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THOUGHTWORKS PRESENTS
Understanding Design Thinking, Lean, and Agile.
@jonnyschneider
DESIGN
THINKING
Trio of Trouble - Design Thinking, Lean, and Agile
Designers don’t search for a solution until they have
determined the real problem, and even then, instead
of solving that problem, they stop to consider a wide
range of potential solutions. Only then will they
converge upon their proposal.
—Donald Norman
4
DESIGN
PROCESS
navigate
ambiguity
empathetic
learning synthesise
information
fast
experimentationconcrete and
abstract
learn from 

others
DESIGN IS AN ABILITY
We get better by practicing
craft things
intentionally
communicate
deliberately
bit.ly/carter-stop-processCarissa Carter,
Trio of Trouble - Design Thinking, Lean, and Agile
LEAN
IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT
control…
IT’S A RESPONSE TO SCIENTIFIC MANAGEMENT
control… humans don’t like it
IT’S ABOUT SYSTEMS OF WORK
Manage flow to optimise value
IT’S ABOUT SYSTEMS OF WORK
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Quality is a outcome, not an activity
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Learning and adapting over analysis and prediction
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Empowered people are happier and achieve better outcomes
IT’S ABOUT SYSTEMS OF WORKIT’S ABOUT SYSTEMS OF WORK
Outcomes over outputs
http://bit.ly/cutlers-feature-factory
AGILE
IT’S ABOUT HOW WE DO SOFTWARE
Individuals and interactions over processes and tools
IT’S ABOUT HOW WE DO SOFTWARE
Working software over comprehensive documentation
IT’S ABOUT HOW WE DO SOFTWARE
Customer collaboration over contract negotiation
IT’S ABOUT HOW WE DO SOFTWARE
Responding to change over following a plan.
AGILELEAN
Systems of work
continuous flow
demand based ‘pull’
repetitive (manufacturing)
Software
iterations
value-based prioritisation
always changing (software)
MINDSETS,
NOT PROCESSES
DESIGN
THINKING
Explore the

problem
by @jonnyschneider
DESIGN
THINKING
Explore the

problem
LEAN
Build the 

right things
+
by @jonnyschneider
AGILE
Build the 

thing right
+DESIGN
THINKING
Explore the

problem
LEAN
Build the 

right things
+
by @jonnyschneider
THE LEAN
MINDSET
ALIGN
TO
PURPOSE
SET
A COURSE
DEFINE
ACTIONABLE
STRATEGY
IDEATE
POSSIBLE
SOLUTIONS
EXPLORE
PROBLEMS
AND
OPPORTUNITIES
ACTTO
LEARNVALUE-BASED
PORTFOLIO
MANAGEMENT
EVOLUTIONARY
DESIGN
ADAPTTO
CHANGE
The
Organization
Strategy
Vision
Solution
Delivery
AGILE
LEAN
DESIGN
THINKING
Ability.
Learning.
Adapting.
THEORY INTO 

PRACTICE
PUBLISHED 13 JULY 2017
You can read it later.
Get it at
http://jonnyschneider.com/free-book
BEST OF ALL, IT’S FREE!
PURPOSE, ALIGNMENT, AUTONOMY
Be stubborn on the vision, but
flexible on the details.
—Jeff Bezos
Guideline
Purpose starts with customers
Opportunities
Streams
Aspirations
Measurements
Outcomes achieved (evidence of success)
Design Thinking isn’t about loop diagrams, squiggles and process
Our ability to respond to adversity determines whether we
achieve the goal, not planning or strategy.
By Mike Rother
MEASURE THINGS THAT MATTER
If a measurement matters at all, it is because
it must have some conceivable effect on
decisions and behavior.
—Douglas W. Hubbard
Field lesson
Lesson
Learned
MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external factors, hard
to attribute to a specific initiative
6 customer features completed Measures output, not outcome
Goal: Customers can easily find what they are looking for
MEASUREMENT COMMENT
Customers will be delighted Too vague
Net Promoter Score (NPS) will increase Subject to external factors, hard
to attribute to a specific initiative
6 customer features completed Measures output, not outcome
Conversion from results page to product detail
page increases by 3% month-on-month
Good!
Basket-size for returning customers increases 

