	
  Experiment	
  A:	
  up	
  ~6%	
  over	
  2	
  weeks	
  prior	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Number	
  of	
  uses	
  of	
  new	
  feature	
  

Con=nuous	
  Innova=on	
  	
  
Validate	
  Hypotheses	
  with	
  the	
  Right	
  Data	
  

Time:	
  Subgroup	
  A1:	
  	
  	
  	
  	
  	
  	
  up	
  ~48%	
  over	
  2	
  weeks	
  prior	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Subgroup	
  A2:	
  down	
  ~68%	
  over	
  2	
  weeks	
  prior	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Experiment	
  as	
  
individuals	
  but	
  
also	
  as	
  teams	
  

5	
  Teams	
  
5	
  Different	
  
Processes	
  
IMVU	
  con*nually	
  runs	
  process	
  experiments	
  as	
  a	
  way	
  to	
  improve	
  our	
  
processes	
  and	
  to	
  avoid	
  falling	
  into	
  dysfunc*onal	
  rou*nes.	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Minimal	
  Viable	
  Products	
  
•  Different	
  Kinds	
  of	
  MVPs	
  

hMp://www.rise.net/blog/minimum-­‐viable-­‐product	
  

– A	
  heavily	
  used	
  system	
  	
  
(IMVU’s	
  Landing	
  Pages	
  Millions	
  of	
  monthly	
  hits)	
  
– New	
  Feature	
  Sets	
  	
  
(inventory	
  management	
  into	
  exis*ng	
  product)	
  
– A	
  brand	
  new	
  subsystem	
  	
  
(a	
  new	
  game	
  with	
  a	
  new	
  game/fun	
  loop)	
  
– A	
  paradigm	
  shim	
  
(an	
  iPhone	
  	
  App)	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Deploy,	
  Iterate	
  &	
  Learn	
  at	
  New	
  Speeds	
  
Production releases

How	
  oien	
  do	
  you	
  deploy?	
  
•  Waterfall	
  Development	
  :	
  
every	
  6-­‐12	
  months	
  
•  Agile	
  Methodology:	
  	
  
every	
  1-­‐3	
  weeks	
  
•  Con=nuous	
  Deployment:	
  
every	
  day	
  
•  IMVU	
  
every	
  7	
  Minutes	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Test-­‐Driven	
  Development	
  
	
  Where/How	
  to	
  start?	
  

Test	
  Driven	
  Development	
  hMp://www.flickr.com/photos/brunobord/3987593006/lightbox	
  Some	
  rights	
  reserved	
  by	
  brunobord	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Immune	
  Systems	
  
Small	
  Change-­‐Sets	
  =	
  Easy	
  Debugging	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
5	
  Whys	
  	
  

Turning	
  Losses	
  into	
  Wins	
  
1.  Why	
  did	
  the	
  server	
  grind	
  to	
  a	
  halt?	
  
DB	
  query	
  took	
  forever.	
  
2.  Why	
  did	
  the	
  query	
  take	
  so	
  long?	
  
Un-­‐indexed	
  query	
  on	
  large	
  table.	
  
3.  Why	
  didn’t	
  the	
  engineer	
  realize	
  the	
  query	
  would	
  be	
  slow?	
  
Local	
  tests	
  ran	
  fine	
  against	
  a	
  small	
  test	
  db.	
  
4.  Why	
  didn’t	
  the	
  engineer	
  know	
  to	
  run	
  a	
  “try”	
  against	
  produc:on?	
  
It	
  was	
  his	
  first	
  database	
  change	
  as	
  a	
  new	
  hire.	
  
5.  Why	
  did	
  his	
  mentor	
  not	
  tell	
  him?	
  
The	
  mentor	
  had	
  lem	
  for	
  the	
  day.	
  
6.  Why	
  did	
  the	
  new	
  hire	
  not	
  know	
  to	
  only	
  check-­‐in	
  with	
  mentor?	
  	
  
This	
  was	
  the	
  first	
  mentee	
  for	
  that	
  mentor	
  and	
  he	
  hadn’t	
  told	
  him.	
  
	
  	
  
Follow-­‐Up	
  1)	
  Update	
  Spin-­‐Up	
  Doc	
  for	
  Mentor	
  and	
  Mentee	
  to	
  start	
  with	
  a	
  clear	
  
statement	
  that	
  mentee	
  should	
  not	
  check	
  into	
  produc*on	
  without	
  mentor	
  or	
  
without	
  having	
  reached	
  that	
  stage.	
  
Follow-­‐Up	
  2)	
  Add	
  notes	
  to	
  DB	
  Query	
  sec*on	
  of	
  spin-­‐up	
  doc	
  on	
  use	
  of	
  “try”	
  
Post-­‐Mortems	
  =	
  Teachable	
  Moments	
  ;	
  Fix	
  what	
  needs	
  fixing	
  
Ques*on	
  mark	
  sign	
  photo	
  by	
  Colin_K	
  on	
  Flickr	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
An	
  Enhancement	
  /	
  Story	
  is	
  Born	
  
•  Project	
  Brief	
  Goes	
  to	
  a	
  Exec	
  Checkpoint	
  
–  User	
  stories	
  
–  Success	
  criteria	
  by	
  date	
  x…	
  (engagement,	
  revenue,	
  …)	
  

•  Preview	
  Mee*ng	
  by	
  Product	
  Owner	
  
–  To:	
  Tech	
  Lead,	
  QA	
  Lead,	
  Data	
  Analyst	
  
•  Tech	
  Design,	
  Test	
  Plan,	
  Data	
  Design	
  

•  Planning	
  Mee*ng	
  
–  Story	
  point	
  sizing	
  
–  High	
  and	
  low	
  es*mate	
  jus*fica*on	
  
–  Risk	
  buckets	
  for	
  stories	
  vs	
  risk	
  included	
  in	
  task	
  es*mates	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Delivering	
  Innova*on	
  to	
  Risk	
  Averse,	
  
Enterprise	
  Customers	
  

•  In	
  1985,	
  I	
  came	
  to	
  Edinburgh	
  from	
  Munich	
  to	
  help	
  sell	
  
the	
  Bank	
  of	
  Scotland	
  on	
  transi*oning	
  to	
  our	
  new	
  
product	
  that	
  resulted	
  from	
  our	
  second	
  pivot	
  at	
  Somlab.	
  
•  What	
  unfolded	
  was	
  not	
  quite	
  according	
  to	
  script.	
  
•  They	
  were	
  not	
  at	
  all	
  excited	
  about	
  adop*ng	
  innova*on,	
  
having	
  in	
  8	
  previous	
  systems	
  suppor*ng	
  180	
  of	
  their	
  IT	
  
staff.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Apply	
  Beginner’s	
  Mind	
  and	
  Con=nuously	
  Innovate…

	
  

Your	
  Product	
  Direc*on,	
  
Your	
  Company	
  Direc*on,	
  
初心	
Beginner’s	
  Mind	
  
Your	
  Development	
  Processes,	
  
Your	
  Resource	
  Management,	
  
Your	
  Marke*ng	
  Strategy,	
  
Your	
  Technology	
  Choices,	
  
Your	
  Analy*cs	
  Approaches,	
  
Understanding	
  Your	
  Customers	
  &	
  Prospects,	
  ..	
  
Everything	
  You	
  Do	
  and	
  Every	
  Approach	
  You	
  Take.	
  

Chris	
  Dolezalek	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Thank You!
Chris Dolezalek
Chris@IMVU.com

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
33	
  
References	
  &	
  Other	
  Links	
  
• 

Eric	
  Ries,	
  IMVU,	
  former	
  CTO	
  of	
  Engineering	
  -­‐	
  The	
  Lean	
  Startup	
  
How	
  Today's	
  Entrepreneurs	
  Use	
  Con*nuous	
  Innova*on	
  to	
  Create	
  Radically	
  Successful	
  Businesses	
  
hMp://www.amazon.com/Lean-­‐Startup-­‐Entrepreneurs-­‐Con*nuous-­‐Innova*on/dp/0307887898/ref=sr_1_1?ie=UTF8&qid=1318352510&sr=8-­‐1

hMp://itunes.apple.com/us/book/the-­‐lean-­‐startup/id422540072?mt=11	
  

• 

	
  

BreW	
  DurreW,	
  IMVU,	
  CEO	
  –	
  Con=nuous	
  Deployment…	
  

Con=nuous	
  Deployment:	
  Possibility	
  or	
  Pipe	
  Dream?	
  hMp://bos*nnova*on.com/2011/11/21/con*nuous-­‐deployment-­‐possibility-­‐or-­‐pipe-­‐dream	
  
Con=nuous	
  Deployment	
  &	
  Learning	
  Fast	
  with	
  A/B	
  Tes=ng	
  	
  hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la	
  
hMp://www.slideshare.net/bgdurreM/learning-­‐fast-­‐with-­‐ab-­‐tes*ng-­‐and-­‐con*nuous-­‐deployment	
  

hMp://www.mediabistro.com/The-­‐Challenges-­‐of-­‐Con*nuous-­‐Deployment-­‐Social-­‐Developer-­‐Summit-­‐467-­‐ondemandvideo.html	
  

• 
• 
• 
• 
• 

James	
  Birchler,	
  IMVU,	
  VP	
  Engineering	
  

Learning	
  from	
  Experiments	
  hMp://www.slideshare.net/jamesbirchler/learning-­‐from-­‐experiments-­‐at-­‐imvu	
  

Flickr,	
  10+	
  Deploys	
  Per	
  Day:	
  Dev	
  and	
  Ops	
  Coopera*on	
  at	
  Flickr	
  

hMp://www.slideshare.net/jallspaw/10-­‐deploys-­‐per-­‐day-­‐dev-­‐and-­‐ops-­‐coopera*on-­‐at-­‐flickr	
  

Carol	
  Dweck,	
  Mindset:	
  The	
  New	
  Psychology	
  of	
  Success	
  

hMp://www.amazon.com/Mindset-­‐Psychology-­‐Success-­‐Carol-­‐Dweck/dp/0345472322/ref=sr_1_1?s=books&ie=UTF8&qid=1318359458&sr=1-­‐1	
  
hMp://itunes.apple.com/us/book/mindset/id422549774?mt=11	
  
hMp://www.youtube.com/watch?v=XHW9l_sCEyU	
  

Did	
  You	
  Know	
  (a.k.a	
  Shim	
  Happens)	
  Blog	
  Post,	
  Slides,	
  Videos	
  

hMp://www.lps.k12.co.us/schools/arapahoe/fisch/fischbowlpresenta*ons.htm	
  
hMp://shimhappens.wikispaces.com	
  

Paul	
  Stoltz,	
  Peak	
  Learning	
  	
  

hMp://www.peaklearning.com	
  

– 

Erik	
  Weihenmayer	
  &	
  Paul	
  Stoltz,	
  The	
  Adversity	
  Advantage	
  

hMp://itunes.apple.com/us/book/the-­‐adversity-­‐advantage/id381515439?mt=11	
  

hMp://www.amazon.com/Adversity-­‐Advantage-­‐Everyday-­‐Struggles-­‐Greatness/dp/1439199493/ref=sr_1_1?s=books&ie=UTF8&qid=1318360603&sr=1-­‐1	
  

– 

Paul	
  Stoltz,	
  Adversity	
  Quo*ent	
  at	
  Work	
  

hMp://itunes.apple.com/ca/book/adversity-­‐quo*ent-­‐work/id385756581?mt=11	
  

hMp://www.amazon.com/Adversity-­‐Quo*ent-­‐Work-­‐Finding-­‐Capacity/dp/0060937211/ref=sr_1_sc_1?s=books&ie=UTF8&qid=1318360551&sr=1-­‐1-­‐spell	
  

• 
• 
• 

Michael	
  Jordan,	
  "Failure"	
  Nike	
  Commercial	
  	
  

hMp://www.youtube.com/watch?v=45mMioJ5szc	
  

Malcolm	
  Gladwell,	
  Outliers	
  &	
  Tipping	
  Point	
  

hMp://www.gladwell.com/outliers/index.html	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  hMp://itunes.apple.com/us/book/outliers/id357396748?mt=11	
  
hMp://www.gladwell.com/*ppingpoint/index.html	
  	
  	
  	
  hMp://itunes.apple.com/us/book/the-­‐*pping-­‐point/id357658331?mt=11	
  

Is	
  Con=nuous	
  Innova=on	
  Too	
  Risky?	
  

hMp://www.forbes.com/sites/stevedenning/2012/02/10/is-­‐radical-­‐management-­‐too-­‐risky	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
References	
  on	
  Experimen=ng	
  
• 

Trustworthy Online Controlled Experiments: Five Puzzling Outcomes Explained
Ron Kohavi, Alex Deng, Brian Frasca, Roger Longbotham, Toby Walker, Ya Xu
http://www.exp-platform.com/Documents/puzzlingOutcomesInControlledExperiments.pdf

• 

Puzzling outcomes in A/B testing - Greg	
  Linden

http://glinden.blogspot.co.uk/2012/07/puzzling-outcomes-in-ab-testing.html

• 

Microsoft EXP - Experimentation Platform - Ronny Kohavi
Accelerating software innovation through trustworthy experimentation
http://www.exp-platform.com/Pages/default.aspx

