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Lean vs Agile vs Design Thinking: What You Really Need to Know to Build High-Performing Digital Product Teams
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As companies evolve to adopt, integrate, and leverage software as the defining element of their success in the 21st century, a rash of processes and methodologies are vying for their product teams' attention. In the worst of cases, each discipline on these teams - product management, design, and software engineering - learn a different model. This short, tactical book reconciles the perceived differences in Lean Startup, Design Thinking, and Agile software development by focusing not on rituals and practices but on the values that underpin all three methods.
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Audible Audiobook
Listening Length: 45 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: Jeff Gothelf
Audible.com Release Date: April 12, 2017
Language: English, English
ASIN: B06Y5RYHQM
Amazon Best Sellers Rank:
The overview of Lean, Agile, and Design Thinking methods was useful, but not quite enough for me. I especially wanted more from the section on Design Thinking as this area is the least familiar for me. In the end I expected more synthesis of these ideas and actionable strategies than I got.On the plus side, no pages were wasted and it is a quick and easy read.
Encountering such an ambitious title as "Lean vs. Agile vs. Design Thinking", I'll readily admit that I brought a bit of my own baggage with me when I started reading it. I've worked in variations of all three disciplines in several enterprises and continue to incorporate all three into my work as a consultant today. Like the author, I have some opinions formed both by scars and successes, and was eager to read his take on it and compare it with my own.The introduction of the book draws from one of Jeff's own consulting experiences to map Lean to Product Managers, Agile to Tech/Engineers, and Design Thinking to Designers, illustrating how even the correct practice of each can pull an overall body of work in different directions. This set off a bit of a red flag for me because when I held the title "Digital Product Manager", my job was to do Design Thinking (more so than Lean), to develop ever-so-valuable Customer Empathy into Agile Stories. However, the mapping of the roles to disciplines works well for the purposes of this book.When approaching a business book I think it's important to ask, "who is this written for?" - My takeaway is that it's for the individual manager, or influential stakeholder on a team, who is likely already "doing Agile" and may be invovled with, or wondering about, Lean and/or Design Thinking. It isn't going to help someone looking to get started fresh with one or more of these discilines as much as it will someone who is already in the thick of it. That said, there's a lot of wisdom presented that anyone starting out on a - what's the most current buzzword? - Digital Transformation Journey, would be wise to heed.As I started reading this book I imagined two directions it could go in, and I'll share the one that it didn't in case that's what you're looking for. The book does not try to define a process-driven approach of using the three disciplines and their component best practice methodologies with swim-lanes and flows that merge the inputs and outputs together and voila, great product and happy customers! This book takes an approach that will no doubt appeal to a broader audience: how does one synthesize the best things from the three disciplines and incorporate them into the workflow that can best be applied to their own practice?I really enjoyed the concise, easily consumable format of the book. The timing of reading it right before the 2017 holidays is perfect too. This is the perfect kind of book to share with your colleagues and use to spark discussion about how to make the change you want to see in how you approach your work. I'm going to place another order for several copies to give away to clients and team members that I know will benefit from Jeff's wisdom - and selfishly our collective working interactions will be improved. After all, that's the point of a good retrospective, right?
I think this would have an effective blog series. Its a good summary. I didn't check the small print and see that it was a 30 minute read. Nice overview of the disciplines but doesn't tackle the true nature of the problem aka. How to utilise all three in a complex and political organisation. Lots of pockets of these activities occurring but all it does is create more fragmentation. What is needed is a discipline that combines all 3 (4 in my opinion: Architecture) into a single and new discipline needed to support the future of business. Call it what you want, enterise design, stratops etc - its needed in the fast changing digital world, and currently the competing nature of some of these disciplines is a distraction.One other aspect missing that would make this work stronger is how the other disciplines of strategy and architecture could help with this space.
A refreshingly brief, no-nonsense, practical guide for leaders and practitioners who are struggling to implement new methodologies like lean, agile and design thinking. Gothelf cuts through the jargon and provides clear, concise descriptions of the main approaches and provides a path forward that blends and balances the best from each.
While this was helpful in explaining from a very high level the goals and trade offs of holding fast to one method over another, it didn't get very deep in explaining the individual methods.And while the application part was useful it probably would have been a more effective blog post somewhere. The whole book is less than 100 pages and probably 30% are illustrations or chapter dividers.
expected much more. This book offers rudimentary explanations of each method. Design thinking is encapsulated in less than one page! Absolute waste of money buying and time spent reading.
I have followed Jeff for a while and expected a in depth, empirical, conversation not an outline to that hoped for work. Oh well.
So many business books seem like a blog post blown out with fluff and a million repetitive examples. Jeff cuts through all that, conveys the essentials clearly, and lets you get back to work.The book clearly explains the origins, similarities, and key differences among the three frameworks, and in so doing makes it clear how they can work together. You'll still have to do the work to figure out how to apply these principles in your organization, but that's the point. There is no paint-by-numbers solution that will work for every business. I found it very clarifying.
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