Sprint

No problem is too large for a sprint. Yes, this statement sounds absurd, but there are two big reasons why it’s true. First, the sprint forces your team to focus on the most pressing questions. Second, the sprint allows you to learn from just the surface of a finished product.

The surface is important. It’s where your product or service meets customers. Human beings are complex and fickle, so it’s impossible to predict how they’ll react to a brand-new solution. When our new ideas fail, it’s usually because we were overconfident about how well customers would understand and how much they would care. Get that surface right

Monday’s structured discussions create a path for the sprint week. In the morning, you’ll start at the end and agree to a long-term goal. Next, you’ll make a map of the challenge. In the afternoon, you’ll ask the experts at your company to share what they know. Finally, you’ll pick a target: an ambitious but manageable piece of the problem that you

you’ll want some of the folks who build the product or run the service – the engineers, designers, product managers, and so on.

Melitta Bentz got fed up with gritty, bitter coffee.

We’ve got to offer something drastically better than the status quo, or they’re not going to change their workflow.” Jake added, Will clinics change their workflow?

Flatiron Health’s clinical trial enrollment

We like to take a ten-minute break every sixty to ninety minutes, since that’s about as long as anyone can stay focused on one task or exercise.

The Decider needs to choose one target customer and one target event on the map.

recording key ideas on the whiteboard. Or as entrepreneur Josh Porter likes to say: “Always be capturing.”