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50<div id="__next"><a href="#main-content" class="sr-only focus:not-sr-only focus:fixed focus:left-4 focus:top-4 focus:z-[100] focus:bg-white focus:p-4 focus:text-ink">Skip to content</a><header class="sticky top-0 z-50 border-b border-rule bg-paper" data-design="editorial-header"><nav aria-label="Main navigation" class="site-container flex min-h-[60px] items-center justify-between gap-6 py-2 lg:min-h-[76px] lg:py-4"><a aria-label="ZeroBlockers home" class="inline-flex shrink-0 items-center gap-2 text-xl font-medium tracking-tight text-ink" href="/"><svg xmlns="http://www.w3.org/2000/svg" class="h-7 w-7" viewBox="0 0 99 104" fill="none" aria-hidden="true"><path d="M98.56 81.37V62.18H82.26V81.37H56.19L44.09 99H98.56Z M53.87 4.14H.28V40.96H16.58V21.77H41.77Z" fill="#176A8F"></path><path d="M0 103.14H25.4L97.97 0H72.57Z" fill="#0B1F33"></path></svg><span>ZeroBlockers</span></a><div class="hidden items-center gap-6 lg:flex xl:gap-7"><a class="py-2 text-sm hover:text-link text-ink" href="/why-change">Why change</a><a class="py-2 text-sm hover:text-link text-ink" href="/changes">The six changes</a><a aria-current="page" class="py-2 text-sm hover:text-link font-medium text-link underline decoration-2 underline-offset-8" href="/case-studies">Case studies</a><a class="py-2 text-sm hover:text-link text-ink" href="/get-started">Get started</a><a class="border border-ink px-4 py-2 text-sm hover:bg-ink hover:text-white text-ink" href="/work-with-us">Work with us</a></div><div class="lg:hidden" data-headlessui-state=""><button class="border border-rule px-3 py-2 text-sm text-ink" type="button" aria-expanded="false" data-headlessui-state="">Menu<!-- --> <span aria-hidden="true">+</span></button></div><div style="position:fixed;top:1px;left:1px;width:1px;height:0;padding:0;margin:-1px;overflow:hidden;clip:rect(0, 0, 0, 0);white-space:nowrap;border-width:0;display:none"></div></nav></header><main id="main-content" tabindex="-1"><header class="border-b border-t-4 border-rule border-t-ink bg-white" data-design="evidence-masthead"><div class="site-container pb-8 pt-7 sm:pb-10 sm:pt-8 lg:pb-12"><nav aria-label="Breadcrumb" class="text-sm text-muted"><ol class="flex flex-wrap items-center gap-x-3 gap-y-2"><li><a class="underline underline-offset-4" href="/">Home</a></li><li aria-hidden="true">/</li><li aria-current="page" class="text-ink">Case studies</li></ol></nav><div class="mt-8 grid items-start gap-8 "><div class="min-w-0"><p class="section-label">The evidence library</p><h1 class="mt-4 max-w-4xl font-medium leading-[1.08] tracking-[-.045em] text-ink text-4xl sm:text-6xl">Case studies</h1><p class="mt-5 max-w-3xl text-xl font-medium leading-8 text-ink">Evidence for the practices. The case for connecting them.</p><p class="mt-5 max-w-3xl text-base leading-7 text-muted">These are examples of the elements behind ZeroBlockers, not claims that the companies adopted the complete model. Search company names, topics, and the full case study text, or narrow the library by industry or by the change it shows.</p></div></div><div class="mt-7"><p class="max-w-3xl text-sm leading-7 text-muted">The library includes practitioner talks shared at<!-- --> <a href="https://uxdx.com/conferences" target="_blank" rel="noopener noreferrer" class="text-link underline underline-offset-4">UXDX â</a>, alongside other published company examples.</p></div></div></header><section class="site-container py-8 lg:py-10" aria-label="Search case studies"><div class="grid gap-5 sm:grid-cols-2 lg:grid-cols-[2fr_1fr_1fr]"><label class="text-sm text-muted sm:col-span-2 lg:col-span-1" for="case-search">Search the library<input id="case-search" type="search" maxLength="200" placeholder="Company, topic, or keyword" class="mt-2 block w-full rounded-sm border-rule bg-white p-3 text-base text-ink" value=""/></label><label class="text-sm text-muted" for="case-change">Change<select id="case-change" class="mt-2 block w-full rounded-sm border-rule bg-white p-3 pr-9 text-base text-ink"><option value="" selected="">All changes</option><option value="process">0<!-- -->1<!-- --> <!-- -->Process</option><option value="structure">0<!-- -->2<!-- --> <!-- -->Structure</option><option value="governance">0<!-- -->3<!-- --> <!-- -->Governance</option><option value="funding">0<!-- -->4<!-- --> <!-- -->Funding</option><option value="alignment">0<!-- -->5<!-- --> <!-- -->Alignment</option><option value="scaling">0<!-- -->6<!-- --> <!-- -->Scaling</option></select></label><label class="text-sm text-muted" for="case-industry">Industry<select id="case-industry" class="mt-2 block w-full rounded-sm border-rule bg-white p-3 pr-9 text-base text-ink"><option value="" selected="">All industries</option><option>Cloud Computing</option><option>Construction</option><option>Consulting</option><option>Consumer Electronics</option><option>Design</option><option>E-commerce</option><option>Education</option><option>Engineering</option><option>Financial Services</option><option>Fintech</option><option>
50Insurance</option><option>Logistics</option><option>Marketing</option><option>Media</option><option>Music Streaming</option><option>Professional Association</option><option>Publishing</option><option>Social Media</option><option>Software</option><option>Sports Streaming</option><option>Technology</option><option>Transportation</option><option>Travel</option></select></label></div><p class="py-6 text-sm text-muted" role="status">25<!-- --> of <!-- -->25<!-- --> case studies<!-- --> · Showing 1â12</p><div class="grid gap-6 sm:grid-cols-2 lg:grid-cols-3"><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><span class="text-sm font-semibold leading-5 text-ink">Practice guide</span></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/innovating-quick-experiments-product-discovery">Innovating with Quick Experiments in Product Discovery</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How organizations can drive innovation and improve product development by implementing quick experiments during the product discovery phase.</p><div class="mt-auto pt-5"><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/df1c080f-a124-44a2-ab32-a675a8f7ad32.svg+xml" alt="Adyen logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/supergluing-insights-research-communication-adyen">Supergluing Insights: Making Research Stick with Stakeholders</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How Adyen improved the impact of their research by effectively communicating insights to stakeholders, ensuring that research f
50indings were understood and acted upon.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Financial Services / Fintech</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/e96c0e30-90fb-4e0a-9b95-6d6f18015f15.svg+xml" alt="Amazon logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/tracking-strategic-outcomes-amazon">Tracking Strategic Outcomes Through Weekly Business Reviews</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How Amazon uses the Weekly Business Review (WBR) process to track and manage strategic outcomes effectively within a structure of empowered teams, ensuring alignment with long-term business goals.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">E-commerce / Technology</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/e96c0e30-90fb-4e0a-9b95-6d6f18015f15.svg+xml" alt="Amazon logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/amazon">Two Pizza Teams</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">Amazon faced a problem of slowing development speed. They decided to create autonomous teams who would be able to move faster. But it wasn't all plain sailing.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">E-commerce / Technology</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><span class="text-sm font-semibold leading-5 text-ink">American Marketing Association</span></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/evaluating-product-success-ama">Evaluating Product Success Across Ecosystems</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How the American Marketing Association enhanced strategic decision-making and improved product outcomes by implementing a structured business review process.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Marketing / Professional Association</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/ece0b8dc-dfb5-465c-ab9b-8b0f0ffd74e5.svg+xml" alt="Atlassian logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/scaling-journey-map-operations">Scaling Journey Map Operations for Enhanced Customer Insights</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How Atlassian successfully piloted and scaled journey map operations to gain deeper customer insights and improve product development.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Technology / Software</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><span class="text-sm font-semibold leading-5 text-ink">AutoDesk</span></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/autodesk-dual-track-agile">Implementing Dual-Track Agile for Enhanced Collaboration</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How adopting dual-track agile improved design and development collaboration at Autodesk, leading to better product outcomes.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Software / Design</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/bb54b79a-8d75-4fce-877e-30ee27a119d7.svg+xml" alt="AWS logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/aws-cost-to-profit">AWS: From Cost Center to Profit Center</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How AWS transformed from a cost-intensive operation to a highly profitable, standalone business unit by offering scalable cloud solutions to external
50customers.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Technology / Cloud Computing</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><span class="text-sm font-semibold leading-5 text-ink">Bonanza Design</span></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/accelerating-innovation-lean-ux-experiments-bonanza-design">Accelerating Innovation with Lean UX Experiments</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How Bonanza Design improved product development and innovation by implementing lean and quick UX experiments within their agile framework.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Design / Consulting</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/d59e1cb0-f10f-46be-b99e-46e70551089a.svg+xml" alt="Burns & McDonnell logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/burns-mcdonnell-aws-efficiency-security">Enhancing Cloud Efficiency and Security with AWS Well-Architected Framework</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How Burns & McDonnell achieved significant cost savings and improved security by adopting the AWS Well-Architected Framework.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Engineering / Construction</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><img src="https://storage.googleapis.com/uxdx-company-logos/bdfd1176-6ca0-4416-957c-bee7ca2c8833.jpeg" alt="DAZN logo" class="max-h-7 w-auto max-w-[120px] object-contain object-left" loading="lazy"/></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/dazn">Micro-frontends</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">Exploring how DAZN accelerated innovation and team autonomy by removing blockers from their teams through the adoption of micro frontends, transforming their development process and scalability.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Media / Sports Streaming</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article><article class="group relative flex min-w-0 flex-col border border-rule bg-white p-6"><div class="flex h-7 min-w-0 max-w-full items-center"><span class="text-sm font-semibold leading-5 text-ink">DocuSign</span></div><div class="mt-4"><h3 class="text-lg font-medium leading-snug tracking-tight text-ink"><a class="text-balance after:absolute after:inset-0 group-hover:underline group-hover:underline-offset-4" href="/case-studies/synthesizing-research-insights-user-personas-docusign">Synthesizing Research Insights to Build Effective User Personas</a></h3></div><p class="mt-2 text-sm leading-6 text-muted line-clamp-3">How DocuSign synthesized research insights using the Jobs to Be Done (JTBD) framework to create effective user personas that drive product development and user engagement.