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How to Make the Tortoise Dance
A Lean Innovation Process to Make a Big Company Move Like
a Startup
Shardul Mehta
Presented at ProductCamp DC, May 11, 2013
2. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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Important Stuff!
1
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3. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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Hi. I’m Shardul.
• Almost two decades years building and launching tech/software products
• Early career: software developer – Honeywell, First USA Bank (Chase)
• Co-founded cloud based healthcare dot-com start-up in 2000
• Product management, product marketing, product development
– Small business
– Mid-sized company in consumer services and retail that grew from $250M to $1B
– Led digital product management for Capital One’s Card online UX
• Founded ProductCamp DC in 2010: largest product professionals community
in the Mid-Atlantic
• MBA, Tepper Business School, Carnegie Mellon
• B.S., Computer & Information Sciences
2
@shardulmehta http://www.linkedin.com/in/shardulmehta
http://streetsmartproductmanager.comshardulmehta@gmail.com
4. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
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3
What’s a big ship look like?
5. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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4
What we wish for
6. © Shardul Mehta 2013
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5
Reality
7. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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The challenge of getting things done in a big company
• Lots of stakeholders
• Many affected parties and vested interests
• Many opinions
• Many approvals
• Takes too long!
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8. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
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The challenge of getting things done in a big company
7
Source: http://www.ultimus.com/Blog/bid/39286/Don-t-Just-Consider-Complex-and-Complicated-Processes-for-Automation
9. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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The result…
8
Email overload
Too many
socialization meetings
Tons of
documentation
Needless deck work
10. © Shardul Mehta 2013
http://streetsmartproductmanager.com
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What we really want is a process that…
Accelerates solution development
Spurs decision making
Involves senior decision makers and the project team
Keeps all parties aligned
Can be implemented quickly
11. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
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Our insight!
We need to apply lean thinking to the process of gaining
consensus on key business decisions
10
12. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
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The solution!
Agile innovation process: “Hothouse”
A 2-3 day workshop in which executive leaders
collaborate with product development teams in a series
of iterative sprints to solve key business problems
11
13. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
The Hothouse
Why do it?
• The intent is to dramatically accelerate decision making and ensure
alignment across all stakeholders and teams
– What typically takes weeks or months is completed in days
How does it work?
• Takes place over 2-3 days
• 1-3 small teams sprint to rapidly build solutionswhich are shared
and judged by senior leaders each day
– Creative Sprints: teams do work
– Design Reviews: teams receive feedback on work
• The output of the Hothouse establishes the foundation for the
project work post-Hothouse
12
14. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
The Hothouse follows Lean Startup’s Build-Measure-Lean loop
13
15. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Sample agenda for 2-day Hothouse
•08:30 – 09:00 Kickoff: Welcome/Intro
•09:00 – 10:00 Business Problem Overview
•10:00 – 12:00
•Demo Current State and/or Prototype
•Share any VOC Feedback
•Initial Design Review (#0)
•12:00 – 04:00 Creative Sprint #1
•04:00 – 05:00 Design Review #1
•08:30 – 12:00 Creative Sprint #2
•12:00 – 01:00 Design Review #2
•Initial IT Delivery Assessment (if
applicable)
•01:00 – 04:00 Creative Sprint #3
•04:00 – 05:00 Final Design Review (#4)
•05:00 – 05:15 Wrap Up, Gifts/Awards, Thank
You
• Creative Sprints: team takes the feedback from the judges to produce the next iteration of the
prototype
• Design Reviews:team demos the latest iteration for stakeholder feedback
• Lunches will be working sessions
Day 1 Day 2
16. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Sample agenda for 3-day, 2-team Hothouse
• 09:00– 11:00 Hothouse Kickoff
• Welcome
• Hothouse Overview & Agenda
• Business Problem Overview
• Design Review #0
• Next Steps & Sprint Team
Logistics
• 11:00 – 03:30 Creative Sprint #1
4.5-hr sprint. Sprint teams receive
lunch
• 03:30 – 05:00 Design Review #1
45 mins each team.
• 08:30 – 11:30 Creative Sprint #2
3-hr sprint.
• 11:30 – 01:00 Design Review #2
45 mins each team. Lunch served.
• 01:00 – 04:00 Creative Sprint #3
3-hr sprint
• 04:00 – 05:30 Design Review #3
45 mins each team
Day 1 Day 2
• 08:30 – 11:30 Creative Sprint #4
3-hr sprints
• 11:30 – 01:00 Design Review #4
45 mins each team. Lunch served.