• 
• 

What types of things does Netflix A/B test aside from member sign-up?

http://www.quora.com/What-types-of-things-does-Netflix-A-B-test-aside-from-member-sign-up

From Zero to a Million Users - Dropbox and Xobni lessons learned - Adam Smith
http://www.slideshare.net/adamsmith1/from-zero-to-a-million-users-dropbox-and-xobni-lessons-learned

•  Data-­‐Driven	
  Startups	
  -­‐	
  July	
  23,	
  2010
http://davidcancel.com/data-driven-startups

•  Analy=cs	
  Maturity

hMp://www.forbes.com/sites/piyankajain/2012/06/22/what-­‐is-­‐your-­‐organiza*ons-­‐analy*cs-­‐maturity/

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Who	
  is	
  Chris?	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Appendix,	
  
Drill	
  Down	
  Slides	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
• Run	
  Experiments	
  	
  
	
  
• Minimal	
  Viable	
  Products	
  
	
  
• Con*nuous	
  Deployment	
  
	
  
• Smart	
  Test	
  Coverage	
  
	
  

• Use	
  an	
  Immune	
  System	
  
	
  
• Post	
  Mortems,	
  &	
  Retrospec*ves	
  &	
  5	
  Whys	
  
	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  Appendix	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Innova=ve	
  People	
  MaWer	
  

Ten	
  Faces	
  of	
  Innova*on	
  
•  Learning	
  Persons	
   •  Building	
  Personas	
  
– Anthropologist	
  
– Experience	
  Architect	
  
– Experimenter	
  
– Set	
  Designer	
  
– Cross-­‐Pollinator	
  
– Storyteller	
  
•  Organizing	
  Personas	
   – Caregiver	
  
– Hurdler	
  
– Collaborator	
  
– Director	
  
The	
  Ten	
  Faces	
  of	
  Innova=on	
  by	
  Thomas	
  Kelley	
  &	
  Jonathan	
  LiWman	
  
itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova=on/id421032598?mt=11	
  

www.tenfacesofinnova*on.com/tenfaces	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  
The	
  Right	
  Mindset	
  

Growth	
  Mindset:	
  
•  Embraces	
  challenges	
  
•  Persists	
  in	
  the	
  face	
  of	
  
setbacks	
  
•  Sees	
  effort	
  as	
  the	
  path	
  
to	
  mastery	
  
•  Learns	
  from	
  Cri*cism	
  
•  Finds	
  lessons	
  and	
  
inspira*on	
  in	
  the	
  
success	
  of	
  others	
  

Do	
  or	
  do	
  not.	
  
There	
  is	
  no	
  Try.	
  

Carol	
  Dweck,	
  Mindset:	
  The	
  New	
  Psychology	
  of	
  Success	
  
Stanford,	
  Department	
  of	
  Psychology	
  

Wise	
  Yoda	
  (detail)Yoda	
  Fountain	
  at	
  the	
  entrance	
  of	
  the	
  Lucasfilm	
  offices	
  	
  
at	
  the	
  Le`erman	
  Digital	
  Arts	
  Center	
  Some	
  rights	
  reserved	
  by	
  miss_millions	
  
Michael	
  Jordan	
  "Failure"	
  Nike	
  Commercial	
  hMp://www.youtube.com/watch?v=45mMioJ5szc	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean Staffing
A Healthy Mindset:
Failure is OK

Michael	
  Jordan:	
  
“I've	
  missed	
  more	
  than	
  9000	
  shots	
  in	
  my	
  career.	
  	
  
	
  	
  I've	
  lost	
  almost	
  300	
  games.	
  	
  
	
  	
  26	
  =mes,	
  I've	
  been	
  trusted	
  to	
  take	
  the	
  game	
  winning	
  shot	
  and	
  missed.	
  	
  
	
  	
  I've	
  failed	
  over	
  and	
  over	
  and	
  over	
  again	
  in	
  my	
  life.	
  	
  
	
  	
  And	
  that	
  is	
  why	
  I	
  succeed.”	
  

Michael	
  Jordan	
  "Failure"	
  Nike	
  Commercial	
  h@p://www.youtube.com/watch?v=45mMioJ5szc	
  
Michael	
  Jordan	
  statue	
  -­‐	
  	
  Some	
  rights	
  reserved	
  by	
  Esparta	
  	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  
Hire	
  Rock	
  Stars	
  

•  Not	
  just	
  one,	
  but	
  everyone	
  	
  
•  It	
  becomes	
  self-­‐perpetua*ng.	
  	
  
People	
  come	
  to	
  IMVU	
  because	
  	
  
they	
  want	
  to	
  work	
  with	
  rock	
  stars	
  
•  "Our	
  deepest	
  fear	
  is	
  not	
  that	
  we	
  are	
  inadequate.	
  Our	
  deepest	
  
fear	
  is	
  that	
  we	
  are	
  powerful	
  beyond	
  measure.	
  It	
  is	
  our	
  light,	
  not	
  
our	
  darkness,	
  that	
  most	
  frightens	
  us.	
  Your	
  playing	
  small	
  does	
  not	
  
serve	
  the	
  world.	
  There	
  is	
  nothing	
  enlightened	
  about	
  shrinking	
  so	
  
that	
  other	
  people	
  won't	
  feel	
  insecure	
  around	
  you.	
  We	
  are	
  all	
  
meant	
  to	
  shine	
  as	
  children	
  do.	
  It's	
  not	
  just	
  in	
  some	
  of	
  us;	
  it	
  is	
  in	
  
everyone.	
  And	
  as	
  we	
  let	
  our	
  own	
  lights	
  shine,	
  we	
  unconsciously	
  
give	
  other	
  people	
  permission	
  to	
  do	
  the	
  same.	
  As	
  we	
  are	
  liberated	
  
from	
  our	
  own	
  fear,	
  our	
  presence	
  automa'cally	
  liberates	
  others."	
  	
  	
  	
  	
  	
  	
  
-­‐	
  Quoted	
  in	
  the	
  movies	
  Coach	
  Carter	
  and	
  Akeelah	
  and	
  the	
  Bee,	
  and	
  omen	
  aMributed	
  to	
  Nelson	
  
Mandela	
  who	
  used	
  it	
  in	
  his	
  1994	
  Inaugural	
  Speech.	
  It's	
  actually	
  from	
  Marianne	
  Williamson's	
  book	
  
A	
  Return	
  to	
  Love	
  -­‐	
  Reflec*ons	
  on	
  the	
  Principles	
  in	
  A	
  Course	
  in	
  Miracles	
  (Chapter	
  7,	
  Sec*on	
  3,	
  Page	
  
165).

	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  
On	
  Being	
  Wrong	
  

Saint	
  Augus*ne	
  

(1200	
  years	
  before	
  Descartes)	
  	
  

“Fallor	
  ergo	
  sum”	
  
I	
  err	
  therefore	
  I	
  am	
  

h@p://beingwrongbook.com	
  
h@p://www.ted.com/talks/lang/eng/kathryn_schulz_on_being_wrong.html	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

Dan	
  Pink:	
  The	
  surprising	
  truth	
  about	
  what	
  mo*vates	
  us	
  

It’s	
  not	
  about	
  the	
  $	
  

hMp://www.youtube.com/watch?v=u6XAPnuFjJc	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

Hiring	
  The	
  Right	
  Mindset	
  

• Passion	
  v	
  Skills?	
  
Adversity	
  Quo=ent®	
  1	
  

Global	
  |	
  Good	
  |	
  Grit	
  

People	
  who	
  successfully	
  apply	
  AQ	
  	
  
perform	
  op*mally	
  in	
  the	
  face	
  of	
  
adversity.	
  	
  
The	
  AQ	
  Profile	
  and	
  the	
  3G	
  Panorama	
  
predict	
  how	
  well	
  an	
  applicant	
  will	
  
perform	
  on	
  the	
  job1	
  

James	
  Reed	
  and	
  Paul	
  G.	
  Stoltz	
  
“Put	
  Your	
  Mindset	
  to	
  Work”	
  
Global:	
   The	
  openness	
  and	
  big-­‐
picture	
  perspec=ve	
  to	
  
compete	
  on	
  a	
  global	
  
scale	
  in	
  any	
  job.	
  
Good:	
  	
   A	
  posi=ve	
  force	
  with	
  
unwavering	
  moral	
  
compass.	
  
Grit:	
  
The	
  tenacity	
  and	
  
resilience	
  to	
  thrive	
  on	
  
adversity.	
  

hMp://www.peaklearning.com/about_3G-­‐mindset.php	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

Some	
  of	
  these	
  “new”	
  ideas	
  have	
  been	
  around	
  for	
  a	
  while	
  	
  
“The	
  major	
  problems	
  of	
  our	
  work	
  are	
  	
  
	
  	
  not	
  so	
  much	
  technological	
  as	
  sociological	
  in	
  nature”.	
  
PeopleWare,	
  Tom	
  DeMarco	
  &	
  Timothy	
  Lister	
  originally	
  published	
  in	
  1987	
  

“By	
  and	
  large,	
  cost-­‐effec*ve	
  informa*on	
  technology	
  (IT)	
  
management	
  is	
  more	
  about	
  people,	
  personal	
  
rela*onships,	
  and	
  corporate	
  culture	
  than	
  it	
  is	
  about	
  the	
  
technology	
  itself.	
  Simply	
  put,	
  IT	
  doesn’t	
  work	
  if	
  you	
  are	
  
surrounded	
  by	
  bad	
  people	
  and	
  stupid	
  processes	
  in	
  a	
  
deranged	
  corporate	
  culture.	
  “	
  
IT’s	
  All	
  About	
  People,	
  Stephen	
  J.	
  Andriole	
  (October	
  21,	
  2011)	
  

hMp://www.amazon.com/Peopleware-­‐Produc*ve-­‐Projects-­‐Teams-­‐Second/dp/0932633439/ref=sr_1_1?s=books&ie=UTF8&qid=1319495839&sr=1-­‐1#_	
  	
  
	
  hMp://www.amazon.com/Stephen-­‐J.-­‐Andriole/e/B001JP48LW/ref=nM_athr_dp_pel_1	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

Believing	
  Makes	
  the	
  Impossible	
  Possible	
  
How	
  could	
  a	
  team	
  that’s	
  
never	
  competed	
  before	
  
almost	
  defeat	
  last	
  year’s	
  
na*onal	
  champions?	
  
Blank-­‐slate	
  new	
  players	
  
not	
  burdened	
  by	
  
conven*onal	
  thoughts	
  
on	
  what	
  could	
  and	
  
couldn’t	
  work	
  allowed	
  
unexpected	
  offense	
  and	
  
defense	
  tac*cs	
  to	
  
completely	
  throw	
  the	
  
experienced	
  players	
  off	
  
their	
  game.	
  

Photo	
  by	
  Chris	
  Dolezalek	
  from	
  1989	
  Ul*mate	
  
World	
  Championships.	
  Leuven	
  Belgium.	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  
A	
  sustainable	
  work	
  pace	
  
gets	
  you	
  to	
  the	
  top.	
  

Chris	
  D.	
  2001	
  Climb	
  for	
  CARE:	
  hMp://www.flickr.com/photos/8505628@N04/sets/72157611331749165/	
  	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  
Educa*on	
  

•  If	
  you’re	
  one	
  in	
  a	
  million	
  in	
  China,	
  there	
  are	
  1,300	
  people	
  like	
  you	
  
•  India	
  has	
  more	
  honors	
  students	
  than	
  the	
  US	
  has	
  students	
  
•  College	
  students	
  are	
  preparing	
  for	
  jobs	
  that	
  don’t	
  exist	
  yet	
  

Did	
  You	
  Know:	
  hMp://scoMmcleod.org/IowaDidYouKnowSlides.pdf	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

To	
  Climb	
  Trees,	
  Hire	
  Monkeys	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Happiness	
  Inspires	
  Produc=vity	
  
Shawn	
  Achor:	
  The	
  happy	
  secret	
  to	
  beWer	
  work	
  
We	
  believe	
  that	
  we	
  should	
  work	
  to	
  be	
  happy,	
  but	
  could	
  that	
  be	
  
backwards?	
  	
  
Psychologist	
  Shawn	
  Achor	
  argues	
  that	
  actually	
  happiness	
  
inspires	
  produc=vity.	
  
Abraham	
  Lincoln:	
  “Most	
  people	
  are	
  about	
  as	
  happy	
  as	
  they	
  make	
  up	
  their	
  minds	
  to	
  be.”	
  	
  
Eleanor	
  Roosevelt:	
  “No	
  one	
  can	
  make	
  you	
  feel	
  inferior	
  without	
  your	
  consent.”	
  

