Innovation teams in both start-ups and established companies face pressure to make decisions quickly. Investor expectations and innovation processes encourage teams to be decisive, in the false belief that making decisions represents progress. While there are some decisions that should be taken early in order to get them out of the way, other decisions […]
You may have heard some of these terms used elsewhere. The precise definitions we give here are one of the secrets to our repeatable success. By applying rigor where rigor is useful, we avoid miscommunication around the most important things our teams need to discuss. A—C Activities: Tasks that need to be performed in order […]
When people with Agile experience see the Rapid Learning Cycles framework, it looks familiar. That’s not an accident. Our first attempts with Rapid Learning Cycles used Scrum. We knew that some people in the Scrum world, including some well-known consultants, were zealous in encouraging teams to adopt every element of Scrum exactly as written or “it’s not really Scrum.”
To the average person, “agile” means “able to move quickly and easily.” Product development is often perceived to be too slow, take too long, and lack the ability to respond to new information that may come in late in a program.
When innovators use Rapid Learning Cycles in early development, they get acceleration for their best ideas, as others fail faster. That leads to more predictable schedules with faster time-to-market.