From the field — workshops, talks, and rooms where the work happens.
From the archive — ten more ›
Leading Design, the Barbican — Peter Merholz on leverage
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Leading Design, the Barbican — Peter Merholz on leverage: a leader’s impact arrives through other people, so the job is enabling the team, and the making belongs to them.
Leading Design, the Barbican — Kate on organisational hierarchy
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Leading Design, the Barbican — Kate on hierarchy: find out who holds the budget, the allies and the influence before the project starts. That is where the change gets decided.
Leading Design, the Barbican — Whitney on culture and change
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Leading Design, the Barbican — Whitney on culture and change: people embrace a change that protects what they value and resist one that threatens it. Edmondson, SCARF and Senge on the slides.
Service Lab — designing digital services that feel more human
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Service Lab, London — designing digital services that feel more human. Adaptive Lab’s rule for the room: less talky, more do-ey.
Y Combinator — Craig Cannon on the pace of progress
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Y Combinator — Craig Cannon on the pace of progress: a day’s work bought ten minutes of candlelight in 2000 BC and twenty thousand hours of LED light now. Our ability to make cool things outpaces our ability to enjoy them.
TNW Conference — Marc Teerlink on the price of free
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TNW Conference, Amsterdam — Marc Teerlink: if the product is free, your data is the product. The only question is which currency you pay in.
TNW Conference — Nick Grossman on purpose, mission & strategy
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TNW Conference, Amsterdam — Nick Grossman of Union Square Ventures on purpose, mission and strategy: why we exist, who we serve, how we do it. Get the three aligned and every hard decision gets easier.
Sense, respond and ship
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Sense & Respond — Jeff Gothelf and Josh Seiden: sensing and shipping are investments; responding with agility is a culture change. Five principles on the slide, a glass wall of kanban in the photo.
Lean Service Clinic — Service Experience Camp
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Service Experience Camp, Berlin — I ran the Lean Service Clinic: a deck of ‘unstick’ playcards borrowed from agile, lean and coaching, for projects that have stalled.
Jobs to be Done — firing the old solution
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Jobs to be Done — a phone taped over a car’s speedometer. What do people have to fire before they can hire your product, and does yours do the job better?
