Sublime

Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X

(early adopters).

As the software stack for any development effort has exploded over the last 10-plus years,7 organizations with strict tool standards have been at a distinct disadvantage, as their process for adding new tools has been too slow to take advantage of rapid advances.

Without core values or principles, there isn’t an anchor from which to make critical decisions about change.

As some organizations move to more autonomous teams and agile practices, the link can be lost between executives’ desired customer value and the delivery of the work. The autonomous team relies heavily on the role of product as the “glue” that brings diverse perspectives together and aligns them with the portfolio team and customer expectations.

Projects typically consist of a collection of features implemented within a timeframe. A project team is temporarily assembled to complete the set of features within that time frame. When the defined work is complete, the team is disbanded. This process creates several constraints on maximizing value for the customer. First, the temporary nature of