</p><div class="mt-auto pt-5"><p class="mb-2 font-mono text-xs text-link">Technology / Software</p><p aria-hidden="true" class="text-sm text-link underline underline-offset-4">Read case study <span class="inline-block">â</span></p></div></article></div><nav aria-label="Case study pages" class="mt-8 flex flex-wrap items-center justify-between gap-5"><button type="button" class="brand-link disabled:cursor-default disabled:opacity-40" disabled="">â Previous</button><span class="text-sm text-muted">Page <!-- -->1<!-- --> of <!-- -->3</span><button type="button" class="brand-link disabled:cursor-default disabled:opacity-40">Next â</button></nav></section><section class="border-t border-rule bg-wash py-12 lg:py-16"><div class="site-container flex flex-wrap items-center justify-between gap-8"><div class="max-w-2xl"><p class="section-label">Get started</p><h2 class="section-heading mt-4">Find the right next step for your organization.</h2><p class="mt-5 text-base leading-7 text-muted">Use the free blocker checklist, explore the model, or discuss the conditions your first pilot would need.</p></div><div class="flex flex-wrap items-center gap-5"><a class="brand-button" href="/get-started">Find your next step â</a></div></div></section></main><footer class="border-t border-rule bg-paper" aria-labelledby="footer-heading" data-design="editorial-footer"><h2 id="footer-heading" class="sr-only">Footer</h2><div class="site-container pt-12"><div class="grid gap-10 lg:grid-cols-[1fr_3fr] lg:gap-16"><div><a class="inline-flex items-center gap-2 text-xl font-medium tracking-tight" href="/"><svg 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Zero blocking dependencies from idea to satisfied customer.</p><div class="mt-5 flex gap-4"><a href="https://www.linkedin.com/company/zeroblockers" target="_blank" rel="noopener noreferrer" class="inline-flex h-9 w-9 items-center justify-center text-muted hover:text-link" aria-label="LinkedIn"><svg fill="currentColor" viewBox="0 0 24 24" class="h-5 w-5" aria-hidden="true"><path d="M4.98 3.5c0 1.381-1.11 2.5-2.48 2.5s-2.48-1.119-2.48-2.5c0-1.38 1.11-2.5 2.48-2.5s2.48 1.12 2.48 2.5zm.02 4.5h-5v16h5v-16zm7.982 0h-4.968v16h4.969v-8.399c0-4.67 6.029-5.052 6.029 0v8.399h4.988v-10.131c0-7.88-8.922-7.593-11.018-3.714v-2.155z"></path></svg></a><a href="https://www.youtube.com/channel/UC8I87dUTAhxxEfsWO-_EAJw" target="_blank" rel="noopener noreferrer" class="inline-flex h-9 w-9 items-center justify-center text-muted hover:text-link" aria-label="YouTube"><svg fill="currentColor" viewBox="0 0 24 24" class="h-5 w-5" aria-hidden="true"><path fill-rule="evenodd" d="M19.812 5.418c.861.23 1.538.907 1.768 1.768C21.998 8.746 22 12 22 12s0 3.255-.418 4.814a2.504 2.504 0 0 1-1.768 1.768c-1.56.419-7.814.419-7.814.419s-6.255 0-7.814-.419a2.505 2.505 0 0 1-1.768-1.768C2 15.255 2 12 2 12s0-3.255.417-4.814a2.507 2.507 0 0 1 1.768-1.768C5.744 5 11.998 5 11.998 5s6.255 0 7.814.418ZM15.194 12 10 15V9l5.194 3Z" clip-rule="evenodd"></path></svg></a><a href="https://twitter.com/zeroblockers" target="_blank" rel="noopener noreferrer" class="inline-flex h-9 w-9 items-center justify-center text-muted hover:text-link" aria-label="X"><svg fill="currentColor" viewBox="0 0 24 24" class="h-5 w-5" aria-hidden="true"><path d="M13.6823 10.6218L20.2391 3H18.6854L12.9921 9.61788L8.44486 3H3.2002L10.0765 13.0074L3.2002 21H4.75404L10.7663 14.0113L15.5685 21H20.8131L13.6819 10.6218H13.6823ZM11.5541 13.0956L10.8574 12.0991L5.31391 4.16971H7.70053L12.1742 10.5689L12.8709 11.5655L18.6861 19.8835H16.2995L11.5541 13.096V13.0956Z"></path></svg></a></div></div><div class="grid grid-cols-2 gap-x-7 gap-y-8 md:grid-cols-4"><div><h3 class="font-mono text-[11px] uppercase tracking-wider text-link">Understand the need</h3><ul class="mt-4 space-y-3"><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/why-change/ineffective-features">Most features fail</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/why-change/slowing-time-to-market">The organization canât keep up</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/why-change/more-admin-than-strategy">Managers buried in coordination</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/why-change/lack-of-accountability">Nobody owns the outcome</a></li></ul></div><div><h3 class="font-mono text-[11px] uppercase tracking-wider text-link">The six changes</h3><ul class="mt-4 space-y-3"><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/process">Process</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/structure">
50Structure</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/governance">Governance</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/funding">Funding</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/alignment">Alignment</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/changes/scaling">Scaling</a></li></ul></div><div><h3 class="font-mono text-[11px] uppercase tracking-wider text-link">Evaluate the approach</h3><ul class="mt-4 space-y-3"><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/case-studies">Case studies</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/alternatives">Framework comparisons</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/common-objections">Common objections</a></li></ul></div><div><h3 class="font-mono text-[11px] uppercase tracking-wider text-link">Get started</h3><ul class="mt-4 space-y-3"><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/get-started#checklist">Blocker checklist</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/get-started#books">Books</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/courses">Company training</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="/get-started#support">Implementation support</a></li><li><a class="text-xs leading-6 text-muted hover:text-ink hover:underline hover:underline-offset-4" href="https://docs.zeroblockers.com">Framework documentation<!-- --> â</a></li></ul></div></div></div><section aria-labelledby="footer-contact-heading" class="mt-10 grid items-center gap-6 border-t border-rule py-8 lg:grid-cols-[1fr_auto] lg:gap-16"><div><h3 id="footer-contact-heading" class="text-2xl font-medium leading-tight tracking-tight text-ink">What is getting in your teamsâ way?</h3><p class="mt-3 max-w-2xl text-sm leading-7 text-muted">Tell us where the work gets stuck. We can help you identify the first changes to make and what a pilot would need to succeed.</p></div><a class="brand-button justify-self-start" href="/work-with-us#form">Book a conversation <span aria-hidden="true">â</span></a></section><div class="flex flex-wrap items-center justify-between gap-x-8 gap-y-4 border-t border-rule py-6 text-xs text-muted"><p>© <!-- -->2026<!-- --> Socially Motivated Ltd.</p><div class="flex flex-wrap gap-5"><a href="/about">About</a><a href="/work-with-us#form">Contact</a><a href="https://uxdx.com/conferences">UXDX conference<!-- --> â</a><a href="https://blog.zeroblockers.com">Blog<!-- --> â</a><a href="/privacy">Privacy</a><a href="/cookie-policy">Cookies</a><a href="/terms">Terms</a></div></div></div></footer></div>
50<script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"caseStudies":[{"id":"recwdyQFBFa0czaWe","Status":"Published","Image":[{"id":"attM0FTgqaazztft2","width":300,"height":168,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/d_zOTDcJ3efneAUpkWPUAQ/gq1GCQZBdiQZ0AKMrKgPGTcn5UeX4XKIVRohfLeiP4IOVS_cLZs4Ihp-X5POeGMNifkUCm67kGsj5p0qF7Pi8LmsTafYSuf_ctADf-oa5gPnGQjaM5mPsdTB9kd7enDzsgK--_EiVJtC3qnSO1YqsiQYHkmSvRbVLgPsWeWlCSc/MQOcW_wXFwSHLgrwsNNqOQOamNtqsq7BkBTZcwEUW1k","filename":"descarga (1).jpg","size":12366,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/pMVq1XYmoWQQsxHJRzP4PQ/uM5LTgAXwk3J6X15I3ToUIH2yfhW4i8khoC7qy27hVTsVM4hljVhQM0dSkgBILPDiU5Z8xGEkb-n3Kxb4oK8Q_iaRrSX_SLVK3Fr6xNTqnyist8tNRMzkBJZfzwMQ1zyFObb0XiCj5ZWDEkFhWjljw/j3YcoJICTpP4DJpOvCobLmitlTNgNwLnHSqAGB1Pa6o","width":64,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/P1wolLIH21H0f4iwQR6ZMA/iXvEyK2usThERRFTApNzxQ5w_CnMNw0ovgl8c8HW3wr0xILQd1LU4rKjLZ76kLaJvAOfZAAUj3TVrpwNRgvtM-xrWXmj_zj7UZNxlXtMLROYqecGGzND5MM04SRE1Hl4iV9BdU34TOWgQID5vwrPpA/BscAYOWbu57A6qUvMg31yH0nf8u5aAnDbhtWhM-zumY","width":300,"height":168},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/Hksolg9nnI8gtOQAikLUXw/6UqZ4VXDIpUKxhzBLVE4N6FRTnrq84olMrdUszC8KVYUkO382yDmgmFGE3viZiZcH8jaJoHakonEfJL9ASKs7_l_RN2kT-ldVErQfxc9aH-H8iBIzRCqKQ7Ywbf_6SslZ2w4TBWPqJpyaiIe4lbOgw/6kvhpGK0pPuk3OyVanCfj4_Id0ywC2OUPrRkifjrQcw","width":300,"height":168}}}],"Outcome":"The implementation of quick experiments during product discovery leads to several significant benefits:\n- **Faster Validation of Ideas**: By rapidly prototyping and testing ideas, teams can quickly validate or invalidate hypotheses, reducing the time and cost associated with traditional product development processes.\n- **Improved Product-Market Fit**: User testing and feedback ensure that the products being developed are closely aligned with user needs and preferences, increasing the likelihood of product-market fit.\n- **Increased Innovation**: The iterative and hypothesis-driven nature of quick experiments fosters a culture of innovation. Teams are encouraged to explore new ideas and take calculated risks, leading to more creative solutions.\n- **Reduced Risk**: By validating ideas early in the product discovery phase, organizations can avoid investing in features that do not meet user needs, reducing the risk of failure and wasted resources.\n- **Enhanced Collaboration**: Cross-functional collaboration improves communication and alignment within the team, leading to more cohesive and effective product development efforts.\n- **Greater Agility**: The iterative approach allows organizations to adapt quickly to changing market conditions and user feedback, maintaining a competitive edge.\n\n","YouTube Link":"https://www.youtube.com/watch?v=FpY81l7WOqM","Transcript Source":"Edited write-up","Created Date":"2024-06-05T17:59:52.000Z","Process":["Continuous Design"],"Pages":["recTOW4IvYBHSnC9s"],"slug":"innovating-quick-experiments-product-discovery","Transcript URL":"https://drive.google.com/open?id=1PsnlXUzKHaqZXsoXpcLnq05J470BTaQTZz8ZWd6-PlE","Description":"How organizations can drive innovation and improve product development by implementing quick experiments during the product discovery phase.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/b0b0b4df-017c-451a-9d78-e32fd6a6f6f6.jpeg","Area":["Designing Experiments"],"Name":"Innovating with Quick Experiments in Product Discovery","Team":"Stream Team","PageUrls":["/stream-team/continuous-design/designing-experiments"],"Challenge":"Organizations often face challenges in validating new ideas and identifying the most promising product features. Traditional product development processes can be slow and risk-laden, leading to wasted resources on ideas that do not meet user needs. There is a need for a more efficient approach to product discovery that allows teams to quickly test and validate ideas, ensuring that only the most valuable features are pursued.\n","Calculation":"To address these challenges, organizations can adopt a strategy centered on quick experiments during the product discovery phase. The key components of this approach include:\n- Hypothesis-Driven Experiments: Teams begin by formulating clear hypotheses about user needs and potential solutions. Each hypothesis is designed to be testable and measurable, providing a focused objective for the experiment.\n- Rapid Prototyping: Low-fidelity prototypes are quickly developed to test the hypotheses. These prototypes are designed to capture the core functionality and can be created using minimal resources, allowing for rapid iteration.\n- User Testing and Feedback: Prototypes are tested with real users to gather feedback and validate the hypotheses. This user-centric approach ensures that the experiments are grounded in actual user behavior and preferences.\n- Iterative Cycles: Experiments are conducted in short, iterative cycles. Based on the feedback received, teams refine the prototypes and retest them, continuously improving the design and functionality.\n- Cross-Functional Collaboration: Collaboration between designers, developers, product managers, and other stakeholders is essential. This ensures that all perspectives are considered and that the experiments are aligned with overall business goals.\n- Data-Driven Decisions: The outcomes of each experiment are analyzed to make informed decisions about which features to develop further. This data-driven approach minimizes risks and focuses resources on the most promising ideas.","Approach":"To address these challenges, organizations can adopt a strategy centered on quick experiments during the product discovery phase. The key components of this approach include:\n- **Hypothesis-Driven Experiments**: Teams begin by formulating clear hypotheses about user needs and potential solutions. Each hypothesis is designed to be testable and measurable, providing a focused objective for the experiment.\n- **R