• 01:00 – 1:15 Wrap-Up,
Gifts/Awards, Thank You’s
• 1:15 – 02:00 Retrospective &
Next Steps
Teams or team leads
Day 3
• Creative Sprints: team takes the feedback from the judges to produce the next iteration of their work
• Design Reviews:team presents the latest iteration for feedback from the Judges
17. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
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Mountain View, California, 94041, USA.
A Hothouse combines lean principles across different disciplines
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Build Measure
Learn
Agile
Development
Design
Thinking
Hothouseo
• Reframing the business
challenge
• High collaboration
between business and
developers
• Ideation
• User-centric thinking
• Synthesis
• Rapid prototyping
• Iterative workflow
• Continuous delivery
• Face-to-face
communication
• Product owner /
customer champion
• Team retrospections
18. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
A Hothouse can deliver multiple tangible outputs
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INPUTS
• Business problem
• Research and user
feedback
• Current state materials
• SME knowledge
HOTHOUSE
• Creative Sprints
‒Demos / Prototypes
‒Key IT/Engg deliverables
‒Non-IT deliverables (e.g.,
marketing plans)
• Design Reviews
‒Senior leader feedback and
approval
OUTPUTS
Key business decisions
and priorities
Approved prototype(s)
System impacts
High-level delivery
estimates
Rollout strategies
Communication plans
Other key deliverables
19. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
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Mountain View, California, 94041, USA.
Real-life implementations at F500 companies
• Re-design of a web page
– 1.5-day Hothouse
• Design of a user flow through an application
• Development of specific online capabilities, such as customer
enrollment and onboarding
– 1 team, 2 days
– UI deliverables: wireframes, prototypes
– IT deliverables: platform impacts, system flow, data flow
– High-level delivery estimates
• Full site re-design
– 3 teams competed over 2.5 days
– Winning design laid the foundation for future UX work
18
20. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Real-life implementations at F500 companies
• A complex re-platforming project involving migration from an
old system to a new one with considerations for customer and
business impacts
– 2 teams in 1 room for 2.5 days
– 4 complex business problems, 8 inputs
– Through 4 rounds of intense, agile iterations (Creative Sprints), they
progressed from:
• Ideas and research to
• Spreadsheet analysis and process maps to
• Wireframes and screen mockups to
• Critical UX decisions and a high-level migration approach
– Each team had 30-40 mins in each Design Review to wow 8 tough
judges
• GM/Business, Sales, Marketing, Ops, IT
19
21. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Real-life implementations at F500 companies
• An acquisition between Fortune 1000 companies
– 3 teams in 1 room for 3 days
– 8am – 7pm every day
– Business challenges tackled:
• Onboarding of acquired company’s customers
• Collision resolution of user credentials
• Login badge UI
• Single sign on
• Branding incorporation
• Mobile app
• Customer communications
• High-level delivery estimates
20
22. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
What success looks like
Solution Development
• Tangible progress
– Time-boxed session force action and
reduce “analysis paralysis”
• Innovative, creative solutions
• Decisions that directly impact go-to-
market strategy
• Early assessment of IT impacts,
bottlenecks, and delivery trade-offs
• Baseline clarity across everyone on:
– Business problems and goals
– Proposed solution
– Priorities and next steps
People & Process
• Active participation and buy-in from
executive leaders
– They feel a part of the process
• Clarity for delivery team on forward
direction
– Immediate feedback to the team
• Team building
• Mindshare across all departments
• Framework established for closer
collaboration between executives and
delivery team
21
23. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Benefits
The folks most directly impacted are fully represented
– Senior decision makers
– Project team
Ideation without being limited by existing technology or entrenched
business practices
– Rapid prototyping pushes the envelope on what’s possible
Accelerated solution development
High degree of collaboration and cooperation
High use of visual artifacts (mockups, screenshots, prototypes, etc.) forces
“customer first” thinking and more actionable feedback
Faster time-to-market
22
24. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Hothouse Agile Innovation Process
Combines lean & agile practices with executive
level decision making to accelerate solution
development on critical business challenges
23
25. © Shardul Mehta 2013
http://streetsmartproductmanager.com
This work describing the Hothouse Agile Innovation Process by Shardul Mehta is licensed under the Creative
Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900,
Mountain View, California, 94041, USA.
Want to make your tortoise dance?
• Overview Talk/Presentation
• Hothouse Training
– ½-day and 1-day versions available
• Hothouse Planning, Organization and Facilitation
– Planning meeting
– Agenda preparation
– Preparation of Kick-Off and Final Day Wrap-Up Materials
– Logistics
– Check-ins
– Workshop facilitation
• Including post-workshop retrospective
– Final report
24
@shardulmehta http://www.linkedin.com/in/shardulmehta
http://streetsmartproductmanager.comshardulmehta@gmail.com
More tips & techniques
on applying lean
concepts available