Think	
  about	
  what	
  characteris*c	
  is	
  shared	
  among	
  the	
  most	
  
produc*ve	
  employees	
  you	
  have	
  ever	
  worked	
  with…	
  	
  
Could	
  it	
  be	
  that	
  it	
  is	
  that	
  they	
  are	
  happy?	
  
hMp://video.ted.com/talk/podcast/2011X/None/ShawnAchor_2011X.mp4	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Process	
  Appendix	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Planning	
  Poker1	
  
Sizing	
  Tasks/Stories	
  with	
  Cards	
  
•  Increased	
  mee*ng	
  engagement	
  
•  High/Low	
  outliers	
  add	
  insights	
  
•  Increased	
  es*mate	
  accuracy	
  
•  Reduced	
  ques*ons	
  during	
  sprints	
  

1.  hMp://planningpoker.com	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Zoom	
  In	
  
Week	
  1	
  

S104	
   Plan	
  

Week	
  2	
  

BUILD	
  

BUILD	
  

M	
  	
  	
  	
  T	
  	
  	
  	
  W	
  	
  	
  Th	
  	
  	
  	
  F	
  

Week	
  3	
  

Week	
  4	
  

Retro	
  

M	
  	
  	
  	
  T	
  	
  	
  	
  W	
  	
  	
  Th	
  	
  	
  	
  F	
  

M	
  	
  	
  	
  T	
  	
  	
  	
  W	
  	
  	
  Th	
  	
  	
  	
  F	
  

M	
  	
  	
  	
  T	
  	
  	
  	
  W	
  	
  	
  Th	
  	
  	
  	
  F	
  

CPM	
  
Review	
  	
  …	
  	
  tweak	
  
S105	
  

Prev	
  

Tech	
  design	
  

Plan	
  

BUILD	
  

BUILD	
  

Data	
  Plan	
  
Test	
  plan	
  

CPM	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Requirement	
  Opacity	
  

Granularity	
  versus	
  deadlines:	
  	
  

	
  It’s	
  ok	
  not	
  to	
  have	
  the	
  nth	
  degree	
  of	
  detail	
  of	
  what	
  you’re	
  building	
  in	
  6	
  months’	
  =me.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Con=nuous	
  Deployment	
  Flow	
  

Hypothesis	
  
Build	
  on	
  
VMs	
  

hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Experiments	
  &	
  Alterna=ves	
  
•  Experiments:	
  Vo*ng	
  by	
  doing,	
  requires	
  func*onality	
  
•  User	
  Sessions:	
  Hard	
  to	
  get	
  good	
  sample	
  size	
  quickly	
  
•  Customer	
  Advocates:	
  Par*cipates	
  in	
  forums,	
  user	
  groups,	
  …	
  
•  Anthropologist:	
  Do	
  field	
  research	
  to	
  observe	
  interac*ons	
  
•  Surveys:	
  What	
  people	
  say	
  rather	
  than	
  do	
  
•  Dog-­‐fooding:	
  Use	
  your	
  product	
  
•  Mavens:	
  Good	
  insights	
  into	
  established	
  market	
  

hMp://www.gladwell.com/*ppingpoint/index.html	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
The	
  Pivot	
  

That	
  Elusive	
  Hockey	
  S*ck	
  
BroadVision,	
  Inc.	
  pivots	
  to	
  
become	
  fastest	
  growing	
  
somware	
  company	
  on	
  Nasdaq	
  
Somlab,	
  GmbH	
  pivots	
  to	
  become	
  
Germany’s	
  2nd	
  fastest	
  growing	
  
independent	
  somware	
  company	
  	
  

PowerSom	
  developed	
  PowerBuilder	
  
in	
  1991,	
  went	
  public	
  in	
  1993	
  and	
  was	
  
acquired	
  for	
  ~$900	
  million	
  in	
  1995	
  
hMp://www.sunarsports.com/products/Easton-­‐Stealth-­‐S19-­‐Sr.-­‐Composite-­‐Hockey-­‐S*ck	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Prototype, Test,
Refactor
Defined Milestones
& Iteration

No Meeting
No Meeting
Mondays
Mondays
…

Interrupt Lanes/
Engineers

Risk Buckets vs
Risk factored into
task estimates

"It is one of the happy incidents
of the federal system, that a
single courageous state may,
if its citizens choose, serve
as a laboratory; and try novel
social and economic
experiments without risk to
the rest of the country.”
-­‐ Louis	
  D.	
  Brandeis,	
  1932	
  
Supreme	
  Court	
  Jus*ce	
  

Experiment	
  as	
  
individuals	
  but	
  
also	
  as	
  teams	
  

IMVU	
  con*nually	
  runs	
  process	
  experiments	
  as	
  a	
  way	
  to	
  improve	
  our	
  
processes	
  and	
  to	
  avoid	
  falling	
  into	
  dysfunc*onal	
  rou*nes.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Zynga	
  Numbers	
  
•  Zynga’s	
  daily	
  highs	
  of	
  concurrent	
  players	
  is	
  equivalent	
  to	
  
everyone	
  in	
  the	
  city	
  of	
  Paris	
  playing	
  together	
  at	
  the	
  same	
  
*me.	
  That	
  happens	
  every	
  day.	
  The	
  games	
  are	
  always	
  changing	
  
and	
  the	
  devices	
  they’re	
  played	
  on	
  change	
  constantly.	
  Zynga	
  
releases	
  over	
  100	
  updates	
  across	
  all	
  its	
  games	
  every	
  day.	
  The	
  
company	
  once	
  released	
  more	
  than	
  1000	
  updates	
  in	
  one	
  week.	
  
Zynga	
  players	
  make	
  a	
  million	
  ac*ons	
  per	
  second.	
  
•  Zynga	
  runs	
  about	
  130	
  experiments	
  in	
  its	
  games	
  every	
  day.	
  
Amer	
  releasing	
  a	
  new	
  feature	
  Zynga	
  can	
  find	
  out	
  within	
  
minutes	
  if	
  players	
  enjoyed	
  them.	
  Beyond	
  fun	
  is	
  social	
  —	
  what	
  
maMer	
  is	
  that	
  friends	
  and	
  family	
  con*nue	
  to	
  play.	
  This	
  is	
  a	
  
player’s	
  Ac*ve	
  Social	
  Network	
  (ASN).	
  It’s	
  a	
  true	
  barometer	
  of	
  
how	
  social	
  a	
  game	
  is.	
  
hMp://www.insidesocialgames.com/2012/06/26/live-­‐from-­‐zynga-­‐unleashed	
  	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Flickr’s	
  Perspec*ve	
  

hWp://www.slideshare.net/jallspaw/10-­‐deploys-­‐per-­‐day-­‐dev-­‐and-­‐ops-­‐coopera=on-­‐at-­‐flickr	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
What’s	
  Under	
  Your	
  Hood?	
  

	
  Improving,	
  replacing	
  AND	
  dele*ng	
  old	
  code	
  is	
  vital	
  

hMp://www.commercialmotor.com/big-­‐lorry-­‐blog/now-­‐thats-­‐more-­‐like-­‐it-­‐for-­‐biglorryblog-­‐one-­‐horsepower-­‐truck-­‐exclusive-­‐picture	
  	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
On	
  Le~ng	
  Go	
  
Shoo=ng	
  the	
  dogs	
  (leVng	
  go):	
  
•  Loss	
  aversion	
  and	
  the	
  “sunk	
  cost	
  fallacy”	
  

Many	
  people	
  have	
  strong	
  misgivings	
  about	
  "was*ng"	
  resources	
  
(loss	
  aversion).	
  	
  They	
  may	
  feel	
  they've	
  passed	
  a	
  point	
  of	
  no	
  
return.	
  Economists	
  would	
  label	
  this	
  behavior	
  "irra*onal":	
  it	
  is	
  
inefficient	
  because	
  it	
  misallocates	
  resources	
  by	
  depending	
  on	
  
informa*on	
  that	
  is	
  irrelevant	
  to	
  the	
  decision	
  being	
  made.	
  
Colloquially,	
  this	
  is	
  known	
  as	
  "throwing	
  good	
  money	
  amer	
  bad“.	
  

•  Sunk	
  Cost	
  Dilemma	
  

The	
  dilemma	
  of	
  having	
  to	
  choose	
  between	
  con*nuing	
  a	
  project	
  
of	
  uncertain	
  prospects	
  already	
  involving	
  considerable	
  sunk	
  
costs,	
  or	
  discon*nuing	
  the	
  project.	
  Given	
  this	
  choice	
  between	
  
the	
  certain	
  loss	
  of	
  the	
  sunk	
  costs	
  when	
  stopping	
  the	
  project	
  
versus	
  possible	
  –	
  even	
  if	
  unlikely	
  –	
  long-­‐term	
  profitability	
  when	
  
going	
  on,	
  policy	
  makers	
  tend	
  to	
  favor	
  uncertain	
  success	
  over	
  
certain	
  loss.	
  

h@p://en.wikipedia.org/wiki/Sunk_costs#Loss_aversion_and_the_sunk_cost_fallacy	
  
h@p://en.wikipedia.org/wiki/Sunk_cost_dilemma	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
VALVE	
  Somware’s	
  	
  
Game	
  Design	
  Process	
  

hMp://www.valvesomware.com/publica*ons/2009/GDC2009_ValvesApproachToPlaytes*ng.pdf	
  
hMp://www.geekwire.com/2011/experiments-­‐video-­‐game-­‐economics-­‐valves-­‐gabe-­‐newell	
  
Valve	
  is	
  the	
  company	
  that	
  created	
  the	
  Steam	
  Game	
  Distribu*on	
  system.	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Con*nuous	
  Improvement	
  -­‐	
  Iterate	
  

1. 
2. 
3. 
4. 
5. 

Release	
  Minimal	
  Viable	
  Products	
  (MVPs),	
  
Get	
  Customer	
  Feedback	
  /	
  Collect	
  Metrics	
  (don’t	
  presume	
  you	
  know	
  what’ll	
  work),	
  
Analyze	
  Changes,	
  
Make	
  Itera*ve	
  Changes	
  	
  
Go	
  back	
  to	
  Step	
  2	
  

hMp://buu700.com/steverant	
  :	
  Also	
  note	
  that	
  he	
  men*ons	
  a	
  "ship	
  early	
  and	
  iterate"	
  ethos	
  at	
  Amazon,	
  
and	
  also	
  how	
  a	
  clear	
  order	
  from	
  the	
  top	
  was	
  what	
  successfully	
  drove	
  them	
  into	
  building	
  SOA	
  pla•orms	
  
despite	
  the	
  high	
  ini*al	
  cost.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Counter	
  Innova=on	
  
•  How	
  to	
  make	
  your	
  offering	
  less	
  appealing	
  to…	
  
– Fraudsters	
  
– Scammers	
  
– Spammers	
  
– Cyber-­‐Bullies	
  
Knowing	
  your	
  users	
  may	
  need	
  to	
  go	
  beyond	
  
knowing	
  the	
  ones	
  you	
  want	
  to	
  keep.	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Innova*ng	
  with	
  Adver*sers	
  
•  Most	
  ad	
  clients	
  tend	
  to	
  be	
  more	
  conserva*ve	
  and	
  old	
  
school	
  in	
  their	
  thinking…	
  
•  Skin*mate	
  Photo	
  Contest	
  
They	
  wanted	
  and	
  expected	
  real-­‐world	
  pictures.	
  	
  
They	
  were	
  amazed	
  at	
  the	
  passion	
  behind	
  IMVU	
  photos…	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Customer	
  Contribu=ons	
  Appendix	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Leverage	
  User	
  Contribu*on	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Leveraging	
  Virtual	
  Goods	
  
Virtual Goods releases	
  
How	
  many	
  virtual	
  goods	
  can	
  you	
  ship?	
  
•  CNET:	
  $7.3	
  billion	
  in	
  Virtual	
  goods	
  revenue,	
  
an	
  increase	
  of	
  245	
  percent	
  	
  over	
  20071	
  

1.	
  hMp://news.cnet.com/8301-­‐13506_3-­‐20022780-­‐17.html	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Leverage	
  your	
  users/community	
  
•  50,000+	
  IMVU	
  Users/Creators	
  sold	
  items	
  to	
  other	
  
members	
  in	
  the	
  last	
  30	
  days	
  
•  The	
  IMVU	
  Virtual	
  Goods	
  Catalog	
  grew	
  by	
  7,000	
  
items	
  in	
  the	
  last	
  24	
  hours	
  
•  6	
  million+	
  items	
  in	
  the	
  catalog	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staff	
  Management	
  Appendix	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

Google’s	
  Rules	
  for	
  Managers	
  
To	
  engineer	
  beMer	
  managers,	
  Google	
  poured	
  over	
  performance	
  reviews,	
  feedback	
  
surveys	
  and	
  award	
  nomina*ons,	
  correla*ng	
  words	
  and	
  phrases	
  as	
  only	
  a	
  data-­‐
driven	
  company	
  like	
  it	
  can	
  do.	
  Here	
  is	
  an	
  edited	
  list	
  of	
  the	
  direc*ves	
  it	
  produced-­‐
in	
  order	
  of	
  importance-­‐	
  as	
  well	
  as	
  a	
  few	
  management	
  pi•alls	
  it	
  found.	
  
Eight	
  Good	
  Behaviors	
  
1. 
2. 
3. 
4. 
5. 
6. 
7. 
8. 

Be	
  a	
  good	
  coach.	
  
Empower	
  your	
  team	
  and	
  don't	
  micromanage.	
  