50apid Prototyping**: Low-fidelity prototypes are quickly developed to test the hypotheses. These prototypes are designed to capture the core functionality and can be created using minimal resources, allowing for rapid iteration.\n- **User Testing and Feedback**: Prototypes are tested with real users to gather feedback and validate the hypotheses. This user-centric approach ensures that the experiments are grounded in actual user behavior and preferences.\n- **Iterative Cycles**: Experiments are conducted in short, iterative cycles. Based on the feedback received, teams refine the prototypes and retest them, continuously improving the design and functionality.\n- **Cross-Functional Collaboration**: Collaboration between designers, developers, product managers, and other stakeholders is essential. This ensures that all perspectives are considered and that the experiments are aligned with overall business goals.\n- **Data-Driven Decisions**: The outcomes of each experiment are analyzed to make informed decisions about which features to develop further. This data-driven approach minimizes risks and focuses resources on the most promising ideas.\n\n"},{"id":"recXM87LfqlH3StSo","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/df1c080f-a124-44a2-ab32-a675a8f7ad32.svg+xml","Image":[{"id":"attgvzYNWmn9LtGtI","width":1200,"height":658,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/5jmgMuXuYnQ-BkGOphU2Kg/dxXc9BaXj6MYhDK-WElfGPYJIvFo2TGIBM0fCkMjZa_Ujmq6qrqPOJI24hO0V1VHItedXjaHTUpN1mwchJygsN-xqLoORnNWFdZ0yF3hPC5yxDDQ43I1xJN1lfU-Cx4LxHQK4aKZOYaWrBDhwnexzZYfv26l4qzWp3uThV_AXAA0zoudR-S4Raav4EvIptnI/7qp49oupYqTosukq65oQ6DBJStb8YnxP9Orn7EsaSlw","filename":"1_pVmrOIfAnZpzIilyH-W-rg 1.png","size":820952,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/c_l05tr5o1txraoPQSy00g/jB3Th0g9_4JKcT2jThyVNQIMEb6UiVkYtmfIT3UCJg-kJPhJnFZcuRDQtywjzjCybegmk2Wi1jL_ss37VWVPfqAuKyEclAkT3O0PspAeyqKvhx9xFudStM-ji_qLepfMD6WU0oZEEnUjgSROuwsOgw/Fhwcfq5O98YW4bFbHgiza5mWO0g_BqwQtAZ81fGDAN8","width":66,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/Ua9Xa_MqiH_n42lfNkfkfA/N5hc5f-cB9mGnFbDLWd-03ucA4St0lVFnTKYPxL9LaN6wFmP1qVnInj3bu4lnPdRk7BqUB32EgWqyIH9TXtB1AftemTN9DSbwggQC0pWTecu1dM8XOgQHljB89Snr2caDIqD6QKBalCYKpxma7wSMg/c60jQ-Xi5GrOrFYfY-dbtAuMaQ9iC4At5BNuftHyyp8","width":934,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/RNanSJ9DJPT-iEflF58pxQ/6rzlNIMNPnylgFUw29zV3wrgzfRYGpjZOx0VqZV40et0rmwIRjK1jlmniaHp_uzi_4dfuokBmjtbEVaXJx6e7fftiykZ9KGarcJ6Ffcbomp6ETNXwzaIqmLJC2f9F5WutSYx0BZqhWJdQCegW9xEVw/8uxl6q1ajBxOg9QrHhJR_2bKUg2sgUdpb5j8DoYgMIo","width":1200,"height":658}}}],"Outcome":"The enhanced communication strategy led to several significant outcomes for Adyen:\n- **Increased Impact of Research**: By effectively communicating research f
50indings, Adyen ensured that insights were understood and acted upon. This increased the overall impact of their research on product development and strategic decisions.\n- **Improved Stakeholder Engagement**: The tailored presentations, engaging workshops, and regular updates fostered stronger engagement and collaboration with stakeholders. Stakeholders felt more connected to the research process and its outcomes.\n- **Better Decision-Making**: Clear and compelling communication of research insights enabled stakeholders to make more informed decisions. The visual and narrative techniques helped clarify the implications of the findings, leading to better strategic choices.\n- **Enhanced Product Development**: The effective communication of user insights directly informed product improvements, resulting in more user-centric designs and features. This alignment with user needs contributed to higher customer satisfaction.\n- **Continuous Learning Culture**: The approach to communicating research reinforced a culture of continuous learning and data-driven decision-making within Adyen. Stakeholders across the organization valued and relied on research insights to guide their actions.\n\n","YouTube Link":"https://youtu.be/zGhG5F-L6co","Company Url":"https://www.adyen.com/","Transcript Source":"Secondary sources only","Created Date":"2024-06-05T18:31:14.000Z","Process":["Continuous Discovery"],"Pages":["recO2RX2FFJYoq2AG"],"slug":"supergluing-insights-research-communication-adyen","Industry":["Financial Services","Fintech"],"Description":"How Adyen improved the impact of their research by effectively communicating insights to stakeholders, ensuring that research f
50indings were understood and acted upon.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/0bf796e0-4e0f-4911-9a70-67949d4f6766.png","Company":"Adyen","Area":["Communicating Research"],"Name":"Supergluing Insights: Making Research Stick with Stakeholders","Team":"Stream Team","PageUrls":["/stream-team/continuous-research/communicating-research"],"Challenge":"Adyen, a leading global payments company, faced challenges in ensuring that valuable research insights were effectively communicated to and utilized by stakeholders. Despite conducting thorough and insightful research, the findings often did not have the desired impact due to communication gaps. This issue led to missed opportunities for product improvements and strategic decision-making.\n","Calculation":"Adyen adopted a strategic approach to enhance the communication of research findings. The key components of their approach included:\n- Clear and Compelling Storytelling: Adyen focused on transforming research data into clear and compelling stories. This involved highlighting key insights, using narratives to contextualize the data, and making the findings relatable to stakeholders' objectives and concerns.\n- Visual Communication: The team utilized visual aids such as infographics, charts, and diagrams to present data in an easily digestible format. Visual communication helped stakeholders quickly grasp complex information and see the relevance of the findings.\n- Tailored Presentations: Research presentations were tailored to the specific interests and needs of different stakeholder groups. By customizing the content and focus for each audience, Adyen ensured that the insights were relevant and actionable for each group.\n- Engaging Workshops: The research team organized interactive workshops where stakeholders could engage with the findings directly. These workshops included discussions, Q\u0026A sessions, and collaborative exercises to help stakeholders internalize the insights and explore their implications.\n- Regular Updates and Reports: To keep stakeholders informed and engaged, Adyen provided regular updates and comprehensive reports on ongoing research projects. These updates maintained a continuous flow of information and reinforced the importance of the research.\n- Stakeholder Involvement: Stakeholders were involved early in the research process to ensure that their questions and concerns were addressed. This involvement increased their investment in the research outcomes and their willingness to act on the findings.","Approach":"Adyen adopted a strategic approach to enhance the communication of research f
50indings. The key components of their approach included:\n- **Clear and Compelling Storytelling**: Adyen focused on transforming research data into clear and compelling stories. This involved highlighting key insights, using narratives to contextualize the data, and making the findings relatable to stakeholders' objectives and concerns.\n- **Visual Communication**: The team utilized visual aids such as infographics, charts, and diagrams to present data in an easily digestible format. Visual communication helped stakeholders quickly grasp complex information and see the relevance of the findings.\n- **Tailored Presentations**: Research presentations were tailored to the specific interests and needs of different stakeholder groups. By customizing the content and focus for each audience, Adyen ensured that the insights were relevant and actionable for each group.\n- **Engaging Workshops**: The research team organized interactive workshops where stakeholders could engage with the findings directly. These workshops included discussions, Q\u0026A sessions, and collaborative exercises to help stakeholders internalize the insights and explore their implications.\n- **Regular Updates and Reports**: To keep stakeholders informed and engaged, Adyen provided regular updates and comprehensive reports on ongoing research projects. These updates maintained a continuous flow of information and reinforced the importance of the research.\n- **Stakeholder Involvement**: Stakeholders were involved early in the research process to ensure that their questions and concerns were addressed. This involvement increased their investment in the research outcomes and their willingness to act on the findings.\n\n"},{"id":"recMjb2I0ozpyGkhw","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/e96c0e30-90fb-4e0a-9b95-6d6f18015f15.svg+xml","Image":[{"id":"attFAW7OeHx8qXkRD","width":1200,"height":675,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/_0z9NtnNJCdaUN_epkc1mg/t9FEwjO44KpIzMnomrCil_591mC6RglIMoeuoyvLdLouGfTxqp_puwiszQn9WuZ8Ip7kD5rTs42M2Hz1gQQBMWOfSynPGDMtHMq81X46Nf3UgsDY7yzSs9gscO9cgFU6kMSdBVQHBV-aIZUAOJ2ahWqKv3DyBsIL3vk7IcIa_EHMOArqoPodclEeLAeDTbGKNG6hlJ4V9P8ci6EkpC75hW-lX9LX5vDDFgkKPi9oBVAxkdGH9cOrKkg8NNSNQaAmHQ4IXUXIZY-hUJs4pLQQ-A/CiAVsM1-iurLGzECw4VPgwOcipL6_3FAZru6_QA3H_8","filename":"1712585316798_amazonbildschirmpakete-100__v-16x9_2dL_-6c42aff4e68b43c7868c3240d3ebfa29867457da 1.png","size":606662,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/kt3nXgkw2s_IFV1qQAeVsQ/DKVsJQf-M_b5ERgfqmPWGnAfbuljP3n1VfRGERzvGOY8A9bXIMDSVuCztDIYN1U_CFNNgcB9w6h7YspHIRp7N52anET_dZIC5wW-LeuZoUXTx8SB6_alnLHi27O6ajKWmB17W6Xw369XHZF85ifxsA/n51Ewtxg0aKlHreqdxt0mR1AoM0ZvmzObhSk6Kw-QT8","width":64,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/awcoa0YzBfyY-v2HTVWofw/m8C4qE4hm6WHn4do0Qukv5upp0BYLea8qVWXPsXyw4hhHYQht6KFxfyRGlO0qNdqSfPPZliyJfeYTSKfoZF-mKZl5ZoLZmqJ_NrSWnBW6G53UQtXpt3IEcxRp-3gGskOl63fM7vjikIg2vuzFN2Pxg/2SwKc-Ly3WAWIHiv5zaQNAEFo5qtcig3Y4waM22iaz4","width":910,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/GNmYfqFrDg358ZfnthA0jw/kGGiJ4oguEh6c5ezMMJL_Il_RR1Pa4RAeMYrBfC4HbIA8bdfxOBSfVznAgoDWDXfMBw078z8K7gRKFCCFVRHwefAyCMvSQpbS_wxpdanlb_ieBCUO9z56Fx_Cc-Z6JalfFzwamt7p3EPon87fXxE9g/QjC602CwIpevduiJ0oFKKelRrJDNeo3WE1urZfnop28","width":1200,"height":675}}}],"Outcome":"The implementation of the WBR process at Amazon has led to significant improvements in tracking and managing strategic outcomes within empowered teams.\n- **Enhanced Decision-Making:** The data-driven insights and regular review cadence enable senior leaders to make informed decisions swiftly, adapting strategies to meet market demands and opportunities.\n- **Increased Accountability:** The emphasis on accountability ensures that empowered teams are responsible for their performance, driving a culture of ownership and proactive problem-solving.\n- **Improved Performance:** Continuous monitoring and action plans have led to improvements in key performance metrics, such as customer satisfaction, operational efficiency, and revenue growth.