It is so easy these days to just leave things online that are dated and unattended. Yet that can also leave a negative impression by nature of their staleness. Have you closed down things that are not serving you anymore – or you are no longer servicing?
In an Agile world, how do you handle balancing being open to co-creation and owning IP?
One of the tenets of the Agile Manifesto is “Customer collaboration over contract negotiation”. I do believe this can be a good example of the greyness in the final statement “That is, while there is value in the items on the right, we value the items on the left more.” That you do need to address the issue of who owns what at some point and get that in writing.
Is your storytelling about the customer? Or about you?
I believe there is a case for not getting in your own way. I find people who are solving a problem that was previously a big problem for them do sometimes get in their own way. It’s almost as if it fuels their passion – but they aren’t yet detached enough to be objective.
How do you protect and grow an account when the customer is dissatisfied for good reason?
It happens. Buggy software. Late delivery. Escalations. Sometimes we disappoint customers. It happens. But then how do you protect and grow the account in these situations? How do you start a turn-around? There are strategies that can help.
Autumn’s lessons. Track your efforts, celebrate your harvest.
In the pre-industrial days when people were more in tuned to agricultural practices where you could literally see the fruits of your efforts better. Farmers focused on all the tasks that needed to get done to insure a great harvest. In the end, it wasn’t doing these tasks that they celebrated. They celebrated with feasts where they shared and consumed all the great foods produced.
Design thinking breathes life into strategic planning
Too often strategic planning is something people do periodically. They focus on making plans and then put them away in drawers. Design thinking, with its use of observable experimentation and bias to action, takes them out of the drawer and turns them into initiatives instead of just plans.