Express	
  interest	
  in	
  team	
  members's	
  success	
  and	
  personal	
  well-­‐being.	
  
Don't	
  be	
  a	
  sissy:	
  Be	
  produc*ve	
  and	
  results-­‐oriented.	
  
Be	
  a	
  good	
  communicator	
  and	
  listen	
  to	
  your	
  team.	
  
Help	
  your	
  employees	
  with	
  career	
  development.	
  
Have	
  a	
  clear	
  vision	
  and	
  strategy	
  for	
  the	
  team.	
  
Have	
  key	
  technical	
  skills	
  so	
  you	
  can	
  help	
  advise	
  the	
  team.	
  

Three	
  Pi}alls	
  of	
  Managers	
  
1.  Have	
  trouble	
  making	
  a	
  transi*on	
  to	
  the	
  team.	
  
2.  Lack	
  a	
  consistent	
  approach	
  to	
  performance	
  management	
  and	
  career	
  development.	
  
3.  Spend	
  too	
  liMle	
  *me	
  managing	
  and	
  communica*ng.	
  
Dan	
  Erwin	
  Career	
  Development	
  Blog:	
  hMp://danerwin.typepad.com/my_weblog/2011/03/google-­‐wants-­‐to-­‐build-­‐a-­‐beMer-­‐boss.html	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  and	
  innova*ve	
  employee?	
  

Happiness,	
  Passion,	
  Engagement	
  

•  Support	
  your	
  team	
  

Perspec=ve:	
  Managers	
  work	
  for	
  the	
  engineers	
  to	
  enable	
  them	
  to	
  be	
  produc=ve	
  

•  Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  

Winning	
  the	
  hearts	
  and	
  minds	
  bring	
  engagement	
  as	
  opposed	
  to	
  bodies	
  in	
  seats.	
  	
  
5-­‐Whys:	
  	
  Company	
  Direc=ves	
  Alignment	
  =	
  What	
  are	
  you	
  working	
  on	
  and	
  Why	
  is	
  it	
  important?	
  

•  Be	
  Transparent	
  &	
  Invite	
  Challenges	
  

	
  Share	
  business	
  objec=ves	
  and	
  reward	
  those	
  who	
  ques=ons	
  them	
  

•  Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  
LiMle	
  startups/laboratories	
  
•  Let	
  them	
  Hack	
  
Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  employee?	
  
•  Support	
  your	
  team	
  

Happiness	
  /	
  Passion	
  	
  

Perspec=ve:	
  Managers	
  work	
  for	
  the	
  engineers	
  to	
  enable	
  them	
  to	
  be	
  produc=ve	
  

•  Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  
•  Be	
  Transparent	
  &	
  Invite	
  Challenges	
  
•  Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  
LiMle	
  startups/laboratories	
  
•  Let	
  them	
  Hack	
  
Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  

	
  

Suppor*ng	
  Your	
  Most	
  Valuable	
  Resources

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  –	
  Manage	
  

	
  

Sell vs tell – get buy-in and win engagement
Sell	
  verses	
  Tell	
  
If	
  you	
  tell	
  employees	
  what	
  to	
  do,	
  you’ll	
  
rarely	
  get	
  more	
  than	
  what	
  you	
  ask	
  for.	
  	
  
If	
  you	
  help	
  them	
  understand	
  why	
  what	
  
they	
  are	
  about	
  to	
  do	
  can	
  make	
  a	
  
difference	
  and	
  let	
  them	
  par*cipate	
  in	
  
determining	
  and	
  arriving	
  at	
  the	
  
ul*mate	
  objec*ves,	
  you	
  may	
  well	
  
discover	
  that	
  greater	
  engagement	
  can	
  
result	
  in	
  outcomes	
  that	
  exceed	
  your	
  
ini*al	
  expecta*ons…	
  
a.k.a.	
  No	
  Show,	
  No	
  Go	
  	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Be	
  Transparent	
  
Be	
  Transparent	
  &	
  Invite	
  Challenges	
  

Share	
  business	
  objec=ves	
  
Share	
  business	
  and	
  board	
  mee=ng	
  notes	
  as	
  well	
  
as	
  financials	
  and	
  how	
  we’re	
  doing	
  against	
  goals.	
  
Reward	
  those	
  who	
  ques=ons	
  them	
  
Recognize	
  and	
  praise	
  those	
  that	
  challenge.	
  
5	
  Whys	
  in	
  one-­‐on-­‐ones	
  
Ask	
  individuals	
  to	
  get	
  to	
  root	
  cause	
  of	
  why	
  and	
  
how	
  what	
  they	
  are	
  working	
  on	
  relates	
  to	
  
company	
  objec=ves.	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  employee?	
  

Happiness	
  /	
  Passion	
  

Support	
  your	
  team	
  
Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  
Be	
  Transparent	
  &	
  Invite	
  Challenges	
  
Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  
LiMle	
  startups/laboratories	
  
•  Let	
  them	
  Hack	
  
• 
• 
• 
• 

Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Hack	
  Weeks	
  
@IMVU	
  &	
  @Yahoo	
  

Cross	
  Func*onal	
  Teams	
  
Hack	
  Weeks	
  vs	
  Hack	
  Days	
  
Inspires	
  Innova*on	
  and	
  Collabora*on	
  
Sell	
  to	
  Business	
  at	
  End	
  for	
  Further	
  Funding	
  
Reinforce	
  Mindset	
  of	
  Thinking	
  About	
  Business	
  Objec*ves	
  
Creates	
  BeMer	
  Awareness	
  of	
  Life	
  Cycle	
  and	
  Process	
  for	
  a	
  Project	
  	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  employee?	
  

Happiness	
  /	
  Passion	
  

• 
• 
• 
• 

Support	
  your	
  team	
  
Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  
Be	
  Transparent	
  &	
  Invite	
  Challenges	
  
Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  

LiMle	
  startups/laboratories	
  

•  Let	
  them	
  Hack	
  

Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  

More	
  on	
  experimen=ng	
  to	
  follow,	
  but	
  let	
  engineers	
  push	
  1%	
  experiments	
  

•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  employee?	
  

Happiness	
  /	
  Passion	
  

• 
• 
• 
• 

Support	
  your	
  team	
  
Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  
Be	
  Transparent	
  &	
  Invite	
  Challenges	
  
Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  

LiMle	
  startups/laboratories	
  

•  Let	
  them	
  Hack	
  

Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  processes	
  and	
  tools	
  
Whether	
  for	
  how	
  to	
  develop	
  code,	
  track	
  sprints,	
  or	
  whatever	
  

•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Lean	
  Staffing	
  -­‐	
  Manage	
  

	
  

managing Your Most Valuable Resource

What	
  makes	
  for	
  the	
  most	
  produc*ve	
  employee?	
  

Happiness	
  /	
  Passion	
  

• 
• 
• 
• 

Support	
  your	
  team	
  
Sell	
  vs	
  Tell	
  =	
  No	
  show,	
  No	
  go	
  
Be	
  Transparent	
  &	
  Invite	
  Challenges	
  
Let	
  them	
  pick	
  their	
  team	
  &	
  project	
  

LiMle	
  startups/laboratories	
  

•  Let	
  them	
  Hack	
  

Hack	
  weeks	
  once	
  a	
  quarter	
  

•  Let	
  them	
  experiment	
  
•  Let	
  them	
  choose	
  their	
  tools	
  
•  Let	
  them	
  determine	
  when	
  done	
  is	
  
Story	
  Point	
  Sizing	
  

•  Keep	
  teams	
  small,	
  agile	
  and	
  fun	
  
(BVSN	
  5	
  man	
  teams	
  vs	
  whole	
  companies)	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
A	
  “Scien=fic”	
  Approach	
  
to	
  understanding	
  a	
  complex	
  world	
  
My	
  physics	
  professor	
  once	
  declared:	
  	
  
“Engineering	
  is	
  to	
  physics	
  as	
  masturba*on	
  is	
  to	
  sex.”	
  
If	
  you	
  want	
  the	
  real	
  thing	
  (understanding	
  how	
  the	
  real	
  
world	
  works)	
  you	
  must	
  understand	
  it	
  is	
  not	
  a	
  closed	
  
system.	
  The	
  vectors	
  of	
  influence	
  are	
  many	
  and	
  
constantly	
  varying.	
  
Each	
  new	
  view	
  of	
  the	
  world,	
  is	
  simply	
  a	
  beMer,	
  more	
  
recent	
  approxima*on	
  of	
  the	
  truth	
  than	
  the	
  last.	
  
Con*nuously	
  Innovate	
  or	
  become	
  a	
  part	
  of	
  history.	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
On	
  the	
  Spot	
  Innova=on	
  
In	
  the	
  late	
  90s,	
  on	
  the	
  day	
  the	
  site	
  we	
  build	
  for	
  
American	
  Airlines	
  online	
  reserva*ons	
  went	
  
live,	
  they	
  warned	
  us	
  to	
  expect	
  1	
  million	
  hits.	
  
They	
  wanted	
  to	
  be	
  sure	
  we	
  could	
  handle	
  the	
  
load.	
  Much	
  to	
  everyone’s	
  surprise,	
  they	
  had	
  	
  
10	
  million	
  hits	
  on	
  day	
  one	
  and	
  the	
  systems	
  
were	
  dangerously	
  into	
  the	
  red	
  near	
  capacity.	
  	
  
At	
  the	
  end	
  of	
  the	
  day,	
  in	
  a	
  very	
  heated	
  call,	
  the	
  ques*on	
  came	
  up	
  as	
  to	
  
how	
  our	
  systems	
  would	
  scale	
  to	
  those	
  numbers.	
  We	
  were	
  confident	
  that	
  
our	
  systems	
  would	
  scale	
  if	
  they	
  added	
  more	
  hardware.	
  The	
  problem	
  was,	
  
AA	
  is	
  in	
  Texas	
  and	
  they	
  were	
  running	
  on	
  hardware	
  from	
  Sun	
  in	
  California.	
  
UPS,	
  DHL	
  and	
  FedEx	
  were	
  closed	
  for	
  the	
  day	
  …	
  
A	
  junior	
  exec	
  from	
  AA	
  piped	
  up	
  “ahem,	
  aren’t	
  we	
  an	
  airline?”	
  	
  
Someone	
  from	
  Sun	
  had	
  the	
  iron	
  driven	
  to	
  San	
  Jose	
  airport	
  were	
  an	
  AA	
  
fight	
  brought	
  it	
  to	
  Texas.	
  Systems	
  we	
  running	
  a	
  good	
  levels	
  the	
  next	
  day.	
  	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Chris	
  Dolezalek	
  –	
  October,	
  2012	
  
Misc	
  to	
  add?	
  
• 
• 
• 
• 
• 

BVSN	
  and	
  AA	
  
Coopsol	
  60>16	
  
Kentucky	
  Fried	
  Chicken	
  
FedEx?	
  
Risk	
  Buckets	
  vs	
  Risks	
  in	
  Tasks	
  

Psychological	
  benefit	
  of	
  ge~ng	
  work	
  done	
  within	
  task	
  size	
  

•  Stretch	
  Goals	
  

Challenge	
  to	
  step	
  up	
  to,	
  buffer	
  for	
  change	
  requests	
  (you	
  know	
  they	
  will	
  come),	
  buffer	
  for	
  unknowns,	
  Early	
  warning/indicator/

	
  	
  
•  Interrupt	
  Lane	
  &	
  Engineer	
  
•  Adversity	
  Advantage	
  
trigger	
  @	
  pulse	
  check	
  for	
  poten*al	
  concerns.