\n- **Strategic Agility:** The WBR process provides Amazon with the agility to pivot quickly in response to market changes, ensuring that the company remains competitive and innovative.\n- **Cross-Functional Alignment:** The collaborative nature of the WBR meetings fosters cross-functional alignment, ensuring that all parts of the organization work towards common strategic goals.\n- **Cultural Reinforcement:** The WBR process reinforces Amazonâs culture of high performance, innovation, and customer obsession, driving long-term success.\n\n","Company Url":"https://amazon.com","Transcript Source":"Secondary sources only","Created Date":"2024-05-31T08:01:13.000Z","Process":["Structure","Tracking Strategic Outcomes"],"Pages":["recf602yADaKYfhbN","recf5sBlwc6dtinHb","recQ7JwAZqoBX3L5E"],"slug":"tracking-strategic-outcomes-amazon","Industry":["E-commerce","Technology"],"Description":"How Amazon uses the Weekly Business Review (WBR) process to track and manage strategic outcomes effectively within a structure of empowered teams, ensuring alignment with long-term business goals.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/dab3c043-4e72-459f-80a9-55f7f95c4de5.jpeg","Company":"Amazon","Area":["Reviewing Stream Teams","Tracking Strategic Outcomes"],"Name":"Tracking Strategic Outcomes Through Weekly Business Reviews at Amazon","Team":"Product Team","PageUrls":["/product-team/structure/reviewing-stream-teams","/ecosystem-team/strategy/tracking-strategic-outcomes","/product-team/strategy/tracking-strategic-outcomes"],"Challenge":"Amazon, a global e-commerce and technology leader, operates in a highly dynamic and competitive environment. To maintain its leadership position and drive continuous growth, Amazon needed a robust mechanism to track strategic outcomes and ensure alignment with its long-term business goals. The challenge was to develop a process that could provide real-time insights, drive accountability, and facilitate informed decision-making across diverse business units.\n","Calculation":"Amazon adopted the Weekly Business Review (WBR) process as a cornerstone for tracking strategic outcomes within its empowered team structure. The WBR process is a disciplined, data-driven approach that ensures all teams align with the companyâs strategic objectives and can quickly adapt to changing market conditions.\nThe approach involves several key steps and practices:\n- Structured Review Process: The WBR process is a highly structured review mechanism where each business unit, including empowered teams, presents its performance metrics, progress towards strategic goals, and key challenges on a weekly basis. This regular cadence ensures that senior leaders have up-to-date information on the companyâs performance.\n- Data-Driven Insights: Amazon emphasizes a data-driven culture. Each WBR session is grounded in detailed performance metrics and KPIs. Business units use dashboards and reports to present data on sales, customer metrics, operational efficiency, and other critical indicators.\n- Cross-Functional Collaboration: The WBR meetings are attended by cross-functional teams, including senior leadership, product managers, operations, finance, and marketing. This collaborative environment ensures that all perspectives are considered, and decisions are made with a holistic understanding of the business.\n- Accountability and Action Plans: Each team is accountable for its performance metrics and must present action plans to address any areas of concern. This accountability drives a sense of ownership and responsibility among team members.\n- Continuous Improvement: The WBR process fosters a culture of continuous improvement. Teams are encouraged to identify opportunities for innovation, efficiency gains, and customer satisfaction enhancements. The iterative nature of the reviews helps in refining strategies and tactics.\n- Adjusting Metrics for Real Outcomes: An essential aspect of the WBR is the ability to adjust metrics and KPIs when they do not accurately reflect business outcomes. For example, the Catalogue team initially focused on metrics like the number of items listed. However, when these metrics did not correlate with desired business outcomes like customer satisfaction and sales growth, the team updated their KPIs to better align with these outcomes.\n\nCatalogue Team Example\nAs Amazon shifted from books to becoming the everything store they created an autonomous team called the catalogue team who were tasked with increasing the number of items on sale on Amazon.com. \nMetric 1: # of items on sale\nThe team were delivering on their goal but in the WBR it was noticed that overall company costs were increasing and revenue was not. It was discovered that junk items were being added to the catalogue that customers did not want but were costing money in inventory.\n\nMetric 2: # of items with page views. \nThe intent was that the team needed to identify products that customers actually wanted. But in the WBR review again it was noticed that costs were increasing and revenue was not. The problem was that items were frequently out of stock. The catalogue team were adding items without thinking about the supply chain. \n\nMetric 3: # of items with page views and ready for shipping\nThis metric finally linked the autonomous teams metric with the desired business impact of increasing revenue.","Approach":"Amazon adopted the Weekly Business Review (WBR) process as a cornerstone for tracking strategic outcomes within its empowered team structure. The WBR process is a disciplined, data-driven approach that ensures all teams align with the companyâs strategic objectives and can quickly adapt to changing market conditions.\nThe approach involves several key steps and practices:\n- **Structured Review Process:** The WBR process is a highly structured review mechanism where each business unit, including empowered teams, presents its performance metrics, progress towards strategic goals, and key challenges on a weekly basis. This regular cadence ensures that senior leaders have up-to-date information on the companyâs performance.\n- **Data-Driven Insights:** Amazon emphasizes a data-driven culture. Each WBR session is grounded in detailed performance metrics and KPIs. Business units use dashboards and reports to present data on sales, customer metrics, operational efficiency, and other critical indicators.\n- **Cross-Functional Collaboration:** The WBR meetings are attended by cross-functional teams, including senior leadership, product managers, operations, finance, and marketing. This collaborative environment ensures that all perspectives are considered, and decisions are made with a holistic understanding of the business.\n- **Accountability and Action Plans:** Each team is accountable for its performance metrics and must present action plans to address any areas of concern. This accountability drives a sense of ownership and responsibility among team members.\n- **Continuous Improvement:** The WBR process fosters a culture of continuous improvement. Teams are encouraged to identify opportunities for innovation, efficiency gains, and customer satisfaction enhancements. The iterative nature of the reviews helps in refining strategies and tactics.\n- **Adjusting Metrics for Real Outcomes:** An essential aspect of the WBR is the ability to adjust metrics and KPIs when they do not accurately reflect business outcomes. For example, the Catalogue team initially focused on metrics like the number of items listed. However, when these metrics did not correlate with desired business outcomes like customer satisfaction and sales growth, the team updated their KPIs to better align with these outcomes.\n\n**Catalogue Team Example**\nAs Amazon shifted from books to becoming the everything store they created an autonomous team called the catalogue team who were tasked with increasing the number of items on sale on Amazon.com. \n**Metric 1: # of items on sale**\nThe team were delivering on their goal but in the WBR it was noticed that overall company costs were increasing and revenue was not. It was discovered that junk items were being added to the catalogue that customers did not want but were costing money in inventory.\n\n**Metric 2: # of items with page views. **\nThe intent was that the team needed to identify products that customers actually wanted. But in the WBR review again it was noticed that costs were increasing and revenue was not. The problem was that items were frequently out of stock. The catalogue team were adding items without thinking about the supply chain. \n\n**Metric 3: # of items with page views and ready for shipping**\nThis metric finally linked the autonomous teams metric with the desired business impact of increasing revenue.\n"},{"id":"recrcG0O1jcUjfRfd","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/e96c0e30-90fb-4e0a-9b95-6d6f18015f15.svg+xml","Image":[{"id":"attWfqwn3iKWYh8t5","width":3000,"height":1944,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/6YxR6jMu9a23dnNHcolrZQ/Bl6aE4UGhtMDfiZzURWq4oXDPeUZlG_yKGkifMbGO1_INiPVOT0MZJMII0sGPHqSCV1zusuMUODR_l1QaI2PZ3g3afEhTfKDYUf_dSE4GaPLRsYEpFlIGO3j7UgvYkdC5S26yUY6O_j4gyZEo71AI-lIeuNZyvYBmhbDyGbR8Kw/bSr57Z2I2KRJpjqcv2tRrtEOsUx9wwsf_DiRYoK_yEE","filename":"amazon.jpg","size":576254,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/-lNGGfv7kcM3wpcyIrw92A/WfI28YIkF9T02xPCMgSt9F9Lc58pFcEuFiQ6pXhTR1aU9R_taVbVdej7_toyxnoop7UdM_Pj3hPQxEFtCGHAO7Em15UCiu6L3FvN0feU8lixNKmvPJ1JfLCyZurFzimh89Jje9ZBUdDpXEKRiUKSHw/l7TdlvRQjQE7CyXF3c8-a_M_cFfrn-2rZeF9uEF1HXs","width":56,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/hSVPkgt-nq5fY5-e-wSLPA/jY8mDbfc0F4QjfpNKOKdrCNIdEkv4deE2k4XZX5_cj28RypP7LbrULHbju2fwk7qrMp_cgITsoco4wdl8ilSIeyOenDlhiSUMhA5ig6O4q6ryJnCddn_3bxxvD0Z1qgQ05jC_CwUfg3wwmEPALKk_g/6C08n_WxleiT5BImsju7_
50EucIIjkTkEIDts_eEuva04","width":790,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/zv-EYq-7CveCCtVBu8EIWA/qqYD4qUSbDOkSLFeCuWimyonVY-s4IkOhJTE2WWQMXwcjRUH9l1cV-0faOG_UmfW7SPknQ3XcxrPG4FUZ9b08KvI5jpqX1Yu4zQmjob7a-RgZZvVorup9L0WJQ7HhLUdn8YKchfojcaaDYLtMSNrHQ/vUeygOoAG2hHSzGIjFrtcqYv83qDK5DgWR6ZFKR22iE","width":3000,"height":1944}}}],"Outcome":"Two pizza teams were a huge success and the teams who invested up-front generated compound returns over time.\n","Company Url":"https://amazon.com","Transcript Source":"Secondary sources only","Created Date":"2023-12-04T09:28:17.000Z","Process":["Structure"],"Pages":["recmGkRde3vXG27kt"],"slug":"amazon","Industry":["E-commerce","Technology"],"Description":"Amazon faced a problem of slowing development speed. They decided to create autonomous teams who would be able to move faster. But it wasn't all plain sailing.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/2c2b6377-38e2-439a-a2ca-bd331b070e16.jpeg","Company":"Amazon","Area":["Creating Stream Teams"],"Name":"Two Pizza Teams","Team":"Product Team","PageUrls":["/product-team/structure/creating-stream-teams"],"Category":"Autonomous","Challenge":"Amazon was facing a familiar problem for companies as they scaled: delivery speed had slowed to a crawl. Amazon identified that the problem was the growing dependencies between teams and the lack of autonomy to build something from start to finish.\n","Calculation":"They decided to create autonomous teams who would be able to move faster. But Amazon was an established company so the teams didn't get to start from scratch - they inherited a spaghetti mess of code and dependencies which limited their ability to move fast.\n\nIn a traditional organisation, you would need to show some quick wins and demonstrate that the investment is paying off. But Amazon acknowledged that teams were not autonomous so they gave them the opportunity to untangle themselves before pushing for delivery. \n\nTeams needed to continuously identify and remove dependencies until they were truly autonomous. In addition, they needed to instrument their code so that they could easily report on the key success metrics that were identified for the team.