on average from quarter-to-quarter
Good!
Average time-on-site per item purchase 

reduced by 6% quarter-to-quarter
Good!
Goal: Customers can easily find what they are looking for
Trio of Trouble - Design Thinking, Lean, and Agile
MAKE DECISIONS BASED ON LEARNING
Don't look for facts or answers — look for
better questions. It's the questions we ask, and
the meaning we explore, that will generate the
insights most useful to strategy.
—Dr. Jason Fox
Guideline
bit.ly/chainsawsuit-research
bit.ly/cog-bias-sheet
bias codex
To get things done, we tend to complete things
we’ve invested time and energy in
To stay focused, we favour the immediate,
relatable thing in front of us
We simplify probabilities and numbers to make
them easier to think about
We favour simple-looking options and complete
information over complex, ambiguous options
—Buster Benson, John Moonigan et al.
http://bit.ly/cog-bias-sheet
Define your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning
THE

PROBLEM
ASSUMPTION
MODEL
by Jonny Schneider
and Barry O’Reilly
bit.ly/udtla
MONDAY
Frame the challenge and 

explore some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSDAY Conduct the research
FRIDAY
Analyse the results and 

decide what next
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6
orientation 39 intercepts 65 survey
responses
campaign
design
campaign
launch
pilot plan
20 customer
intercepts
5 student
surveys
4 gym
interviews
11 intercepts
10 intercepts
DESIGN THE RIGHT EXPERIMENTS, 

TO LEARN THE RIGHT THINGS.
Lesson
Learned
CHOOSING WHAT
AND HOW TO LEARN
COST
•Time
•Effort
•Resources
•Financial cost
CONFIDENCE
•Accuracy of data or insight
•Usefulness to inform decisions
48
evolved version of hypothesis template
30
AWARE, INFORMED AND ON-BOARDED
We believe that
Better informing travellers about Tax Free Refund steps and
process
!
Will result in
an increase in repeated usage of the Global Blue app
We will know we’ve succeed when
IN PROTOTYPE REAL
Number of ‘active/engaged’
users increases by
Accuracy of submitted forms
increases by
PLAN
Acquisition
6% 30%
ACCEPT UNCERTAINTY, 

EMBRACE FAILURE LEARNING.
(Optimise for being wrong)
Lesson
Learned
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
MANY MINDSETS, ONE TEAM.
Guideline
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
Trio of Trouble - Design Thinking, Lean, and Agile
AGILE
Build the 

thing right
LEAN
Build the 

right things
+DESIGN
THINKING
Explore the

problem
+
by @jonnyschneider
DUAL TRACK, NOT DUEL TRACK.
By Jeff Patton bit.ly/patton-dual-track
59
59
Aspirational Customer Journey
Product Hypotheses
Design Experiments
59
Aspirational Customer Journey
Product Hypotheses
Design Experiments
User Story Map
Data/feedback
LEARN YOUR WAY TO BETTER PRACTICES
Lesson
Learned
THE LEAN
MINDSET
ALIGN
TO
PURPOSE
SET
A COURSE
DEFINE
ACTIONABLE
STRATEGY
IDEATE
POSSIBLE
SOLUTIONS
EXPLORE
PROBLEMS
AND
OPPORTUNITIES
ACTTO
LEARNVALUE-BASED
PORTFOLIO
MANAGEMENT
EVOLUTIONARY
DESIGN
ADAPTTO
CHANGE
The
Organization
Strategy
Vision
Solution
Delivery
AGILE
LEAN
DESIGN
THINKING
SUSTAIN
incremental
continuous
fact-based decisions
EXPLOIT
demonstrate value
evidence to continue
confidence to scale
small bets
safe to fail
rapid learning
EXPLORE
https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/
SUSTAIN
incremental
continuous
fact-based decisions
EXPLOIT
demonstrate value
evidence to continue
confidence to scale
small bets
safe to fail
rapid learning
EXPLORE
https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/
You’re probably 

really good at this
not so good
at this
AIM FOR PURPOSE
ALIGNED AUTONOMY
MAKE DECISIONS BASED 

ON LEARNING
MANY MINDSETS, 

ONE TEAM
1. Start with customers
2. Measure things that matter
3. Visual management helps
4. Design the right experiments, 

to learn the right things.
5. Accept uncertainty, 

embrace learning.
6. Embrace your differences and
work together.
Lessons
LearnedGuidelines
QUESTION?
http://thedogist.com
GET THE BOOK
http://jonnyschneider.com/free-book
@jonnyschneider
au.linkedin.com/in/jonnyschneider

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