”Show	
  me	
  someone	
  who	
  has	
  done	
  something	
  worthwhile,	
  and	
  I'll	
  show	
  you	
  someone	
  who	
  has	
  overcome	
  adversity.”	
  -­‐	
  Lou	
  Holtz	
  

•  Pygmalion	
  Affect	
  

"Thinking	
  too	
  well	
  of	
  people	
  oben	
  allows	
  them	
  to	
  be	
  be@er	
  than	
  they	
  otherwise	
  would."	
  -­‐	
  Nelson	
  Mandela	
  

Chris	
  Dolezalek	
  –	
  October,	
  2012	
  

More Related Content

What's hot

Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo Startup Product
 
Make User Experience Part of The KPI Conversation With Universal Measures
Make User Experience Part of The KPI Conversation With Universal MeasuresMake User Experience Part of The KPI Conversation With Universal Measures
Make User Experience Part of The KPI Conversation With Universal MeasuresUserZoom
 
Mike Christie - Portfolio of Work
Mike Christie - Portfolio of WorkMike Christie - Portfolio of Work
Mike Christie - Portfolio of WorkMike Christie
 
LAST Conference 2017 All projects are red until they deliver something work...
LAST Conference 2017   All projects are red until they deliver something work...LAST Conference 2017   All projects are red until they deliver something work...
LAST Conference 2017 All projects are red until they deliver something work...Phillip Gadzinski
 
Applying Organizational Change and Leadership to Agile Transformations - Jose...
Applying Organizational Change and Leadership to Agile Transformations - Jose...Applying Organizational Change and Leadership to Agile Transformations - Jose...
Applying Organizational Change and Leadership to Agile Transformations - Jose...agileandbeyond
 
Ryan Gorski Innovation
Ryan Gorski InnovationRyan Gorski Innovation
Ryan Gorski Innovationrjgorski
 
10 bezcennych lekcji dla software developera stającego się szefem firmy
10 bezcennych lekcji dla software developera stającego się szefem firmy10 bezcennych lekcji dla software developera stającego się szefem firmy
10 bezcennych lekcji dla software developera stającego się szefem firmyWojciech Seliga
 
Valve - Working Without Bosses
Valve - Working Without BossesValve - Working Without Bosses
Valve - Working Without BossesBradford Yurkiw
 
Systematic inventive thinking
Systematic inventive thinkingSystematic inventive thinking
Systematic inventive thinkingNicholasBarry15
 
Lessons Learned: Creating Software as a Service from Scratch
Lessons Learned: Creating Software as a Service from ScratchLessons Learned: Creating Software as a Service from Scratch
Lessons Learned: Creating Software as a Service from ScratchSVPMA
 
What can DesignOps do for you? by Carol Smith at TLMUX in Montreal
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealWhat can DesignOps do for you? by Carol Smith at TLMUX in Montreal
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealCarol Smith
 
An Introduction to Design Thinking - DevDay Conference Colombo
An Introduction to Design Thinking - DevDay Conference ColomboAn Introduction to Design Thinking - DevDay Conference Colombo
An Introduction to Design Thinking - DevDay Conference ColomboRaomal Perera
 
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...Aggregage
 
What did i learn trying to migrate teams from legacy to modern?
What did i learn trying to migrate teams from legacy to modern?What did i learn trying to migrate teams from legacy to modern?
What did i learn trying to migrate teams from legacy to modern?Matteo Emili
 
Leadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling EngineersLeadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling Engineersbcantrill
 
Key takeaways from DevOps Enterprise Summit 2017
Key takeaways from DevOps Enterprise Summit 2017Key takeaways from DevOps Enterprise Summit 2017
Key takeaways from DevOps Enterprise Summit 2017Austen Constable
 
Agile Development Overview (with a bit about builds)
Agile Development Overview (with a bit about builds)Agile Development Overview (with a bit about builds)
Agile Development Overview (with a bit about builds)David Benjamin
 

What's hot (19)

Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo
 
Make User Experience Part of The KPI Conversation With Universal Measures
Make User Experience Part of The KPI Conversation With Universal MeasuresMake User Experience Part of The KPI Conversation With Universal Measures
Make User Experience Part of The KPI Conversation With Universal Measures
 
Mike Christie - Portfolio of Work
Mike Christie - Portfolio of WorkMike Christie - Portfolio of Work
Mike Christie - Portfolio of Work
 
LAST Conference 2017 All projects are red until they deliver something work...
LAST Conference 2017   All projects are red until they deliver something work...LAST Conference 2017   All projects are red until they deliver something work...
LAST Conference 2017 All projects are red until they deliver something work...
 
Applying Organizational Change and Leadership to Agile Transformations - Jose...
Applying Organizational Change and Leadership to Agile Transformations - Jose...Applying Organizational Change and Leadership to Agile Transformations - Jose...
Applying Organizational Change and Leadership to Agile Transformations - Jose...
 
Ryan Gorski Innovation
Ryan Gorski InnovationRyan Gorski Innovation
Ryan Gorski Innovation
 
10 bezcennych lekcji dla software developera stającego się szefem firmy
10 bezcennych lekcji dla software developera stającego się szefem firmy10 bezcennych lekcji dla software developera stającego się szefem firmy
10 bezcennych lekcji dla software developera stającego się szefem firmy
 
Valve - Working Without Bosses
Valve - Working Without BossesValve - Working Without Bosses
Valve - Working Without Bosses
 
Design pp 1
Design pp 1Design pp 1
Design pp 1
 
Systematic inventive thinking
Systematic inventive thinkingSystematic inventive thinking
Systematic inventive thinking
 
Enterprise ux
Enterprise uxEnterprise ux
Enterprise ux
 
Lessons Learned: Creating Software as a Service from Scratch
Lessons Learned: Creating Software as a Service from ScratchLessons Learned: Creating Software as a Service from Scratch
Lessons Learned: Creating Software as a Service from Scratch
 
What can DesignOps do for you? by Carol Smith at TLMUX in Montreal
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealWhat can DesignOps do for you? by Carol Smith at TLMUX in Montreal
What can DesignOps do for you? by Carol Smith at TLMUX in Montreal
 
An Introduction to Design Thinking - DevDay Conference Colombo
An Introduction to Design Thinking - DevDay Conference ColomboAn Introduction to Design Thinking - DevDay Conference Colombo
An Introduction to Design Thinking - DevDay Conference Colombo
 
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...
Old Product, New Tricks: Encouraging Innovation in an Established Product Cul...
 
What did i learn trying to migrate teams from legacy to modern?
What did i learn trying to migrate teams from legacy to modern?What did i learn trying to migrate teams from legacy to modern?
What did i learn trying to migrate teams from legacy to modern?
 
Leadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling EngineersLeadership Without Management: Scaling Organizations by Scaling Engineers
Leadership Without Management: Scaling Organizations by Scaling Engineers
 
Key takeaways from DevOps Enterprise Summit 2017
Key takeaways from DevOps Enterprise Summit 2017Key takeaways from DevOps Enterprise Summit 2017
Key takeaways from DevOps Enterprise Summit 2017
 
Agile Development Overview (with a bit about builds)
Agile Development Overview (with a bit about builds)Agile Development Overview (with a bit about builds)
Agile Development Overview (with a bit about builds)
 

Similar to Understanding your customers

Scaling from new start to enterprise platform
Scaling from new start to enterprise platformScaling from new start to enterprise platform
Scaling from new start to enterprise platformRightScale
 
How To (Not) Open Source - Javazone, Oslo 2014
How To (Not) Open Source - Javazone, Oslo 2014How To (Not) Open Source - Javazone, Oslo 2014
How To (Not) Open Source - Javazone, Oslo 2014gdusbabek
 
It's Not About Working Software After All!
It's Not About Working Software After All!It's Not About Working Software After All!
It's Not About Working Software After All!Ignite
 
Walk, Don't Run: Incremental Change in Enterprise UX
Walk, Don't Run: Incremental Change in Enterprise UXWalk, Don't Run: Incremental Change in Enterprise UX
Walk, Don't Run: Incremental Change in Enterprise UXuxpin
 
Creativity: A Client Presentation
Creativity: A Client PresentationCreativity: A Client Presentation
Creativity: A Client PresentationClint Bryce
 
Tips to Applying Exponential Organization Principles To Large CPG Companies
Tips to Applying Exponential Organization Principles To Large CPG CompaniesTips to Applying Exponential Organization Principles To Large CPG Companies
Tips to Applying Exponential Organization Principles To Large CPG CompaniesIleana Chermenschi
 
Managing a Mobile App Development Team
Managing a Mobile App Development TeamManaging a Mobile App Development Team
Managing a Mobile App Development TeamKristina Podnar
 
Dashlane Engineering Meeting Extract
Dashlane Engineering Meeting ExtractDashlane Engineering Meeting Extract
Dashlane Engineering Meeting ExtractDashlane
 
How do *you* manage products? - Product anonymous April 16 2015
How do *you* manage products? - Product anonymous April 16 2015How do *you* manage products? - Product anonymous April 16 2015
How do *you* manage products? - Product anonymous April 16 2015Product Anonymous
 
Eric Iverson on Innovation - Innovating OTJ
Eric Iverson on Innovation -  Innovating OTJEric Iverson on Innovation -  Innovating OTJ
Eric Iverson on Innovation - Innovating OTJgbrjournal
 
Social media monitoring - from diy to mission control
Social media monitoring - from diy to mission controlSocial media monitoring - from diy to mission control
Social media monitoring - from diy to mission controlDavid Terrar
 
Future Ready in 365 Days
Future Ready in 365 DaysFuture Ready in 365 Days
Future Ready in 365 DaysJon Corippo
 
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...Thomas Gölles
 
Talk on Products for Founders Institute - July 2014
Talk on Products for Founders Institute - July 2014Talk on Products for Founders Institute - July 2014
Talk on Products for Founders Institute - July 2014David Jones
 
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sNimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sAmanda Gordon
 
What it Really Means to Be Agile
What it Really Means to Be AgileWhat it Really Means to Be Agile
What it Really Means to Be AgileKent McDonald
 

Similar to Understanding your customers (20)

Continuous Innovation
Continuous InnovationContinuous Innovation
Continuous Innovation
 
SDLC Smashup
SDLC SmashupSDLC Smashup
SDLC Smashup
 
Scaling from new start to enterprise platform
Scaling from new start to enterprise platformScaling from new start to enterprise platform
Scaling from new start to enterprise platform
 
How To (Not) Open Source - Javazone, Oslo 2014
How To (Not) Open Source - Javazone, Oslo 2014How To (Not) Open Source - Javazone, Oslo 2014
How To (Not) Open Source - Javazone, Oslo 2014
 
It's Not About Working Software After All!
It's Not About Working Software After All!It's Not About Working Software After All!
It's Not About Working Software After All!
 
Walk, Don't Run: Incremental Change in Enterprise UX
Walk, Don't Run: Incremental Change in Enterprise UXWalk, Don't Run: Incremental Change in Enterprise UX
Walk, Don't Run: Incremental Change in Enterprise UX
 
Creativity: A Client Presentation
Creativity: A Client PresentationCreativity: A Client Presentation
Creativity: A Client Presentation
 
Tips to Applying Exponential Organization Principles To Large CPG Companies
Tips to Applying Exponential Organization Principles To Large CPG CompaniesTips to Applying Exponential Organization Principles To Large CPG Companies
Tips to Applying Exponential Organization Principles To Large CPG Companies
 
Managing a Mobile App Development Team
Managing a Mobile App Development TeamManaging a Mobile App Development Team
Managing a Mobile App Development Team
 
Jobs to be Done:Switch Workshop
Jobs to be Done:Switch WorkshopJobs to be Done:Switch Workshop
Jobs to be Done:Switch Workshop
 
Dashlane Engineering Meeting Extract
Dashlane Engineering Meeting ExtractDashlane Engineering Meeting Extract
Dashlane Engineering Meeting Extract
 
How do *you* manage products? - Product anonymous April 16 2015
How do *you* manage products? - Product anonymous April 16 2015How do *you* manage products? - Product anonymous April 16 2015
How do *you* manage products? - Product anonymous April 16 2015
 
An agile intro in imago v1 1.pptx
An agile intro in imago v1 1.pptxAn agile intro in imago v1 1.pptx
An agile intro in imago v1 1.pptx
 
Eric Iverson on Innovation - Innovating OTJ
Eric Iverson on Innovation -  Innovating OTJEric Iverson on Innovation -  Innovating OTJ
Eric Iverson on Innovation - Innovating OTJ
 
Social media monitoring - from diy to mission control
Social media monitoring - from diy to mission controlSocial media monitoring - from diy to mission control
Social media monitoring - from diy to mission control
 
Future Ready in 365 Days
Future Ready in 365 DaysFuture Ready in 365 Days
Future Ready in 365 Days
 
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...
 
Talk on Products for Founders Institute - July 2014
Talk on Products for Founders Institute - July 2014Talk on Products for Founders Institute - July 2014
Talk on Products for Founders Institute - July 2014
 
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100sNimble: A Proposal for Startup Speed & Agility in Fortune 100s
Nimble: A Proposal for Startup Speed & Agility in Fortune 100s
 
What it Really Means to Be Agile
What it Really Means to Be AgileWhat it Really Means to Be Agile
What it Really Means to Be Agile
 

Recently uploaded

Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 

Recently uploaded (20)

Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 

Understanding your customers

  • 1. Imagine  …   Chris  Dolezalek  –  October,  2012  
  • 2. Imagine you had aliens as customers…   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012   Chris  Dolezalek  
  • 3. How would you discover their pain-points or features they desire?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 4. How would you validate you got it right?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 5. Even if they are humans...   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 6. That like to dress as furries   http://en.wikifur.com/wiki/Furry: ! The word furry (adj, f'eree), has several meanings, dependent on the context in which it is used. Predominantly, it means "consisting of or resembling fur".It also pertains to an interest in anthropomorphic animals and/or mythological or imaginary creatures which possess human or superhuman capabilities.   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 7. Or as fairies   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 8. Do you speak ! their language?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 9. Do you understand ! their culture?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 10. Can ! you ! relate ! to ! their interests?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 11. Do you know how to approach them?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐   October,  2012  
  • 12. So, how do you determine their needs?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 13. And, how would you validate you ! got ! it ! right?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 14. Con=nuous  Innova=on   In  a  Rapidly  Evolving  Market   Experimen*ng  and  being  agile   with  products,  processes,  …   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek  –  October,  2012  
  • 15. The path to enlightenment lies not in the footsteps of another What is the one mantra to follow religiously? Follow no mantra religiously   初心 Beginner’s  Mind   Chris  Dolezalek  –  October,  2012  
  • 16. Con=nuous  Innova=on   in  a  Rapidly  Transforming  Market   Google $0 to $.25B in 5 years $0 to $37.9B in 10 years Pivot  1:     Broad-­‐Band  to  Internet   Pivot  2:     Technology  rewrite   Pivot  3:     From  1  B2C  App  to     7  Apps  in  7  Markets   ”Innova'ng  at  a  breakneck        pace;  rolling  out  a  new        service  capability        prac'cally  every  month1.” 1. The  Ten  Faces  of  Innova*on  by  Thomas  Kelley  &  Jonathan  LiMman   hMps://itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova*on/id421032598?mt=11   Chris  Dolezalek  –  October,  2012  
  • 17. The  Compe==on   Why  I  didn’t  go  to  Google  in  2000   Chris  Dolezalek  –  October,  2012  
  • 18. Lean Staffing Hiring Your Most Valuable Resources Hire  for  Tomorrow  not  Today   •  The  top  10  in-­‐demand  jobs  in  2010     did  not  exist  in  2004   “Did You Know? Shift Happens (August 2011)“ http://www.youtube.com/watch?v=EJpSqeQbh4o Skills  vs  Curiosity  &  Passion   •  "CQ  +  PQ  >  IQ”     Curiosity  &  Passion  Quo:ents     are  more  important  than     Intelligence  Quo:ent    Thomas  Friedman,  The  World  is  Flat   AVtude  MaWers   •  “It  is  not  their  ap:tude      but  their  aFtude      that  will  determine  their  al:tude.”   Jesse  Jackson,  Washington  Post  21  May  1978   Chris  Dolezalek  –  October,  2012  
  • 19. Don’t  stop                                    at  Hiring   Invest  in  spinning  up   At  IMVU,  we  dedicate  a  mentor  to   every  new  engineer  that  will  sit  next   to  them  and  spend  6  weeks  spinning   them  up  according  to  a  boot  camp   guide  -­‐  including  a  day-­‐one  push  of  a   change  to  produc*on.   Spinning  Marathon  voor  WAR  CHILD  -­‐  Some  rights  reserved  By  isafmedia  (cropped)   Chris  Dolezalek  –  October,  2012  
  • 20. Manage  Your  Most  Valuable  Resources   What  makes  for  the  most  produc*ve  &  innova*ve  employee?   Happiness  =  Passion,  Engagement   •  Support  your  team   Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   Winning  the  hearts  and  minds  bring  engagement  as  opposed  to  bodies  in  seats.     5-­‐Whys:    Company  Direc=ves  Alignment  =  What  are  you  working  on  and  Why  is  it  important?   •  Be  Transparent  &  Invite  Challenges    Share  business  objec=ves  and  reward  those  who  ques=ons  them   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 21. The  Apple  Approach   Hire  and  keep  p Then  again,  …     eople  that  know   what’s   bout   What  aright.  the  Newton?   “The  Newton  itself  was  d  on't  know   “A  lot  of  *mes,  people  a flop,   but  the  introduc*on  of  ou  show  it  to   what  they  want  un*l  y a  reflexive,   handheld  device  was  the  first   them.     indica*on  of  Jobs  intui*on  of   introducing  a  roducts  eople  awApple   That's  why   p lot  of  p before   t   e   knew  we  a  lanted  or  needed  them.1”     get  paid   w ot  of  money,  because   they're  supposed  to  be  on  top  of   these  things.1”   1.  hMp://www.wjla.com/pictures/2011/10/how-­‐steve-­‐jobs-­‐has-­‐changed-­‐our-­‐world/the-­‐newton-­‐9618-­‐666.html   1.  hMp://www.businessweek.com/bwdaily/dnflash/may1998/nf80512d.htm     Henry  Ford:  “If  I  had  asked  people  what  they  wanted,  they  would  have  said  faster  horses.”   Chris  Dolezalek  –  October,  2012  
  • 22. Number  of  uses  of  new  feature   Con=nuous  Innova=on     Validate  Hypotheses  with  Data   Time:  Experiment  A:  up  ~6%  over  2  weeks  prior   Chris  Dolezalek  –  October,  2012  
  • 23. Number  of  uses  of  new  feature   Con=nuous  Innova=on     Validate  Hypotheses  with  the  Right  Data   Time:  Subgroup  A1:              up  ~48%  over  2  weeks  prior                        Subgroup  A2:  down  ~68%  over  2  weeks  prior   Chris  Dolezalek  –  October,  2012  
  • 24. Experiment  as   individuals  but   also  as  teams   5  Teams   5  Different   Processes   IMVU  con*nually  runs  process  experiments  as  a  way  to  improve  our   processes  and  to  avoid  falling  into  dysfunc*onal  rou*nes.   Chris  Dolezalek  –  October,  2012  
  • 25. Minimal  Viable  Products   •  Different  Kinds  of  MVPs   hMp://www.rise.net/blog/minimum-­‐viable-­‐product   – A  heavily  used  system     (IMVU’s  Landing  Pages  Millions  of  monthly  hits)   – New  Feature  Sets     (inventory  management  into  exis*ng  product)   – A  brand  new  subsystem     (a  new  game  with  a  new  game/fun  loop)   – A  paradigm  shim   (an  iPhone    App)   Chris  Dolezalek  –  October,  2012  
  • 26. Deploy,  Iterate  &  Learn  at  New  Speeds   Production releases How  oien  do  you  deploy?   •  Waterfall  Development  :   every  6-­‐12  months   •  Agile  Methodology:     every  1-­‐3  weeks   •  Con=nuous  Deployment:   every  day   •  IMVU   every  7  Minutes   Chris  Dolezalek  –  October,  2012  
  • 27. Test-­‐Driven  Development    Where/How  to  start?   Test  Driven  Development  hMp://www.flickr.com/photos/brunobord/3987593006/lightbox  Some  rights  reserved  by  brunobord   Chris  Dolezalek  –  October,  2012  
  • 28. Immune  Systems   Small  Change-­‐Sets  =  Easy  Debugging   Chris  Dolezalek  –  October,  2012  
  • 29. 5  Whys     Turning  Losses  into  Wins   1.  Why  did  the  server  grind  to  a  halt?   DB  query  took  forever.   2.  Why  did  the  query  take  so  long?   Un-­‐indexed  query  on  large  table.   3.  Why  didn’t  the  engineer  realize  the  query  would  be  slow?   Local  tests  ran  fine  against  a  small  test  db.   4.  Why  didn’t  the  engineer  know  to  run  a  “try”  against  produc:on?   It  was  his  first  database  change  as  a  new  hire.   5.  Why  did  his  mentor  not  tell  him?   The  mentor  had  lem  for  the  day.   6.  Why  did  the  new  hire  not  know  to  only  check-­‐in  with  mentor?     This  was  the  first  mentee  for  that  mentor  and  he  hadn’t  told  him.       Follow-­‐Up  1)  Update  Spin-­‐Up  Doc  for  Mentor  and  Mentee  to  start  with  a  clear   statement  that  mentee  should  not  check  into  produc*on  without  mentor  or   without  having  reached  that  stage.   Follow-­‐Up  2)  Add  notes  to  DB  Query  sec*on  of  spin-­‐up  doc  on  use  of  “try”   Post-­‐Mortems  =  Teachable  Moments  ;  Fix  what  needs  fixing   Ques*on  mark  sign  photo  by  Colin_K  on  Flickr   Chris  Dolezalek  –  October,  2012  
  • 30. An  Enhancement  /  Story  is  Born   •  Project  Brief  Goes  to  a  Exec  Checkpoint   –  User  stories   –  Success  criteria  by  date  x…  (engagement,  revenue,  …)   •  Preview  Mee*ng  by  Product  Owner   –  To:  Tech  Lead,  QA  Lead,  Data  Analyst   •  Tech  Design,  Test  Plan,  Data  Design   •  Planning  Mee*ng   –  Story  point  sizing   –  High  and  low  es*mate  jus*fica*on   –  Risk  buckets  for  stories  vs  risk  included  in  task  es*mates   Chris  Dolezalek  –  October,  2012  
  • 31. Delivering  Innova*on  to  Risk  Averse,   Enterprise  Customers   •  In  1985,  I  came  to  Edinburgh  from  Munich  to  help  sell   the  Bank  of  Scotland  on  transi*oning  to  our  new   product  that  resulted  from  our  second  pivot  at  Somlab.   •  What  unfolded  was  not  quite  according  to  script.   •  They  were  not  at  all  excited  about  adop*ng  innova*on,   having  in  8  previous  systems  suppor*ng  180  of  their  IT   staff.   Chris  Dolezalek  –  October,  2012  
  • 32. Apply  Beginner’s  Mind  and  Con=nuously  Innovate…   Your  Product  Direc*on,   Your  Company  Direc*on,   初心 Beginner’s  Mind   Your  Development  Processes,   Your  Resource  Management,   Your  Marke*ng  Strategy,   Your  Technology  Choices,   Your  Analy*cs  Approaches,   Understanding  Your  Customers  &  Prospects,  ..   Everything  You  Do  and  Every  Approach  You  Take.   Chris  Dolezalek   Chris  Dolezalek  –  October,  2012  
  • 33. Thank You! Chris Dolezalek Chris@IMVU.com Chris  Dolezalek  –  October,  2012   33  
  • 34. References  &  Other  Links   •  Eric  Ries,  IMVU,  former  CTO  of  Engineering  -­‐  The  Lean  Startup   How  Today's  Entrepreneurs  Use  Con*nuous  Innova*on  to  Create  Radically  Successful  Businesses   hMp://www.amazon.com/Lean-­‐Startup-­‐Entrepreneurs-­‐Con*nuous-­‐Innova*on/dp/0307887898/ref=sr_1_1?ie=UTF8&qid=1318352510&sr=8-­‐1 hMp://itunes.apple.com/us/book/the-­‐lean-­‐startup/id422540072?mt=11   •    BreW  DurreW,  IMVU,  CEO  –  Con=nuous  Deployment…   Con=nuous  Deployment:  Possibility  or  Pipe  Dream?  hMp://bos*nnova*on.com/2011/11/21/con*nuous-­‐deployment-­‐possibility-­‐or-­‐pipe-­‐dream   Con=nuous  Deployment  &  Learning  Fast  with  A/B  Tes=ng    hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la   hMp://www.slideshare.net/bgdurreM/learning-­‐fast-­‐with-­‐ab-­‐tes*ng-­‐and-­‐con*nuous-­‐deployment   hMp://www.mediabistro.com/The-­‐Challenges-­‐of-­‐Con*nuous-­‐Deployment-­‐Social-­‐Developer-­‐Summit-­‐467-­‐ondemandvideo.html   •  •  •  •  •  James  Birchler,  IMVU,  VP  Engineering   Learning  from  Experiments  hMp://www.slideshare.net/jamesbirchler/learning-­‐from-­‐experiments-­‐at-­‐imvu   Flickr,  10+  Deploys  Per  Day:  Dev  and  Ops  Coopera*on  at  Flickr   hMp://www.slideshare.net/jallspaw/10-­‐deploys-­‐per-­‐day-­‐dev-­‐and-­‐ops-­‐coopera*on-­‐at-­‐flickr   Carol  Dweck,  Mindset:  The  New  Psychology  of  Success   hMp://www.amazon.com/Mindset-­‐Psychology-­‐Success-­‐Carol-­‐Dweck/dp/0345472322/ref=sr_1_1?s=books&ie=UTF8&qid=1318359458&sr=1-­‐1   hMp://itunes.apple.com/us/book/mindset/id422549774?mt=11   hMp://www.youtube.com/watch?v=XHW9l_sCEyU   Did  You  Know  (a.k.a  Shim  Happens)  Blog  Post,  Slides,  Videos   hMp://www.lps.k12.co.us/schools/arapahoe/fisch/fischbowlpresenta*ons.htm   hMp://shimhappens.wikispaces.com   Paul  Stoltz,  Peak  Learning     hMp://www.peaklearning.com   –  Erik  Weihenmayer  &  Paul  Stoltz,  The  Adversity  Advantage   hMp://itunes.apple.com/us/book/the-­‐adversity-­‐advantage/id381515439?mt=11   hMp://www.amazon.com/Adversity-­‐Advantage-­‐Everyday-­‐Struggles-­‐Greatness/dp/1439199493/ref=sr_1_1?s=books&ie=UTF8&qid=1318360603&sr=1-­‐1   –  Paul  Stoltz,  Adversity  Quo*ent  at  Work   hMp://itunes.apple.com/ca/book/adversity-­‐quo*ent-­‐work/id385756581?mt=11   hMp://www.amazon.com/Adversity-­‐Quo*ent-­‐Work-­‐Finding-­‐Capacity/dp/0060937211/ref=sr_1_sc_1?s=books&ie=UTF8&qid=1318360551&sr=1-­‐1-­‐spell   •  •  •  Michael  Jordan,  "Failure"  Nike  Commercial     hMp://www.youtube.com/watch?v=45mMioJ5szc   Malcolm  Gladwell,  Outliers  &  Tipping  Point   hMp://www.gladwell.com/outliers/index.html                        hMp://itunes.apple.com/us/book/outliers/id357396748?mt=11   hMp://www.gladwell.com/*ppingpoint/index.html        hMp://itunes.apple.com/us/book/the-­‐*pping-­‐point/id357658331?mt=11   Is  Con=nuous  Innova=on  Too  Risky?   hMp://www.forbes.com/sites/stevedenning/2012/02/10/is-­‐radical-­‐management-­‐too-­‐risky   Chris  Dolezalek  –  October,  2012  