\n\nIn the book Working Backwards, they highlight how some teams would take up to 9 months to remove blockers before delivering new features. And they noted that those teams were much more successful long term than the teams that tried to deliver new features straight away.","Approach":"They decided to create autonomous teams who would be able to move faster. But Amazon was an established company so the teams didn't get to start from scratch - they inherited a spaghetti mess of code and dependencies which limited their ability to move fast.\n\nIn a traditional organisation, you would need to show some quick wins and demonstrate that the investment is paying off. But Amazon acknowledged that teams were not autonomous so they gave them the opportunity to untangle themselves before pushing for delivery. \n\nTeams needed to continuously identify and remove dependencies until they were truly autonomous. In addition, they needed to instrument their code so that they could easily report on the key success metrics that were identified for the team.\n\nIn the book Working Backwards, they highlight how some teams would take up to 9 months to remove blockers before delivering new features. And they noted that those teams were much more successful long term than the teams that tried to deliver new features straight away.\n"},{"id":"rec9BC5OBXPWAlhTB","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/14b6518d-bc82-41b0-85ee-10ab37b07741.jpeg","Image":[{"id":"attfFpqhhcLaEDJpD","width":1200,"height":800,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/9iEyyaMdBP96hfas8O1lnA/DnOtjdjVPjtiDiy-rO5xLEG3PbVn9JuXmcgBInZJp5BHzCfapxsMphx3X86isruKvypWlpfWMJ0UVBpLtyil_7kfnBZCGvxe0qNd9euQcIEs4hI2lIvQkRTCkBcZrLoRavNvQ-NDDxy5Dw6kZ4VwG8jb2gprM9OZWaGIjGMiH9Z-5FlIFnyrdHaFty_bXYUXjQIF8Fr1KJQqpbs-_-Kvexvxx0sggKA6T2YRKAi5xCw/1XqQXmC67P48RgPcCFQEAL4ujuk3XEQYTN4B40x_OwM","filename":"AMA-ICC-2023-Mark-Campbell-Productions-254-scaled-e1681253980569.jpg","size":170720,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/r_ihVHlf-wppNKdlKLfExQ/1vX2LvMR0j7jfyE_mZep0UpjsvuzA2UO8tfWPWCkJuKokY39nuCdj-eZsHVkvHmzeDFp8Q-glqg6ywSh9R98ri1qdpSwB_PXVLstY2ikzs1KPZmGLjcLNSW0cIhXBMMQLVrr4dkkPgpU22pQz1krdQ/K-5ZZrzuhyjXIiE1zNVZxdEPmPP9j4cg1pRFzold8iI","width":54,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/mRSQjPZCogsSygfYfiVLAA/al2F6ykezbrikPx4RdsGahLmNu0xIYb1lks77tWjPQEXJZSt77b3xsNwN60rw27Bl0JzPxfccdLjUpp_lKsQT6CQ1LRxnTSqIOWth9BwGAFvTtnSwhQ1hNAYxzLtAGMoK4HJ00Jvg-P5tQMD5U4qkA/cixiQZfkB7yGxhK7dptFpPxV3cQLrTFPvv1ocW1D2KM","width":768,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/PAPJprgM3dFuGzhm9Y3OlA/M9u8egs6S5jlYBSceWhb1H-EAUd-q5JANwCnBaNjvFr3xuyeZ1XpJ2TY0GMcCUIbxtG9dMYoFSCiZaLqbOOx04p1YNHM89xueQwXpIJy9Aj8vtlwpdTlAMTbCE5OAPnoUiAEnkEwXdoZKqGp4TGENw/9FcRPP-AmDtL-SxKuPFpOz-SDhfb0hFRYm6jYiR7MmM","width":1200,"height":800}}}],"Outcome":"Implementing the business review process at AMA yielded several positive outcomes:\n1. **Improved Decision-Making**:\n - Context: The structured approach facilitated better strategic decisions regarding product management.\n - Outcome: Senior leadership was able to make informed decisions, often agreeing with and implementing the reviewersâ recommendations, such as conducting additional research, expanding product features, or even sunsett
50ing underperforming products.\n2. **Enhanced Data Literacy and Empowerment**:\n - Context: Varying levels of data literacy among team members had previously hindered effective evaluations.\n - Outcome: By providing a data toolbox and expert support, AMA empowered its team to handle data more confidently, leading to more accurate and comprehensive reviews.\n3. **Continuous Product Innovation**:\n - Context: Stagnation of long-standing products was a significant challenge.\n - Outcome: The business review process fostered a culture of continuous evaluation and innovation, ensuring that AMAâs products remained relevant and competitive in the market.\n4. **Personnel Development**:\n - Context: Participation in the review process served as a developmental opportunity for team members.\n - Outcome: Team members reported improved skills in data-based decision-making, strategic thinking, and innovation frameworks, contributing to their professional growth and enhancing the overall capability of the organization.\n","YouTube Link":"https://youtu.be/EieX9EXKCmI","Company Url":"https://ama.org","Transcript Source":"Secondary sources only","Created Date":"2024-05-27T17:31:00.000Z","Process":["Strategy"],"Pages":["recf5sBlwc6dtinHb"],"slug":"evaluating-product-success-ama","Industry":["Marketing","Professional Association"],"Description":"How the American Marketing Association enhanced strategic decision-making and improved product outcomes by implementing a structured business review process.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/dda70dec-b059-408d-91f9-d8de912e8511.jpeg","Company":"American Marketing Association","Area":["Tracking Strategic Outcomes"],"Name":"Evaluating Product Success Across Ecosystems","Team":"Ecosystem Team","PageUrls":["/ecosystem-team/strategy/tracking-strategic-outcomes"],"Challenge":"The American Marketing Association (AMA) faced a significant challenge in continuously evaluating and innovating their established products. The organization, known for its credibility and long-standing history, had products running on autopilot with a hesitance to make changes due to the lack of a structured process. The primary issue was the absence of a systematic approach to assess in-market products, which resulted in a fear of modifying long-standing customer offerings and an inability to determine the optimal time to sunset products. The need was to establish a process that could help the product team evaluate existing products effectively, maintain relevance, and adapt to the rapidly changing market dynamics influenced by technological advancements and shifting customer expectations.\n","Calculation":"The AMA developed a comprehensive business review process tailored to their specific needs to address this challenge. This process involved several key steps:\n1. Addressing Biases:\n - Context: The initial step in the process was to confront biases and assumptions that team members held about the products. This was critical to ensure objective evaluation.\n - Activity: The team\nengaged in an exercise called \"Assumption Island\" where they documented all their preconceived notions about the product, both positive and negative. These assumptions were then set aside unless substantial data validated them during the review.\n1. Mapping the Current State:\n - Context: Understanding the current landscape of the product was essential before diving into evaluations.\n - Activity: The Business Model Canvas framework was used to map out the existing business model, including customer segments, value propositions, and necessary resources. This visual tool provided a clear picture of the product's current state.\n1. Framing Good Questions:\n - Context: To guide data collection effectively, it was important to frame specific, relevant questions.\n - Activity: Using the Business Model Canvas as a reference, the team formulated questions that directed their data gathering efforts, ensuring the focus remained on critical aspects of the productâs performance.\n1. Data Collection:\n - Context: Data literacy varied among team members, so equipping them with the right tools and support was crucial.\n - Activity: A data toolbox was created, listing all the platforms used for data collection (e.g., MailChimp, Salesforce, Qualtrics) along with access details. Reviewers were paired with data experts to facilitate data extraction and interpretation.\n1. SWOT Analysis:\n - Context: A structured evaluation was necessary to identify strengths, weaknesses, opportunities, and threats.\n - Activity: Reviewers conducted a SWOT analysis using the data gathered, guided by the framing questions to ensure a thorough and focused evaluation.\n1. Presentation and Recommendations:\n - Context: Communicating findings effectively to stakeholders was the final crucial step.\n - Activity: Reviewers compiled their analyses into a standardized Google Document template, summarizing the current state, SWOT findings, and actionable recommendations. This ensured consistent and impactful presentations to senior leadership and other relevant teams.","Approach":"The AMA developed a comprehensive business review process tailored to their specific needs to address this challenge. This process involved several key steps:\n1. **Addressing Biases**:\n - Context: The initial step in the process was to confront biases and assumptions that team members held about the products. This was critical to ensure objective evaluation.\n - Activity: The team\nengaged in an exercise called \"Assumption Island\" where they documented all their preconceived notions about the product, both positive and negative. These assumptions were then set aside unless substantial data validated them during the review.\n1. **Mapping the Current State**:\n - Context: Understanding the current landscape of the product was essential before diving into evaluations.\n - Activity: The Business Model Canvas framework was used to map out the existing business model, including customer segments, value propositions, and necessary resources. This visual tool provided a clear picture of the product's current state.\n2. **Framing Good Questions**:\n - Context: To guide data collection effectively, it was important to frame specific, relevant questions.\n - Activity: Using the Business Model Canvas as a reference, the team formulated questions that directed their data gathering efforts, ensuring the focus remained on critical aspects of the productâs performance.\n3. **Data Collection**:\n - Context: Data literacy varied among team members, so equipping them with the right tools and support was crucial.\n - Activity: A data toolbox was created, listing all the platforms used for data collection (e.g., MailChimp, Salesforce, Qualtrics) along with access details. Reviewers were paired with data experts to facilitate data extraction and interpretation.\n4. **SWOT Analysis**:\n - Context: A structured evaluation was necessary to identify strengths, weaknesses, opportunities, and threats.\n - Activity: Reviewers conducted a SWOT analysis using the data gathered, guided by the framing questions to ensure a thorough and focused evaluation.\n5. **Presentation and Recommendations**:\n - Context: Communicating findings effectively to stakeholders was the final crucial step.\n - Activity: Reviewers compiled their analyses into a standardized Google Document template, summarizing the current state, SWOT findings, and actionable recommendations. This ensured consistent and impactful presentations to senior leadership and other relevant teams.\n"},{"id":"recXSDRuUCL3iIWx3","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/ece0b8dc-dfb5-465c-ab9b-8b0f
