principle of, 176
Accountability, 86
Active approach
to acquiring qualitative information, 184–185
to acquiring quantitative information, 185–186
Adaptive Software Development, 71
Adaptivity, 193
fear of failure, 36
resistance, 35
Agile Alliance, 71
Agile coach, 90, 100–101, 115, 116, 194
Agile management
accountability, 86
active and passive adaptivity
internal and external requirements, 124–125
benefits of, 75
change to organization, 197–198
changing, out of urgency, and ambition, 196–197
from directive to servant leadership, 88–89
eight principles of, 83–87, 194
alignment, 84
learning by experimenting, 85
synchronous and visual communication, 85
understanding the customer, 84
emergence of
continuous manufacturing, 65–66
Darwinism, 61
Lean Startup, 74
scientific management, 65
Toyota Production System (Lean), 67–68
as integrated approach
for internal and external customers, 81–83
no theoretical ideal model for, 195–196
Think–Do–Learn process, 125–130, 194–195
vicious circle of directive control, 88
Agile organization
ING Netherlands
actualization and implementation, 112
background and goals, 111
organizational structure, 112–114
solution, 112
organizing for agile management, 97–98
information technology, crucial role of, 102
organizational structures, 100–102
success factors of, 99
Agile working, 112
Agilean, 80
in elite sports
Agility-thinking, 59
historical development of, 60
Ajax, 52
Amazon Web Services, 65, 172, 191
Analysis paralysis, 63
Ansoff Matrix, 32, 34, 121–123, 125
Apple TV, 133
Armstrong, Neil, 14
Atychiphobia. See Fear of failure
Autopilot, 3
Backlogs, 196
Ballamy, Steve, 15
fear of failure, 36
resistance, 35
Behavioral analysis, 186
Big Hairy Audacious Goal (BHAG), 197
Bio-/neurometric research, 185
Blank, Steve, 169
Blue Ocean Strategy, 123
BMW C1 scooter, 169
Boehm, Barry, 70
Box plot, 181
Brailsford, Dave, 55
Brandt, Willy, 197
British Airways, 121
British Cycling Federation, 55
Build–measure–learn cycle, 125
Business model canvas (BMC), 82, 131–136, 171, 189
Call center, 186
Cameron, William Bruce, 184
Ceteris paribus, 175
Chagas disease, 13
Challenger, 181
Chambers, Robert, 13
Change target groups, 197
fear of failure, 36
resistance, 35
drivers in market, 30
types of, 33
lead, 115
Cirque du Soleil, 124
Cognitive dissonance, 174
Combined operations, 50
Continuous manufacturing, 65–66
Control group, 175
Cooperation, as barrier to adaptivity, 35–36
Cost structures field, of Business Model Canvas, 135, 136
Cross-table, 181
Crossing the chasm, 171
Crowdsourcing, 187
from directive to servant leadership, 88–89
Customer behaviour, 111
Customer discovery and validation approach, 74
Customer job, 146
Customer journey, 135, 190, 194, 197
Customer panel. See Focus group
Customer potential, 173
Customer relationships field, of Business Model Canvas, 135
Customer satisfaction, 151
Customer segments field, of Business Model Canvas, 134
Customer shadowing, 185
Customer value, 151
impact on, 152
Decathlon, 166
Decision-making unit (DMU), 141
Decision tree, 181
Define–measure–analyze–design–verify cycle, 125
Define–measure–analyze–improve–control cycle, 125
Definition of done, 154–155, 169
Deming Wheel. See Plan–Do–Check–Act (PDCA) cycle
Demo, 172
Desk research, 186
Deus ex machine moment, 16
Digital analytics, 102
Digital and offline behavior, 188
Do phase, of agile management
customer-value propositions, 161–165
minimum viable product, learning faster and cheaper with, 168–172
commitments rather than words, 173–174
Domino-effect, of changing requirements, 82
Dreamliner, 164
Dunbar’s number, 98
Dynamic Systems Development Method, 71
Dyson, 124
Early adopters, 171
Early majority, 171
Edison, Thomas, 46
Eisenhower, Dwight, 198
Empirical Cycle, 61
Empiricism, 61
through smart alignment, 90–91
End-to-end responsibility, for achieving goals, 84
Energy-maneuverability theory, 68
Enterprise resource planning (ERP) system, 100