  • 35. References  on  Experimen=ng   •  Trustworthy Online Controlled Experiments: Five Puzzling Outcomes Explained Ron Kohavi, Alex Deng, Brian Frasca, Roger Longbotham, Toby Walker, Ya Xu http://www.exp-platform.com/Documents/puzzlingOutcomesInControlledExperiments.pdf •  Puzzling outcomes in A/B testing - Greg  Linden http://glinden.blogspot.co.uk/2012/07/puzzling-outcomes-in-ab-testing.html •  Microsoft EXP - Experimentation Platform - Ronny Kohavi Accelerating software innovation through trustworthy experimentation http://www.exp-platform.com/Pages/default.aspx •  •  What types of things does Netflix A/B test aside from member sign-up? http://www.quora.com/What-types-of-things-does-Netflix-A-B-test-aside-from-member-sign-up From Zero to a Million Users - Dropbox and Xobni lessons learned - Adam Smith http://www.slideshare.net/adamsmith1/from-zero-to-a-million-users-dropbox-and-xobni-lessons-learned •  Data-­‐Driven  Startups  -­‐  July  23,  2010 http://davidcancel.com/data-driven-startups •  Analy=cs  Maturity hMp://www.forbes.com/sites/piyankajain/2012/06/22/what-­‐is-­‐your-­‐organiza*ons-­‐analy*cs-­‐maturity/ Chris  Dolezalek  –  October,  2012  
  • 36. Who  is  Chris?   Chris  Dolezalek  –  October,  2012  
  • 37. Appendix,   Drill  Down  Slides   Chris  Dolezalek  –  October,  2012  
  • 38. • Run  Experiments       • Minimal  Viable  Products     • Con*nuous  Deployment     • Smart  Test  Coverage     • Use  an  Immune  System     • Post  Mortems,  &  Retrospec*ves  &  5  Whys     Chris  Dolezalek  –  October,  2012  
  • 39. Lean  Staffing  Appendix   Chris  Dolezalek  –  October,  2012  
  • 40. Innova=ve  People  MaWer   Ten  Faces  of  Innova*on   •  Learning  Persons   •  Building  Personas   – Anthropologist   – Experience  Architect   – Experimenter   – Set  Designer   – Cross-­‐Pollinator   – Storyteller   •  Organizing  Personas   – Caregiver   – Hurdler   – Collaborator   – Director   The  Ten  Faces  of  Innova=on  by  Thomas  Kelley  &  Jonathan  LiWman   itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova=on/id421032598?mt=11   www.tenfacesofinnova*on.com/tenfaces   Chris  Dolezalek  –  October,  2012  
  • 41. Lean  Staffing   The  Right  Mindset   Growth  Mindset:   •  Embraces  challenges   •  Persists  in  the  face  of   setbacks   •  Sees  effort  as  the  path   to  mastery   •  Learns  from  Cri*cism   •  Finds  lessons  and   inspira*on  in  the   success  of  others   Do  or  do  not.   There  is  no  Try.   Carol  Dweck,  Mindset:  The  New  Psychology  of  Success   Stanford,  Department  of  Psychology   Wise  Yoda  (detail)Yoda  Fountain  at  the  entrance  of  the  Lucasfilm  offices     at  the  Le`erman  Digital  Arts  Center  Some  rights  reserved  by  miss_millions   Michael  Jordan  "Failure"  Nike  Commercial  hMp://www.youtube.com/watch?v=45mMioJ5szc   Chris  Dolezalek  –  October,  2012  
  • 42. Lean Staffing A Healthy Mindset: Failure is OK Michael  Jordan:   “I've  missed  more  than  9000  shots  in  my  career.        I've  lost  almost  300  games.        26  =mes,  I've  been  trusted  to  take  the  game  winning  shot  and  missed.        I've  failed  over  and  over  and  over  again  in  my  life.        And  that  is  why  I  succeed.”   Michael  Jordan  "Failure"  Nike  Commercial  h@p://www.youtube.com/watch?v=45mMioJ5szc   Michael  Jordan  statue  -­‐    Some  rights  reserved  by  Esparta     Chris  Dolezalek  –  October,  2012  
  • 43. Lean  Staffing   Hire  Rock  Stars   •  Not  just  one,  but  everyone     •  It  becomes  self-­‐perpetua*ng.     People  come  to  IMVU  because     they  want  to  work  with  rock  stars   •  "Our  deepest  fear  is  not  that  we  are  inadequate.  Our  deepest   fear  is  that  we  are  powerful  beyond  measure.  It  is  our  light,  not   our  darkness,  that  most  frightens  us.  Your  playing  small  does  not   serve  the  world.  There  is  nothing  enlightened  about  shrinking  so   that  other  people  won't  feel  insecure  around  you.  We  are  all   meant  to  shine  as  children  do.  It's  not  just  in  some  of  us;  it  is  in   everyone.  And  as  we  let  our  own  lights  shine,  we  unconsciously   give  other  people  permission  to  do  the  same.  As  we  are  liberated   from  our  own  fear,  our  presence  automa'cally  liberates  others."               -­‐  Quoted  in  the  movies  Coach  Carter  and  Akeelah  and  the  Bee,  and  omen  aMributed  to  Nelson   Mandela  who  used  it  in  his  1994  Inaugural  Speech.  It's  actually  from  Marianne  Williamson's  book   A  Return  to  Love  -­‐  Reflec*ons  on  the  Principles  in  A  Course  in  Miracles  (Chapter  7,  Sec*on  3,  Page   165).   Chris  Dolezalek  –  October,  2012  
  • 44. Lean  Staffing   On  Being  Wrong   Saint  Augus*ne   (1200  years  before  Descartes)     “Fallor  ergo  sum”   I  err  therefore  I  am   h@p://beingwrongbook.com   h@p://www.ted.com/talks/lang/eng/kathryn_schulz_on_being_wrong.html   Chris  Dolezalek  –  October,  2012  
  • 45. Lean  Staffing   Dan  Pink:  The  surprising  truth  about  what  mo*vates  us   It’s  not  about  the  $   hMp://www.youtube.com/watch?v=u6XAPnuFjJc   Chris  Dolezalek  –  October,  2012  
  • 46. Lean  Staffing   Hiring  The  Right  Mindset   • Passion  v  Skills?   Adversity  Quo=ent®  1   Global  |  Good  |  Grit   People  who  successfully  apply  AQ     perform  op*mally  in  the  face  of   adversity.     The  AQ  Profile  and  the  3G  Panorama   predict  how  well  an  applicant  will   perform  on  the  job1   James  Reed  and  Paul  G.  Stoltz   “Put  Your  Mindset  to  Work”   Global:   The  openness  and  big-­‐ picture  perspec=ve  to   compete  on  a  global   scale  in  any  job.   Good:     A  posi=ve  force  with   unwavering  moral   compass.   Grit:   The  tenacity  and   resilience  to  thrive  on   adversity.   hMp://www.peaklearning.com/about_3G-­‐mindset.php   Chris  Dolezalek  –  October,  2012  
  • 47. Lean  Staffing   Some  of  these  “new”  ideas  have  been  around  for  a  while     “The  major  problems  of  our  work  are        not  so  much  technological  as  sociological  in  nature”.   PeopleWare,  Tom  DeMarco  &  Timothy  Lister  originally  published  in  1987   “By  and  large,  cost-­‐effec*ve  informa*on  technology  (IT)   management  is  more  about  people,  personal   rela*onships,  and  corporate  culture  than  it  is  about  the   technology  itself.  Simply  put,  IT  doesn’t  work  if  you  are   surrounded  by  bad  people  and  stupid  processes  in  a   deranged  corporate  culture.  “   IT’s  All  About  People,  Stephen  J.  Andriole  (October  21,  2011)   hMp://www.amazon.com/Peopleware-­‐Produc*ve-­‐Projects-­‐Teams-­‐Second/dp/0932633439/ref=sr_1_1?s=books&ie=UTF8&qid=1319495839&sr=1-­‐1#_      hMp://www.amazon.com/Stephen-­‐J.-­‐Andriole/e/B001JP48LW/ref=nM_athr_dp_pel_1   Chris  Dolezalek  –  October,  2012  
  • 48. Lean  Staffing   Believing  Makes  the  Impossible  Possible   How  could  a  team  that’s   never  competed  before   almost  defeat  last  year’s   na*onal  champions?   Blank-­‐slate  new  players   not  burdened  by   conven*onal  thoughts   on  what  could  and   couldn’t  work  allowed   unexpected  offense  and   defense  tac*cs  to   completely  throw  the   experienced  players  off   their  game.   Photo  by  Chris  Dolezalek  from  1989  Ul*mate   World  Championships.  Leuven  Belgium.   Chris  Dolezalek  –  October,  2012  
  • 49. Lean  Staffing   A  sustainable  work  pace   gets  you  to  the  top.   Chris  D.  2001  Climb  for  CARE:  hMp://www.flickr.com/photos/8505628@N04/sets/72157611331749165/     Chris  Dolezalek  –  October,  2012  
  • 50. Lean  Staffing   Educa*on   •  If  you’re  one  in  a  million  in  China,  there  are  1,300  people  like  you   •  India  has  more  honors  students  than  the  US  has  students   •  College  students  are  preparing  for  jobs  that  don’t  exist  yet   Did  You  Know:  hMp://scoMmcleod.org/IowaDidYouKnowSlides.pdf   Chris  Dolezalek  –  October,  2012  
  • 51. Lean  Staffing   To  Climb  Trees,  Hire  Monkeys   Chris  Dolezalek  –  October,  2012  
  • 52. Happiness  Inspires  Produc=vity   Shawn  Achor:  The  happy  secret  to  beWer  work   We  believe  that  we  should  work  to  be  happy,  but  could  that  be   backwards?     Psychologist  Shawn  Achor  argues  that  actually  happiness   inspires  produc=vity.   Abraham  Lincoln:  “Most  people  are  about  as  happy  as  they  make  up  their  minds  to  be.”     Eleanor  Roosevelt:  “No  one  can  make  you  feel  inferior  without  your  consent.”   Think  about  what  characteris*c  is  shared  among  the  most   produc*ve  employees  you  have  ever  worked  with…     Could  it  be  that  it  is  that  they  are  happy?   hMp://video.ted.com/talk/podcast/2011X/None/ShawnAchor_2011X.mp4   Chris  Dolezalek  –  October,  2012  
  • 53. Lean  Process  Appendix   Chris  Dolezalek  –  October,  2012  
  • 54. Planning  Poker1   Sizing  Tasks/Stories  with  Cards   •  Increased  mee*ng  engagement   •  High/Low  outliers  add  insights   •  Increased  es*mate  accuracy   •  Reduced  ques*ons  during  sprints   1.  hMp://planningpoker.com   Chris  Dolezalek  –  October,  2012  
  • 55. Zoom  In   Week  1   S104   Plan   Week  2   BUILD   BUILD   M        T        W      Th        F   Week  3   Week  4   Retro   M        T        W      Th        F   M        T        W      Th        F   M        T        W      Th        F   CPM   Review    …    tweak   S105   Prev   Tech  design   Plan   BUILD   BUILD   Data  Plan   Test  plan   CPM   Chris  Dolezalek  –  October,  2012  
  • 56. Requirement  Opacity   Granularity  versus  deadlines:      It’s  ok  not  to  have  the  nth  degree  of  detail  of  what  you’re  building  in  6  months’  =me.   Chris  Dolezalek  –  October,  2012  
  • 57. Con=nuous  Deployment  Flow   Hypothesis   Build  on   VMs   hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la   Chris  Dolezalek  –  October,  2012  
  • 58. Experiments  &  Alterna=ves   •  Experiments:  Vo*ng  by  doing,  requires  func*onality   •  User  Sessions:  Hard  to  get  good  sample  size  quickly   •  Customer  Advocates:  Par*cipates  in  forums,  user  groups,  …   •  Anthropologist:  Do  field  research  to  observe  interac*ons   •  Surveys:  What  people  say  rather  than  do   •  Dog-­‐fooding:  Use  your  product   •  Mavens:  Good  insights  into  established  market   hMp://www.gladwell.com/*ppingpoint/index.html   Chris  Dolezalek  –  October,  2012  
  • 59. The  Pivot   That  Elusive  Hockey  S*ck   BroadVision,  Inc.  pivots  to   become  fastest  growing   somware  company  on  Nasdaq   Somlab,  GmbH  pivots  to  become   Germany’s  2nd  fastest  growing   independent  somware  company     PowerSom  developed  PowerBuilder   in  1991,  went  public  in  1993  and  was   acquired  for  ~$900  million  in  1995   hMp://www.sunarsports.com/products/Easton-­‐Stealth-­‐S19-­‐Sr.-­‐Composite-­‐Hockey-­‐S*ck   Chris  Dolezalek  –  October,  2012  