500ffd74e5.svg+xml","Image":[{"id":"attZ1yWk4w7OQHOCG","width":1200,"height":689,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/nlvrT3XUWZNd45nOdWOuvA/8PJERUOMGVOZhTRQjMQ7g2AhjNyEzoSllfzxvhSRCZy-uk687b1i7lAHZRx5hHJf1ZELSV5ViNJ36JfcuSkqw82S0oJ124DFezOAo-WXKTPNITUdXXE8UM3pORIwJ9hIaI1nov7ox5HS-f5iE43XKf13btPZckNpWRAyvgfGJ7BMgpQFPYJSB6dcSdtq5f6LZWKqIj7y7jcqWsYRy54EIg/wO46jlowpLnYKiP8wtaaWWSg-4opHT5TeJt0qpvZqVo","filename":"f675f656-28cd-499a-8feb-c858497ff0f2 1 (1).png","size":1392069,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/cXRkxLS79wYHaiBSp9m5fQ/9trihw7hyYxNMiVpeydbuC7zzOkRCOCRiEmNasK0e2qzljGU4TGMJY5ef_V6aY_55ZUxNHeDkuM7Vc86y9928X9Ec6U9rUiX-f0Rs8zrTJjwVpQrij83_bA0EOckl7UGcRfiLHkJ53nmGljsIxUAIg/bd-MRcmAjhZ-VwHKo7E0PHHI1TUoFvue3KzZTis70EY","width":63,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/FkD7lj25YvlknudliozJ1w/SfXA-Uh8Qfsc8o9zYQDIaQS7NNmtoDAgKUj1X9WdJQCH6oFsI_KJnWGCvaOeI7ni9t_mInjRjWMRIf-yaXI_CtstbUtzfa9YHVCpcZehL6KsmZ6mO87KWfcLEElWtu7z1BdTBawSZOdfHTmI_UN-Vw/LOm2Zo2QAH7zmrPUHTxkOfVv6DIocCTUxNLVeDR4mnQ","width":892,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/nxMHXg8vhhz_ItAoHmP4fg/LzunCO_FKjfToQ-vq-_Vsd9JPCZh0jFGdCrlQAcRL6RTgV_X7kYklMBIs38tYPG--5UHpvro11FJN1X39MeFFvr7_ZZEPrgDutXIdn9nVqlNU6yN0hJrGvXfHaSE9iFkjh79TYZCj7qhxfHIJPA2Rw/92GgsH7ylGBgY2tX6zpC8pXDDeEBvVob-QJf8ozIiuY","width":1200,"height":689}}}],"Outcome":"The implementation of journey map operations at Atlassian resulted in several significant outcomes:\n- **Deeper Customer Insights**: The comprehensive journey maps provided richer, more nuanced insights into customer behaviors, needs, and pain points, enabling more informed decision-making.\n- **Improved User Experience**: By understanding the complete customer journey, Atlassian was able to design more cohesive and satisfying user experiences across their product suite.\n- **Prioritized Product Improvements**: The insights gained from journey maps helped prioritize product development efforts, focusing on areas with the highest impact on customer satisfaction and retention.\n- **Enhanced Cross-Functional Collaboration**: The journey mapping process fostered better collaboration among different teams, aligning them towards a common goal of improving the customer experience.\n- **Scalable Framework**: The standardized methodologies and templates developed during the pilot allowed for efficient scaling of journey mapping operations across the organization.\n- **Ongoing Adaptability**: The iterative refinement of journey maps ensured that Atlassian could continuously adapt to changing customer needs and market dynamics.\n\n","YouTube Link":"https://youtu.be/lhNwlgdtgzI","Company Url":"https://www.atlassian.com/","Transcript Source":"Secondary sources only","Created Date":"2024-06-06T09:01:14.000Z","Process":["Continuous Discovery"],"Pages":["recPAO0I7i5d14Az0"],"slug":"scaling-journey-map-operations","Industry":["Technology","Software"],"Description":"How Atlassian successfully piloted and scaled journey map operations to gain deeper customer insights and improve product development.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/4f57bc75-e8b1-43ff-a424-cc6ce20ea5ff.png","Company":"Atlassian","Area":["Synthesising Insights"],"Name":"Scaling Journey Map Operations for Enhanced Customer Insights","Team":"Stream Team","PageUrls":["/stream-team/continuous-research/synthesising-insights"],"Challenge":"Atlassian, a leading provider of collaboration and productivity software, faced the challenge of understanding complex customer journeys across their diverse product suite. Traditional research methods were insufficient to capture the full scope of user interactions and pain points. This gap in understanding hindered their ability to design cohesive user experiences and prioritize product improvements effectively.\n","Calculation":"Atlassian piloted and scaled journey map operations to enhance their customer insight capabilities. The approach involved several strategic steps:\n- Pilot Program: Atlassian initiated a pilot program to test the feasibility and impact of journey mapping on a smaller scale, focusing on specific products and user segments.\n- Comprehensive Journey Mapping: Detailed journey maps were created for different user personas, capturing end-to-e
50nd customer interactions and identifying key touchpoints and pain points.\n- Cross-Functional Collaboration: The journey mapping process involved collaboration with various teams, including product management, design, customer support, and marketing, to ensure a holistic understanding of the customer experience.\n- Standardized Methodologies: Standardized templates and methodologies were developed to ensure consistency and scalability of journey mapping efforts across different products and teams.\n- Integration with Analytics: Journey maps were integrated with quantitative data from analytics tools to validate findings and provide a more comprehensive view of customer behavior.\n- Iterative Refinement: The journey maps were continuously refined based on ongoing feedback from users and stakeholders, ensuring they remained accurate and relevant.\n- Scaling Operations: Following the success of the pilot, the journey mapping operations were scaled across the organization, with dedicated teams and resources to support continuous mapping efforts.","Approach":"Atlassian piloted and scaled journey map operations to enhance their customer insight capabilities. The approach involved several strategic steps:\n- **Pilot Program**: Atlassian initiated a pilot program to test the feasibility and impact of journey mapping on a smaller scale, focusing on specific products and user segments.\n- **Comprehensive Journey Mapping**: Detailed journey maps were created for different user personas, capturing end-to-end customer interactions and identifying key touchpoints and pain points.\n- **Cross-Functional Collaboration**: The journey mapping process involved collaboration with various teams, including product management, design, customer support, and marketing, to ensure a holistic understanding of the customer experience.\n- **Standardized Methodologies**: Standardized templates and methodologies were developed to ensure consistency and scalability of journey mapping efforts across different products and teams.\n- **Integration with Analytics**: Journey maps were integrated with quantitative data from analytics tools to validate findings and provide a more comprehensive view of customer behavior.\n- **Iterative Refinement**: The journey maps were continuously refined based on ongoing feedback from users and stakeholders, ensuring they remained accurate and relevant.\n- **Scaling Operations**: Following the success of the pilot, the journey mapping operations were scaled across the organization, with dedicated teams and resources to support continuous mapping efforts.\n\n"},{"id":"recLRp3h1sPTcfU7a","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/793a93d9-0a5d-4e57-a465-86a61eec4997.png","Image":[{"id":"attcOZYEe4EKvJ2xB","width":1172,"height":660,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/LrIx4TLP6X670rRcXdr4WQ/wZEK1hPsu8qGWpfd-hpJJcMrPAiJ5u7b1nujJvjyGB8xMtnM_LhtRWxq_8tmFrCUEko5dXFQXxQ21JE4z4LSeTqG7VsgWYJLEDsYo81dQS4zWgPIKZBeqEZn7ENg7ihphtXMYvgQXDmt6CyUa0NVvCrW6OUtGElOGH6QFwGdhNbDP1jc-I8FenBWfAKdVH-TLKjrMlUOIcAdzKFTOGxJ_w/8hV_wBk048YYvR_EpFZZTkOmVnkJ5kC2LcbOyoASu6I","filename":"autodesk-welcome-to-new-possible-thumb-1172x660.png","size":851344,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/pdSDgZX4dULIx6BKUl_I8g/fTn_ZUgQk3Rb0PjVpS3RVgl-Y5ZLjkRFSeg8eGbFLHIo2jfN90b_Yu4QX9063OPzJPsYUTc9pQ9nkxp5LiaXvlyzzb9VjGKQXnMYuhUPt4RXV0cXtVOEU4WPlI2sWvjtHoGiZil11--EE7N_be2FiA/Hkwx8SF7Foca_3rHMxlpPdlsAkdSyqKCl0Far44y7Wo","width":64,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/eU4c383lBLnZCnmytIVlfg/fvBqKxb4a-8Vc-jftGdoHHADZe4ghSZEUrY9_lSp-d2CTMIl7OG21UfxJwGVU_lFvCGCnR_0V3JQ6a8-O3Rx9SKkmA5kE0hfHTh_68yk11GwSPe9Rc3yzVtzLNe_Cl2RQCgufzhzmawI9W2PuZwGyA/3TefgJ5j5jjcUvQwElgK0nxZud9r5zOujTOvsI1Qjok","width":909,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/4cP7PKzsmO8y7E2jf4QBjA/hoAg9Aq-gTBxYVU_QDpGJ5L_sfXD2_1aPmzH1x6S1lmzb8uTGb595ApN2MtGyT8DsGMStOmYRsivKWD75qOGCnkEr0adu2VHfFbb9bnchpmpVVIc0Vxb_pqj_3b_jiZB_ZWxCAEZElSSwenOmQFqzQ/-vlm1XacfiVldmC6ViCZZXbv4Ng6mFuZQIQFYRnNFiI","width":1172,"height":660}}}],"Outcome":"The transition to dual-track agile not only streamlined workflows but also enhanced the collaborative culture within the team. This shift demonstrated the power of structured yet flexible processes in achieving better business outcomes.\n- **Improved Velocity and Efficiency**: By separating discovery and delivery tracks, the team was able to maintain a steady development pace without overburdening designers. This led to more accurate velocity calculations and timely deliveries.\n- **Higher Quality Products**: The iterative usability testing approach ensured continuous user feedback, allowing the team to make informed design decisions and improve product quality incrementally.\
50n- **Enhanced Collaboration**: Unified teams and inclusive practices fostered a culture of mutual respect and collaboration. Developers and designers worked together more effectively, leveraging each other's expertise.\n- **Better Decision-Making**: Encouraging diverse opinions and ensuring that all voices were heard led to more comprehensive and well-rounded decisions. This inclusivity was key to the team's success.\n- **Effective Agile Practices**: With dedicated scrum masters, the team adhered more closely to agile principles, ensuring that processes were followed and improved upon continuously. This resulted in a more disciplined and productive workflow.\n\n","YouTube Link":"https://youtu.be/q2dRk3hokEw","Company Url":"https://autodesk.com","Transcript Source":"Secondary sources only","Created Date":"2024-05-29T15:33:17.000Z","Process":["Process"],"Highlight":"Home","Pages":["recG4PwradtC3rQU1"],"slug":"autodesk-dual-track-agile","Industry":["Software","Design"],"Description":"How adopting dual-track agile improved design and development collaboration at Autodesk, leading to better product outcomes.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/8aed6520-9020-47bc-8710-4dea785bad2a.jpeg","Company":"AutoDesk","Area":["Defining Good"],"Name":"Implementing Dual-Track Agile for Enhanced Collaboration at Autodesk","Team":"Enabling Team","PageUrls":["/enabling-team/process/defining-good"],"Category":"Empowered","Challenge":"Autodesk's design and development teams faced significant challenges in aligning their work within agile processes. Initial attempts to integrate design work directly into the backlog alongside development tasks led to several issues. Designers struggled with velocity calculations and found themselves perpetually behind due to continuous redesigns at the end of each sprint. This disconnect between design and development hindered overall productivity and resulted in a fragmented workflow. Additionally, traditional usability testing methods were too slow and cumbersome, failing to keep up with the fast-paced nature of agile development.\n","Calculation":"Implementing dual-track agile allowed Autodesk's team to improve coordination between design and development, fostering a more integrated and responsive process. By restructuring their approach, they addressed both the planning and execution aspects of their projects more effectively.\n- Unified Teams: Both designers and developers were placed on the same team, ensuring that insight was shared continuously. This prevented the \"throwing over the wall\" mentality and facilitated collaborative problem-solving.\n- Concurrent Tracks: Design and development tasks were managed in parallel but distinct tracks. Designers focused on user research and prototyping while developers worked on building and testing features. This ensured that design insights informed development without causing delays.\n- Iterative UX Practices: Usability testing was adapted to be more iterative and agile. Instead of waiting for fully developed prototypes, the team conducted frequent, smaller tests using quick-and-dirty prototypes. This provided faster feedback and allowed for continuous improvement.\n- Inclusive Practices: The team adopted meeting practices that encouraged individual contributions before group discussions. This ensured that diverse opinions were heard and respected, leading to better decision-making.\n- Effective Scrum Masters: Choosing dedicated and passionate scrum masters was crucial. They ensured that the agile process was followed rigorously and that the team remained focused on continuous improvement.","Approach":"Implementing dual-track agile allowed Autodesk's team to improve coordination between design and development, fostering a more integrated and responsive process. By restructuring their approach, they addressed both the planning and execution aspects of their projects more effectively.\n- **Unified Teams**: Both designers and developers were placed on the same team, ensuring that insight was shared continuously. This prevented the \"throwing over the wall\" mentality and facilitated collaborative problem-solving.\n- **Concurrent Tracks**: Design and development tasks were managed in parallel but distinct tracks. Designers focu