Experimentation
controlled, 47
Extreme programming, 71
ExxonMobil, 21
Eyetracking, 185
Face-to-face conversations, 186
Fail walls, 92
Failcon, 44
away with the social taboo around, 45–46
controlled, 47
Falsification, 158
as barrier to adaptivity, 36
Feature-Driven Development, 71
Federico, Vilfredo, 62
Field sales executive, 186
Fight-or-flight response, 35
Firmographics, 141
Flexibility, 197
Ford, Henry, 197
Fosbury, Dick, 43
Frasier, 40
FuckUp Nights, 44
Fuji, 15
Fun seekers, 143
Functional MRI (fMRI) scans, 173
Game changer, 133
Genchi gembutsu, 137
General Motors, 21
Forms, 172
Gould, John, 12
Greatness (video), 88
Guesstimates, 174
Guiding coalition, 197
Hamel, Gary, 77
Harley Owners Group, 41
Highest Paid Person’s Opinion (HiPPO) effect, 174
Histogram, 181
Huddle room, 91
Human resource management (HRM) policy, 100
Hypotheses, 93
agile management with, 158–160
Improved assessment-process in HRM, 161
Income streams, 190
Individual depth-interview, 184–185
Information systems, 99
Information technology, crucial role of, 102
ING Netherlands
agile organization
actualization and implementation, 112
background and goals, 111
organizational structure, 112–114
solution, 112
Innovation, 81
Internal research, 186
Ishikawa diagram, 181
Jumping to conclusions, 181
Juran, Joseph, 62
Key activities field, of Business Model Canvas, 135, 136
Key interviews, 171
Key partners field, of Business Model Canvas, 135, 136
Key performance indicators (KPIs), 159
Key resources field, of Business Model Canvas, 135, 136
Kodak, 30
Lagging indicator, 159
Large Scale Scrum (LeSS), 101
Leadership. See Culture and leadership
Leading indicators, 159
Lean Software Development, 71
Lean Startup approach, 74, 92, 194
Lean value-creation, 170
Lean’s pull principle, 153
Learn phase, of agile management
evolving through evaluation
sources within voice of the customer, 182–184
for active approach to acquiring qualitative information, 184–185
for active approach to acquiring quantitative information, 185–186
for passive approach to acquiring qualitative information, 186–187
for passive approach to acquiring quantitative data, 187–188
Learning by experimenting, 85
Limited blast radius, 92
Line-of-sight connection, 18
Line organizations, 36
Long tail (or fat-tail), 65
Maintenance, 80
Major League Baseball (MLB), 54
Manifesto for Agile Software Development, 72
Marginal gains approach, 73–74
Market capitalization of Nokia, 16
Market penetration, 122
Market segments
from market definition to, 140–143
to target-group segments, 143
Marktplaats, 190
The Marshmallow Challenge (video), 41
McCafé, 79
Meetings, in agile management, 155–156
Mendel, Gregor, 13
Men’s Health, 40
Metrics, agile management with, 158–160
Microsoft, 17
Minimum feature set, 169
Minimum viable product (MVP), 63, 84, 93, 161, 195
devilish dilemma of, 170
forms suitable for internal and external customers, 171–172
Minions (film), 41
Mobile-app programming, 16
Mock-up, 171
Modern world, turning point in history of, 49–50
Moment of truth, 146
Money ball: The Art of Winning an Unfair Game, 54
Mood-board images, 145
Moore’s Law, 28
Mortgage Applications Process, 113
Motivation, 92
Muda, 137
Multidisciplinary change team, 197
Mura, 139
Murphy’s Law, 34
Must-win battle, 198
Mystery shopping, 187
NASA, 126
Natural selection, 19
Netflix service, 65, 111, 164, 190
New Coke, 169
Newton’s second law, 199
NIKEiD, 187
Nintendo, 124
Observations, 187
Observe–orient–design–act cycle, 125
Ogilvy, David, 173
On the Origin of Species, 13
Online behavior, 188
Online research community, 185
Open-source model, 91
Operational excellence, 123
Opinion articles, 186
Oprah Winfrey Show, 40
website and apps, behavior on, 187
Organization for Economic Co-operation and Development (OECD), 20
“Outside-the-box” thinking, 45
Ownership, 87
Pareto Principle, 62
Passive approach
to acquiring qualitative information, 186–187