  • 60. Prototype, Test, Refactor Defined Milestones & Iteration No Meeting No Meeting Mondays Mondays … Interrupt Lanes/ Engineers Risk Buckets vs Risk factored into task estimates "It is one of the happy incidents of the federal system, that a single courageous state may, if its citizens choose, serve as a laboratory; and try novel social and economic experiments without risk to the rest of the country.” -­‐ Louis  D.  Brandeis,  1932   Supreme  Court  Jus*ce   Experiment  as   individuals  but   also  as  teams   IMVU  con*nually  runs  process  experiments  as  a  way  to  improve  our   processes  and  to  avoid  falling  into  dysfunc*onal  rou*nes.   Chris  Dolezalek  –  October,  2012  
  • 61. Zynga  Numbers   •  Zynga’s  daily  highs  of  concurrent  players  is  equivalent  to   everyone  in  the  city  of  Paris  playing  together  at  the  same   *me.  That  happens  every  day.  The  games  are  always  changing   and  the  devices  they’re  played  on  change  constantly.  Zynga   releases  over  100  updates  across  all  its  games  every  day.  The   company  once  released  more  than  1000  updates  in  one  week.   Zynga  players  make  a  million  ac*ons  per  second.   •  Zynga  runs  about  130  experiments  in  its  games  every  day.   Amer  releasing  a  new  feature  Zynga  can  find  out  within   minutes  if  players  enjoyed  them.  Beyond  fun  is  social  —  what   maMer  is  that  friends  and  family  con*nue  to  play.  This  is  a   player’s  Ac*ve  Social  Network  (ASN).  It’s  a  true  barometer  of   how  social  a  game  is.   hMp://www.insidesocialgames.com/2012/06/26/live-­‐from-­‐zynga-­‐unleashed     Chris  Dolezalek  –  October,  2012  
  • 63. What’s  Under  Your  Hood?    Improving,  replacing  AND  dele*ng  old  code  is  vital   hMp://www.commercialmotor.com/big-­‐lorry-­‐blog/now-­‐thats-­‐more-­‐like-­‐it-­‐for-­‐biglorryblog-­‐one-­‐horsepower-­‐truck-­‐exclusive-­‐picture     Chris  Dolezalek  –  October,  2012  
  • 64. On  Le~ng  Go   Shoo=ng  the  dogs  (leVng  go):   •  Loss  aversion  and  the  “sunk  cost  fallacy”   Many  people  have  strong  misgivings  about  "was*ng"  resources   (loss  aversion).    They  may  feel  they've  passed  a  point  of  no   return.  Economists  would  label  this  behavior  "irra*onal":  it  is   inefficient  because  it  misallocates  resources  by  depending  on   informa*on  that  is  irrelevant  to  the  decision  being  made.   Colloquially,  this  is  known  as  "throwing  good  money  amer  bad“.   •  Sunk  Cost  Dilemma   The  dilemma  of  having  to  choose  between  con*nuing  a  project   of  uncertain  prospects  already  involving  considerable  sunk   costs,  or  discon*nuing  the  project.  Given  this  choice  between   the  certain  loss  of  the  sunk  costs  when  stopping  the  project   versus  possible  –  even  if  unlikely  –  long-­‐term  profitability  when   going  on,  policy  makers  tend  to  favor  uncertain  success  over   certain  loss.   h@p://en.wikipedia.org/wiki/Sunk_costs#Loss_aversion_and_the_sunk_cost_fallacy   h@p://en.wikipedia.org/wiki/Sunk_cost_dilemma   Chris  Dolezalek  –  October,  2012  
  • 65. VALVE  Somware’s     Game  Design  Process   hMp://www.valvesomware.com/publica*ons/2009/GDC2009_ValvesApproachToPlaytes*ng.pdf   hMp://www.geekwire.com/2011/experiments-­‐video-­‐game-­‐economics-­‐valves-­‐gabe-­‐newell   Valve  is  the  company  that  created  the  Steam  Game  Distribu*on  system.   Chris  Dolezalek  –  October,  2012  
  • 66. Con*nuous  Improvement  -­‐  Iterate   1.  2.  3.  4.  5.  Release  Minimal  Viable  Products  (MVPs),   Get  Customer  Feedback  /  Collect  Metrics  (don’t  presume  you  know  what’ll  work),   Analyze  Changes,   Make  Itera*ve  Changes     Go  back  to  Step  2   hMp://buu700.com/steverant  :  Also  note  that  he  men*ons  a  "ship  early  and  iterate"  ethos  at  Amazon,   and  also  how  a  clear  order  from  the  top  was  what  successfully  drove  them  into  building  SOA  pla•orms   despite  the  high  ini*al  cost.   Chris  Dolezalek  –  October,  2012  
  • 67. Counter  Innova=on   •  How  to  make  your  offering  less  appealing  to…   – Fraudsters   – Scammers   – Spammers   – Cyber-­‐Bullies   Knowing  your  users  may  need  to  go  beyond   knowing  the  ones  you  want  to  keep.   Chris  Dolezalek  –  October,  2012  
  • 68. Innova*ng  with  Adver*sers   •  Most  ad  clients  tend  to  be  more  conserva*ve  and  old   school  in  their  thinking…   •  Skin*mate  Photo  Contest   They  wanted  and  expected  real-­‐world  pictures.     They  were  amazed  at  the  passion  behind  IMVU  photos…   Chris  Dolezalek  –  October,  2012  
  • 69. Lean  Customer  Contribu=ons  Appendix   Chris  Dolezalek  –  October,  2012  
  • 70. Leverage  User  Contribu*on   Chris  Dolezalek  –  October,  2012  
  • 71. Leveraging  Virtual  Goods   Virtual Goods releases   How  many  virtual  goods  can  you  ship?   •  CNET:  $7.3  billion  in  Virtual  goods  revenue,   an  increase  of  245  percent    over  20071   1.  hMp://news.cnet.com/8301-­‐13506_3-­‐20022780-­‐17.html   Chris  Dolezalek  –  October,  2012  
  • 72. Leverage  your  users/community   •  50,000+  IMVU  Users/Creators  sold  items  to  other   members  in  the  last  30  days   •  The  IMVU  Virtual  Goods  Catalog  grew  by  7,000   items  in  the  last  24  hours   •  6  million+  items  in  the  catalog   Chris  Dolezalek  –  October,  2012  
  • 73. Lean  Staff  Management  Appendix   Chris  Dolezalek  –  October,  2012  
  • 74. Lean  Staffing   Google’s  Rules  for  Managers   To  engineer  beMer  managers,  Google  poured  over  performance  reviews,  feedback   surveys  and  award  nomina*ons,  correla*ng  words  and  phrases  as  only  a  data-­‐ driven  company  like  it  can  do.  Here  is  an  edited  list  of  the  direc*ves  it  produced-­‐ in  order  of  importance-­‐  as  well  as  a  few  management  pi•alls  it  found.   Eight  Good  Behaviors   1.  2.  3.  4.  5.  6.  7.  8.  Be  a  good  coach.   Empower  your  team  and  don't  micromanage.   Express  interest  in  team  members's  success  and  personal  well-­‐being.   Don't  be  a  sissy:  Be  produc*ve  and  results-­‐oriented.   Be  a  good  communicator  and  listen  to  your  team.   Help  your  employees  with  career  development.   Have  a  clear  vision  and  strategy  for  the  team.   Have  key  technical  skills  so  you  can  help  advise  the  team.   Three  Pi}alls  of  Managers   1.  Have  trouble  making  a  transi*on  to  the  team.   2.  Lack  a  consistent  approach  to  performance  management  and  career  development.   3.  Spend  too  liMle  *me  managing  and  communica*ng.   Dan  Erwin  Career  Development  Blog:  hMp://danerwin.typepad.com/my_weblog/2011/03/google-­‐wants-­‐to-­‐build-­‐a-­‐beMer-­‐boss.html   Chris  Dolezalek  –  October,  2012  
  • 75. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  and  innova*ve  employee?   Happiness,  Passion,  Engagement   •  Support  your  team   Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   Winning  the  hearts  and  minds  bring  engagement  as  opposed  to  bodies  in  seats.     5-­‐Whys:    Company  Direc=ves  Alignment  =  What  are  you  working  on  and  Why  is  it  important?   •  Be  Transparent  &  Invite  Challenges    Share  business  objec=ves  and  reward  those  who  ques=ons  them   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 76. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   •  Support  your  team   Happiness  /  Passion     Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   •  Be  Transparent  &  Invite  Challenges   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 77. Lean  Staffing     Suppor*ng  Your  Most  Valuable  Resources Chris  Dolezalek  –  October,  2012  
  • 78. Lean  Staffing  –  Manage     Sell vs tell – get buy-in and win engagement Sell  verses  Tell   If  you  tell  employees  what  to  do,  you’ll   rarely  get  more  than  what  you  ask  for.     If  you  help  them  understand  why  what   they  are  about  to  do  can  make  a   difference  and  let  them  par*cipate  in   determining  and  arriving  at  the   ul*mate  objec*ves,  you  may  well   discover  that  greater  engagement  can   result  in  outcomes  that  exceed  your   ini*al  expecta*ons…   a.k.a.  No  Show,  No  Go     Chris  Dolezalek  –  October,  2012  
  • 79. Be  Transparent   Be  Transparent  &  Invite  Challenges   Share  business  objec=ves   Share  business  and  board  mee=ng  notes  as  well   as  financials  and  how  we’re  doing  against  goals.   Reward  those  who  ques=ons  them   Recognize  and  praise  those  that  challenge.   5  Whys  in  one-­‐on-­‐ones   Ask  individuals  to  get  to  root  cause  of  why  and   how  what  they  are  working  on  relates  to   company  objec=ves.   Chris  Dolezalek  –  October,  2012  
  • 80. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   •  •  •  •  Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 81. Hack  Weeks   @IMVU  &  @Yahoo   Cross  Func*onal  Teams   Hack  Weeks  vs  Hack  Days   Inspires  Innova*on  and  Collabora*on   Sell  to  Business  at  End  for  Further  Funding   Reinforce  Mindset  of  Thinking  About  Business  Objec*ves   Creates  BeMer  Awareness  of  Life  Cycle  and  Process  for  a  Project     Chris  Dolezalek  –  October,  2012  
  • 82. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   More  on  experimen=ng  to  follow,  but  let  engineers  push  1%  experiments   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 83. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  processes  and  tools   Whether  for  how  to  develop  code,  track  sprints,  or  whatever   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 84. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 85. A  “Scien=fic”  Approach   to  understanding  a  complex  world   My  physics  professor  once  declared:     “Engineering  is  to  physics  as  masturba*on  is  to  sex.”   If  you  want  the  real  thing  (understanding  how  the  real   world  works)  you  must  understand  it  is  not  a  closed   system.  The  vectors  of  influence  are  many  and   constantly  varying.   Each  new  view  of  the  world,  is  simply  a  beMer,  more   recent  approxima*on  of  the  truth  than  the  last.   Con*nuously  Innovate  or  become  a  part  of  history.   Chris  Dolezalek  –  October,  2012  
  • 86. On  the  Spot  Innova=on   In  the  late  90s,  on  the  day  the  site  we  build  for   American  Airlines  online  reserva*ons  went   live,  they  warned  us  to  expect  1  million  hits.   They  wanted  to  be  sure  we  could  handle  the   load.  Much  to  everyone’s  surprise,  they  had     10  million  hits  on  day  one  and  the  systems   were  dangerously  into  the  red  near  capacity.     At  the  end  of  the  day,  in  a  very  heated  call,  the  ques*on  came  up  as  to   how  our  systems  would  scale  to  those  numbers.  We  were  confident  that   our  systems  would  scale  if  they  added  more  hardware.  The  problem  was,   AA  is  in  Texas  and  they  were  running  on  hardware  from  Sun  in  California.   UPS,  DHL  and  FedEx  were  closed  for  the  day  …   A  junior  exec  from  AA  piped  up  “ahem,  aren’t  we  an  airline?”     Someone  from  Sun  had  the  iron  driven  to  San  Jose  airport  were  an  AA   fight  brought  it  to  Texas.  Systems  we  running  a  good  levels  the  next  day.     Chris  Dolezalek  –  October,  2012  
  • 87. Chris  Dolezalek  –  October,  2012  
  • 88. Misc  to  add?   •  •  •  •  •  BVSN  and  AA   Coopsol  60>16   Kentucky  Fried  Chicken   FedEx?   Risk  Buckets  vs  Risks  in  Tasks   Psychological  benefit  of  ge~ng  work  done  within  task  size   •  Stretch  Goals   Challenge  to  step  up  to,  buffer  for  change  requests  (you  know  they  will  come),  buffer  for  unknowns,  Early  warning/indicator/     •  Interrupt  Lane  &  Engineer   •  Adversity  Advantage   trigger  @  pulse  check  for  poten*al  concerns. ”Show  me  someone  who  has  done  something  worthwhile,  and  I'll  show  you  someone  who  has  overcome  adversity.”  -­‐  Lou  Holtz   •  Pygmalion  Affect   "Thinking  too  well  of  people  oben  allows  them  to  be  be@er  than  they  otherwise  would."  -­‐  Nelson  Mandela   Chris  Dolezalek  –  October,  2012