50sed on user research and prototyping while developers worked on building and testing features. This ensured that design insights informed development without causing delays.\n- **Iterative UX Practices**: Usability testing was adapted to be more iterative and agile. Instead of waiting for fully developed prototypes, the team conducted frequent, smaller tests using quick-and-dirty prototypes. This provided faster feedback and allowed for continuous improvement.\n- **Inclusive Practices**: The team adopted meeting practices that encouraged individual contributions before group discussions. This ensured that diverse opinions were heard and respected, leading to better decision-making.\n- **Effective Scrum Masters**: Choosing dedicated and passionate scrum masters was crucial. They ensured that the agile process was followed rigorously and that the team remained focused on continuous improvement.\n\n"},{"id":"rec5hobci1WZK6m1U","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/bb54b79a-8d75-4fce-877e-30ee27a119d7.svg+xml","Image":[{"id":"attHJMf3eKnVlOGmq","width":1200,"height":674,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/jMCdrO0ImDYIono4u0CnQg/kirgtgO1d_9ZJe_I5d7ZXaWxKady2Scf8lKdvNYMkRd8bQReKJGff-DeI4q4pZI9tKSpCUzJ7THy9IjG2URkuAJJcydljr_KGjXBLixVsfyfmmphjMsgXKwh2aabGjdEIKUH-yDU6g2NiNwXbpNuVPvlRzqvSjhYYhJ_rIPFIzw/sm9QES4zXoD-OSDPabxxAxEMnbl0mj3JjWRLWHNTKAQ","filename":"aws-1 1.png","size":563083,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/dwlCFTsz4jT2emUuC5YVRQ/3OGG6e4MUWyx1CwBCQS780egmak65L4ItB8D09xD4EEk4hXc4qYtorQHxhuXOBv7qyHhzxBiblnv0k82zazOn2z-s5SXYOzJS_cpjvBhFwUN-AVZjJxB8b8OEylgFRBdyWBvzr6_NO7zT8e65srV6g/fobFX-t3Cxx58iAGUgI0tBRaB7evTW0Oci6KuvXJos4","width":64,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/6vm-jVTPdqvdfxigi_sBqA/r5ept0sh8WwQ__NMcPUSiKNZUeD1LUCArlLZtWzY2a0Vj4SUaVc3ZZBEEXdyUfTZ5sbTuz-OrJsSrGpRhfEDi7AeqzFuX5wpo2-ap6qnPaEXXrT4QHoUQ4lA7PwSfCxUFvb0rJ_9DLtNT-LNzbDCZA/29GuwBMK0weOMd4h8J4hSqQptC51ZcnNaj68iPyuSXs","width":912,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/HaAn-eDDamGSHZ5jsLDs2A/G5zNgIHrj9RJR1F8crKQfb5R_IKisxXFD5-1-pkuxYB-2C1JLca9LYxp44fXnEjLqawoWwWalz7UQRvjL4L8Lqxj8TouIS-lgClxwYschBPCN_h8vJZLqZPf7o2weasCQaXQcBsYcUK-0EDdcWmtvQ/geGg5EA0M_hNwKOxmUN6OWE-vajcOrGIrluXXPARNiA","width":1200,"height":674}}}],"Outcome":"AWS quickly became a significant profit center for Amazon, contributing substantially to the company's overall revenue. The platformâs success was marked by its widespread adoption across various industries, from startups to large enterprises. AWS's scalable and flexible cloud solutions enabled businesses to reduce their own IT costs, driving further adoption and reinforcing AWS's profitability.\n### Benefits:\n- Transformed IT infrastructure from a cost center to a profit center.\n- Achieved substantial revenue growth, making AWS a key revenue stream for Amazon.\n- Enabled customers to reduce their own IT expenses, fostering widespread adoption.\n- Supported innovation and agility for businesses across multiple industries.\n- Established AWS as a market leader in cloud computing services.\n\n","Company Url":"https://aws.amazon.com/","Transcript Source":"Secondary sources only","Created Date":"2024-05-29T13:45:53.000Z","Process":["Process"],"Pages":["recyfU26Z15PwL8oq"],"slug":"aws-cost-to-profit","Industry":["Technology","Cloud Computing"],"Description":"How AWS transformed from a cost-intensive operation to a highly profitable, standalone business unit by offering scalable cloud solutions to external customers.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/9696614a-5b5c-4d6b-97e8-f17c2fc73388.jpeg","Company":"AWS","Area":["Seeding Internal Products"],"Name":"AWS: From Cost Center to Profit Center","Team":"Enabling Team","PageUrls":["/enabling-team/process/seeding-internal-products"],"Challenge":"Like other companies, Amazon's IT infrastructure was viewed as a cost center, focusing primarily on supporting the company's retail operations. But Amazon realised that every other company was dealing with the same server hosting challenges.\
50n","Calculation":"Amazon Web Services (AWS) was launched to monetize Amazonâs robust IT infrastructure by offering cloud services to external customers. This initiative leveraged Amazonâs expertise in scalable, reliable, and cost-effective infrastructure management. AWS provided a wide range of services, including computing power, storage, and databases, to businesses of all sizes.\nKey Actions:\n- Launched AWS to offer cloud computing services externally.\n- Utilized existing infrastructure to minimize initial costs.\n- Focused on scalability, reliability, and cost-effectiveness.\n- Continuously expanded service offerings to meet diverse customer needs.\n- Established a pay-as-you-go pricing model to attract a broad customer base.","Approach":"Amazon Web Services (AWS) was launched to monetize Amazonâs robust IT infrastructure by offering cloud services to external customers. This initiative leveraged Amazonâs expertise in scalable, reliable, and cost-effective infrastructure management. AWS provided a wide range of services, including computing power, storage, and databases, to businesses of all sizes.\n### Key Actions:\n- Launched AWS to offer cloud computing services externally.\n- Utilized existing infrastructure to minimize initial costs.\n- Focused on scalability, reliability, and cost-effectiveness.\n- Continuously expanded service offerings to meet diverse customer needs.\n- Established a pay-as-you-go pricing model to attract a broad customer base.\n\n"},{"id":"recMtSPBsUWuMTvtZ","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/63f89306-7b8d-4345-a551-1b40194e0690.jpeg","Image":[{"id":"atth7biMYFv34vwpY","width":800,"height":418,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/kK31pMjb136G6H8ne5t3yw/RKGyvh1ENLbZM0bbc3J-PY2eTNJebLchr6liqgCnnpolzbmtZaDg7VsFsb57oCHb5Sr2VSuy0q6Lmswdl2CdQFyYZ6GXsArWaef-1Y53Z4rIa0rjOOb7Iex9z2wqj_LF8yZdHGsswmGNb5vfTUZ7B3-9ncTjLKnYpQQu5-adGxYPEeugh_EjwRANkyOHxki4/wMLscYOWWL5rwTckgno3zh2VztA_jyJl8FHqtTZL3Q4","filename":"linkedin-quote-191_1-1png.jpg","size":34343,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/XFODEpA9M7NWQ5sgIf7M-w/Km6ei4K-vVan3iaQKWOEU0RcDgky8_6xmmRKQ2gSiaJosOmE4VN7LpCzzlOI1TY7WCT-7JCMOp2Sc52YLzaVkSYYTjV7WJkJYW_eFsiErBS3VggFAXKjzRSZQ_YOcTmD-TFg4JE3zFvyQQ7Fkuj-ww/vdA7NtozCPSORfie4SPlW4waOHAjTbUEzmoi_6RRi88","width":69,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/BkI1Paovpz2XALzX8sWyBA/guXFwfQ2FOXrVL7GEOJymIvS5sT1sicRIohiaXIZGzKe1a3b0kvLVSukFMY2CmSKy1ow75dB2tAjqD4-mb2rvZix2bHd6tLdW6VNakCnl7kxmHfl-omuEQQ6-z5dF6KWItqOVFLziwfBcIZcNzyPOw/QgzjYCZx_s1-Xyg4mQ7J5Ldt1djvnPJuab9C-68rogU","width":800,"height":418},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/1ZW7BqfmXUp_i5jPUSKxuw/DTyJqEWBVLnHcuq6xwex0ex3-zkbwcEoI2DUXqtzXf73-H_leZUhA_VwvEJH85By6AtBBxUiuTSiSkAkBAFT16kWX5tJOSztEr3iwqk2mKd--imKkEpq7kft3WOjUnNwBzuS0SGo3-zlEeyN9mgYQA/X8fJNFas0Vh-HueNRj30Eu03rd_KbFJpP3MqpHypF74","width":800,"height":418}}}],"Outcome":"The implementation of lean UX experiments led to several significant benefits for Bonanza Design:\n- **Faster Validation of Ideas**: The ability to quickly prototype and test ideas allowed Bonanza Design to validate concepts faster, reducing the time to market for new features and products.\n- **Improved User Satisfaction**: Regular user testing ensured that products were closely aligned with user needs and preferences, resulting in higher user satisfaction and engagement.\n- **Increased Agility**: The iterative and hypothesis-driven nature of lean UX experiments enhanced the team's agility, enabling them to respond quickly to feedback and market changes.\n- **Better Collaboration**: Cross-functional collaboration improved communication and alignment within the team, leading to more cohesive and effective product development.\n- **Enhanced Innovation**: The culture of continuous learning and rapid experimentation fostered innovation, allowing Bonanza Design to explore and implement creative solutions more effectively.\n\n","YouTube Link":"https://youtu.be/Y61MZd3v2Yc","Company Url":"https://bonanza.design","Transcript Source":"Secondary sources only","Created Date":"2024-06-05T17:54:08.000Z","Process":["Continuous Design"],"Pages":["recTOW4IvYBHSnC9s"],"slug":"accelerating-innovation-lean-ux-experiments-bonanza-design","Industry":["Design","Consulting"],"Description":"How Bonanza Design improved product development and innovation by implementing lean and quick UX experiments within their agile framework.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/21f5fd52-9e84-4716-a0a0-a52edf5ab1da.jpeg","Company":"Bonanza Design","Area":["Designing Experiments"],"Name":"Accelerating Innovation with Lean UX Experiments","Team":"Stream Team","PageUrls":["/stream-team/continuous-design/designing-experiments"],"Challenge":"Bonanza Design, a design consultancy firm, faced challenges in quickly validating ideas and integrating user feedback into their agile development process. Traditional UX processes were often too slow and cumbersome, leading to delays and reduced responsiveness to user needs. There was a need for a more efficient approach to testing and validating design concepts to ensure that products met user expectations and business goals.\n","Calculation":"Bonanza Design adopted a lean UX process that emphasized rapid and iterative experimentation. The key components of their approach included:\n- Quick Prototyping: The team focused on creating low-fidelity prototypes quickly. These prototypes were designed to capture the essence of the idea without spending excessive time on details, allowing for faster iteration and feedback.\n- User Testing: Bonanza Design conducted regular user testing sessions with the low-fidelity prototypes. This approach enabled them to gather immediate feedback from real users, identify pain points, and understand user behaviors and preferences.\n- Hypothesis-Driven Design: Each experiment was based on a clear hypothesis. The team defined what they wanted to learn from the experiment and what success would look like. This clarity helped in focusing efforts and measuring outcomes effectively.\n- Iterative Cycles: Lean UX experiments were conducted in short, iterative cycles. The team quickly moved from ideation to prototyping to testing, and then back to refining the concepts based on user feedback. This approach minimized the time spent on unproductive ideas.\n- Cross-Functional Collaboration: The lean UX process involved close collaboration between designers, developers, and product managers. This cross-functional teamwork ensured that insights from experiments were quickly integrated into the development process.\n- Continuous Learning: Bonanza Design maintained a culture of continuous learning and improvement. The insights gained from each experiment were documented and shared across the team, fostering a knowledge base that informed future projects.","Approach":"Bonanza Design adopted a lean UX process that emphasized rapid and iterative experimentation. The key components of their approach included:\n- **Quick Prototyping**: The team focused on creating low-fidelity prototypes quickly. These prototypes were designed to capture the essence of the idea without spending excessive time on details, allowing for faster iteration and feedback.\n- **User Testing**: Bonanza Design conducted regular user testing sessions with the low-fidelity prototypes. This approach enabled them to gather immediate feedback from real users, identify pain points, and understand user behaviors and preferences.\n- **Hypothesis-Driven Design**: Each experiment was based on a clear hypothesis. The team defined what they wanted to learn from the experiment and what success would look like. This clarity helped in focusing efforts and measuring outcomes effectively.\n- **Iterative Cycles**: Lean UX experiments were conducted in short, iterative cycles. The team quickly moved from ideation to prototyping to testing, and then back to refining the concepts based on user feedback. This approach minimized the time spent on unproductive ideas.\n- **Cross-Functional Collaboration**: The lean UX process involved close collaboration between designers, developers, and product managers. This cross-functional teamwork ensured that insights from experiments were quickly integrated into the development process.\n- **Continuous Learning**: Bonanza Design maintained a culture of continuous learning and improvement. The insights gained from each experiment were documented and shared across the team, fostering a knowledge base that informed future projects.\n\n"},{"id":"rec0CMILvNVF5t4Ee","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/d59e1cb0-f10f-46be-b99e-46e70551089a.svg+xml","Image":[{"id":"att6y90LyYhyKF7Y1","width":1200,"height":625,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/1O7qNjKdEfFcHbHrhuT_JA/hYo66K9Z5h7jmDeQvKRLN1rASEocj2ri33ytLRyHiRF6IHg20fEuZb5wsqIXA4T5T_Obeu4mD3ay79vcKe4AR6wemOyFR