to acquiring quantitative data, 187–188
Persil Power, 169
current customer process for, 147
of electrician, 145
Plan–Do–Check–Act (PDCA) cycle, 66–67, 126
Planners, 142
Planning
Platform, 191
Points system, 155
Porter’s Five Forces model, 123, 125
Porter’s value-chain model, 81
Potentiation effect, 73
Pragmatic Programming, 71
Pragmatism, 61
Principles of Biology (Spender), 13
Private equity investors, 45
for car repair, 140
flow, 65
Product backlog, 100, 151, 153, 155, 169, 179
Product development, 34
Product owner, 100, 101, 115, 155–156, 194
Project Livewire, 41
development, 122
Proxy, 142
Qualitative information
active approach to acquiring, 184–185
passive approach to acquiring, 186–187
Quantitative information
active approach to acquiring, 185–186
passive approach to acquiring, 187–188
Research In Motion, 17
Resistance, as barrier to adaptivity, 35
Revenue streams field, of Business Model Canvas, 135
Ries’s method, 74
Road bicycle racing, agility in, 54–56
Root cause, 180
Sabermetrics, 53
Samsung, 16
Scaled Agile Framework (SAFe), 101
Schultz, Howard, 121
Scientific management, 65
Scrum, 4, 71. See also Daily Standups
Segmentation criteria, 141
Self-assessment, of agility, 102–111
Self-fulfilling prophecy, 64
Self-service, 91
Serendipity effect, 46
Share of wallet, 143
Shared space, 98
Shell Oil, 21
Shewhart Cycle, 66
Shippable increment, 154
Smartphone, 133
The smell of the place (video), 87
Social-media behavior, 187–188
SpaceX, 197
Spender, Herbert, 13
Split-run test, 175
culture and leadership within, 89–90
empowerment through smart alignment, 90–91
experimenting, failing, and learning, 92–93
principles and rules, 90
respect and motivation, 92
trust instead of control, 91–92
backlog, 153
meetings, feedback cycle of, 125
STEEPLED analysis model, 29–30, 33, 119, 125
Storyboarding, 166
for internal customer, 167
Surveys, 185
Swatch, 124
Synchronous and visual communication, 85
Target group, 189
segments
from market segments to, 143
Taylorism, 65
Teavana, 122
Technical test, 173
Telegraph Media Group (TMG), 27
Tesla model, 164
Testing, 172–176. See also Experimentation
commitments rather than words, 173–174
focus in, 175
idea of, 40
reports, 186
Theatre, 124
Think phase, of agile management
business model canvas, 131–136
hypotheses and metrics, working with, 158–160
persona
from market definition to market segmentation, 140–143
from market segments to target-group segments, 143
from target-group segments to personas, 143–146
definition of done and working with points, 154–155
“story,” 154
prioritizing improvements, 149–153
value-stream mapping and process mapping, 136–140
Think–Do–Learn process, 125–130, 194–195, 199. See also specific phases
Think–try–adjust approach, 112, 125
Three, 166
Time-boxing, 153
Toyota Production System, 67–68, 126, 136, 194
Toyshop, 50
Tracey Ullman Show, 40
Transformation storymap, 197
Triangulation, 183
lead, 115
Try–listen–refine approach, 79, 125
20 percent rule, 46
Urgent/important matrix, 198
User story methodology, 154
Unique buying reasons, 141
Value-creation, 84
Value Proposition Design, 161
Value proposition field, of Business Model Canvas, 135
Value-stream mapping, 82, 136–140
Velocity, 153
Verification, 158
Video motion systems, 53
Visual working, planning and, 156–158
Voice of the customer (VOC), 84, 140, 144, 146, 195
active approach to acquiring qualitative information, 184–185
active approach to acquiring quantitative information, 185–186
passive approach to acquiring qualitative information, 186–187
passive approach to acquiring quantitative data, 187–188
Volatility, uncertainty, complexity, and ambiguity (VUCA), 26–27, 77, 149
Volvo, 41
Wal-Mart, 21
Wallace, Alfred Russell, 13
“Waterfall” approach, 168
Welch, Jack, 77
Winning
agility in
modern world, turning point in history of, 49–50
Wired (magazine), 65
Women’s Health, 40
Yahoo!, 17
Zooming-in, 190
Zooming-out, 190