50ogPlgVWcfuxYE52luVlpIZ_xhMQZrid3mGTw7IicG_nKEGu61o6zC4yLGVIu5Q2IqHImJU_U6CNx7JoJpsuRxekrjIl0pPzYU7rh2jrbfuF2My_HE-uF_QnyDl0_hG4CfPb8KHyDDLNZTU/OmpeqwH4VqOdIvl3rVIeMOX365kVqNEZ9TlbJrlAzIU","filename":"CDB_KCM_LandingpageforConstructionMarketUpdate_661969_Q1-header3 1.png","size":1066834,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/1hbq3UublFWz8cf_CXKZ6g/wD6zQ8k3j4ncC3BtFan8gk1auijxqdj1b9eS-9ZD9KWNlQ20o3sTZblXe_B6ocv6K3jbdnbktn9wCzmB1wVeUZiFojXo6LSKg1HVuPHf-n2E6TKUZPuK6xoQTYFyk3k3vR7HQKn40dhJ_wWYsfxNCg/TYWEp-DhIf5G0NuzVIm002nOhH0iqvlf-BQQn6OmmJo","width":69,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/JkTEu4ic0M05mIu5i3UqwA/_awA1Tux2oGQ1cJR7ueVEoyGDBNklS5QGAIDkiU4QpER66pc-lLsTCP2zsV_mPQwtIp0uN_wvXulvFhKlVXusRfi2mfyOwWFj8PA2eSKJ8BEf1Rj5rhd3ZGZppihLy5dWma3GKdATeKS8wlzc18fjA/3Vp_iNAnlEFa9vdtv8dvhbaQu5Q20k99IIiArJP1klg","width":983,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/68csWKl-CwV3WvaCRNB2_Q/KbUXFhLI-QxhX8rf_iCJKcib1UDq6U9S511pBMuEn1jDgex6z4EpaHVejPUSadpOcokkiT1_uUAovhJwi72gbByiF89xQYdhzko0TrXebZ9Vivh-88U5uuYm9W29DUNDIfoonSsup6-F2V-bOmkXsw/qNhuynT6nd72OQko0OxPRTuxWffzahODKDrWCup7P0g","width":1200,"height":625}}}],"Outcome":"The collaboration between Burns \u0026 McDonnell, AWS, and Trend Micro led to notable improvements in cost management and operational efficiency. By adopting these best practices, the company achieved a 30% reduction in AWS costs within the first week and continued to save 30% year over year. Additionally, they reduced their mean time to resolution for cloud misconfigurations by 50%, enabling faster issue remediation and enhancing overall cloud security. This approach also facilitated compliance with regulatory standards and improved transparency with clients, fostering trust and enabling further innovation.\n### Benefits:\n- 30% reduction in AWS costs in the first week; sustained annual savings.\n- 50% reduction in mean time to resolution for misconfigurations.\n- Enhanced security and compliance with industry regulations.\n- Increased transparency and trust with clients.\n- Empowered employees to innovate without fear of security breaches.\n\n","Company Url":"https://burnsmcd.com","Transcript Source":"Secondary sources only","Created Date":"2024-05-29T13:19:58.000Z","Process":["Process"],"Pages":["recfJotm661xgCa4l"],"slug":"burns-mcdonnell-aws-efficiency-security","Industry":["Engineering","Construction"],"Description":"How Burns \u0026 McDonnell achieved significant cost savings and improved security by adopting the AWS Well-Architected Framework.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/55d69e4e-cc6c-470d-82ed-fa47e11f0816.jpeg","Company":"Burns \u0026 McDonnell","Area":["Promoting Good Practices"],"Name":"Enhancing Cloud Efficiency and Security with AWS Well-Architected Framework","Team":"Enabling Team","PageUrls":["/enabling-team/process/promoting-good-practices"],"Challenge":"Burns \u0026 McDonnell, a well-established engineering and consulting firm, sought to enhance the visibility and efficiency of their cloud infrastructure while tightening security and identifying cost-saving opportunities. The company aimed to improve their governance framework, treat cloud services differently from traditional on-premises servers, and empower their employees to innovate without compromising security or incurring unnecessary costs.\n","Calculation":"Burns \u0026 McDonnell adopted the AWS Well-Architected Framework, leveraging its design principles and best practices to review and enhance their cloud infrastructure. Partnering with Trend Micro Cloud One - Conformity, they conducted thorough risk assessments and security evaluations. Conformity provided automated reports and recommendations, identifying security risks and inefficiencies. This enabled the company to make informed decisions swiftly, supported by detailed step-by-step guides from Conformityâs knowledge base.\nKey Actions:\n- Implemented AWS Well-Architected Framework for cloud infrastru
50cture review.\n- Utilized Trend Micro Cloud One - Conformity for automated risk and security assessments.\n- Conducted thorough evaluations against 800 best practices.\n- Integrated findings with AWS Management Console and CLI for remediation.","Approach":"Burns \u0026 McDonnell adopted the AWS Well-Architected Framework, leveraging its design principles and best practices to review and enhance their cloud infrastructure. Partnering with Trend Micro Cloud One - Conformity, they conducted thorough risk assessments and security evaluations. Conformity provided automated reports and recommendations, identifying security risks and inefficiencies. This enabled the company to make informed decisions swiftly, supported by detailed step-by-step guides from Conformityâs knowledge base.\n### Key Actions:\n- Implemented AWS Well-Architected Framework for cloud infrastructure review.\n- Utilized Trend Micro Cloud One - Conformity for automated risk and security assessments.\n- Conducted thorough evaluations against 800 best practices.\n- Integrated findings with AWS Management Console and CLI for remediation.\n\n"},{"id":"recqZQD48miesqfoQ","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/bdfd1176-6ca0-4416-957c-bee7ca2c8833.jpeg","Image":[{"id":"attmh1g3rIm06o3bX","width":800,"height":450,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/Ngv0NlTpUr9Y7bdGHxFMKQ/dS9CH9xtdqe67gp-H4WBLwhjOUDFY8zjyUaorCbEF49jjXLH-v8-rxUiu14Uv2-2ahzIvuHjquD2LIW722-kSy00UbZQpl_leYw_4UZGxUqFq6WUvl04i4yxHvqmx6lOZdivwDID5VcwBOdPLeZT1Q/Z8IebObswfwMooEDSfKDH6-td0NEWjAAvYc2oyJtwj4","filename":"dazn.jpg","size":62096,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/DtYtcWDh1LY8l3wf6-U4XQ/76BDwyCgaH2JOIbdteEcFjHRCLsSFr7KcGtMZ5lREZd1Ewz73zy5Sme2MSHfQKd4mp12QOg3iWkpibjIiLbeKO0P0gdpq2d-zQc06QPN32hX3jxNKlGt2Hcrhr0LE53srVF-HkoqAmsw6l25cRRuXw/0nFz62TTZ3oem7y74eZ9U72PMWEypPfiR4EUd4GxAH8","width":64,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/NJIHkRHzQM2J-WIVbbmTPw/ATan98emSNZThU5MGy8hOX21G30zL2OkBmOBioR5h9QuK26tkgD9z5EhYj2oZPOy1130B21lW6qE_yYBpUV0fFJyuRV_Wku_Qpbx-SA32c52o_cwCxM7kA712Hc586-yw1OuOl71C1EQ_thPJ9ISkA/IrQLWFuS9FFO15GvfWZA9l1hgGhvItSmRElrGCZ_-9Y","width":800,"height":450},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/A6Tjp1sjm_46rhho2_0a7w/2eGpKHBQxW9DERbjgtjG097a0s2o9UhF5D8690vji1_a5k-jTcwRWXVbChmnpQW6Ofym4FZ6nsImRPEleWMLBq8DzKdOx8KYPFVHvA1gDX-GQDhCKBXom0_DcjsjtYleD9Esh6C-5KsZIX5XGVAkCA/4GMEJ2oS7S87Z9sEdAj0j223F9te4NGc852tGbXlPn4","width":800,"height":450}}}],"Outcome":"The adoption of micro frontends at DAZN led to several significant improvements:\n- **Increased Development Speed**: Teams were able to move faster as they were no longer bogged down by the complexities of a monolithic architecture.\n- **Scalability**: Both in terms of infrastructure and team size, the new architecture proved more scalable, accommodating the rapid growth of the company.\n- **Innovation**: Teams had the freedom to experiment with different technologies and approaches within their domains, leading to more innovative solutions.\n- **Improved Onboarding**: New teams could be onboarded quickly, as the domain-focused nature of the system made it easier to understand and contribute to.\n- **Better Response to Market and Customer Needs**: The ability to work independently and quickly allowed DAZN to be more responsive to market changes and customer feedback.\n\n","YouTube Link":"https://www.youtube.com/watch?v=BuRB3djraeM","Company Url":"https://dazn.com","Transcript Source":"Docs repo","Created Date":"2023-12-02T12:49:54.000Z","Process":["Continuous Delivery"],"Pages":["rec4IQtwWquVuahL8"],"slug":"dazn","Industry":["Media","Sports Streaming"],"Transcript URL":"https://github.com/socmov/zeroblockers-docs/blob/brand-refresh/book/sources/uxdx-videos/DAZN.txt","Description":"Exploring how DAZN accelerated innovation and team autonomy by removing blockers from their teams through the adoption of micro frontends, transforming their development process and scalability.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/e35b7779-a583-4e5e-b7e4-9bc03c4a4364.jpeg","Company":"DAZN","Area":["Designing The System"],"Name":"Micro-frontends","Team":"Stream Team","PageUrls":["/stream-team/continuous-delivery/designing-the-system"],"Category":"Autonomous","Challenge":"DAZN faced challenges typical to rapidly growing tech companies. They started with a monolithic architecture that, while effective initially, quickly became cumbersome as the company scaled. This monolithic system made it challenging to adapt quickly to market changes and customer feedback due to its inflexibility and the high level of interdependencies within the system. Furthermore, the complexity increased with the exp
50ansion of the team and the addition of distributed teams across different locations.\n","Calculation":"The solution was the adoption of a micro frontends architecture. This approach aligns with the principles of microservices but applied to the frontend. It involves breaking down the frontend monolith into smaller, more manageable pieces (micro frontends), each representing different business subdomains. This architecture enables teams to work independently on different parts of the application, reducing the interdependencies that slowed down development in the monolithic approach. Key features of this solution included:\n- Domain-Driven Design: This approach ensured that each micro frontend accurately represented a specific business subdomain.\n- Technology Agnosticism: Different micro frontends could be developed using different technologies, providing flexibility and fostering innovation.\n- Isolated Development: Teams could work on their micro frontends independently, reducing the need for cross-team coordination and accelerating development.\n- Scalable Teams and Infrastructure: The architecture allowed for easier scaling of teams and infrastructure, as each micro frontend could be scaled independently.","Approach":"The solution was the adoption of a micro frontends architecture. This approach aligns with the principles of microservices but applied to the frontend. It involves breaking down the frontend monolith into smaller, more manageable pieces (micro frontends), each representing different business subdomains. This architecture enables teams to work independently on different parts of the application, reducing the interdependencies that slowed down development in the monolithic approach. Key features of this solution included:\n- **Domain-Driven Design**: This approach ensured that each micro frontend accurately represented a specific business subdomain.\n- **Technology Agnosticism**: Different micro frontends could be developed using different technologies, providing flexibility and fostering innovation.\n- **Isolated Development**: Teams could work on their micro frontends independently, reducing the need for cross-team coordination and accelerating development.\n- **Scalable Teams and Infrastructure**: The architecture allowed for easier scaling of teams and infrastructure, as each micro frontend could be scaled independently.\n\n"},{"id":"recb9zP8Gcg5tugbf","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/0ca195b7-1777-44c0-b3f1-cd4ffba74040.svg+xml","Image":[{"id":"attwd5BDZGq9YnsmX","width":1056,"height":436,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/U-7Kewstj4D4SHuel1YbiQ/46pn72_3_KhtetEZbfdEAiaf06z4SZc2U40RUKMhoZHvtXSqIikjFmGDmRy1W5uNc7uCic34M3dY6xHLGY195dn63ZknZw0m2-7kyKdUC3a6yWK8psL9ixxTlKEHD8ZoVHbC_Z-ir_meNr03Ssx4r1hl2JAAit8kIIVBTVL80bn-ML_1jjNR3oFzJCK2C_FBDUOqebKHyJIndInVDUx-CQ/3L1L07Bb2Z0EiSGxMtrrhZ_RMtHgvt8uP4ek34X5epE","filename":"eSignature_Overview_Resources_Card_-_image_2 1.png","size":414887,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/MyMNX6jyn3dmMCXhqcbIvA/Abm9nl767sKnLmmMbzunUeULjOXEyqwVcDBiaygp_ORqPXohIxAOFKK8kZMWzvpBFajoYJ9J3SFLjX2y75oB_fRHKMNT0x0vVD1Rzu3DRUE457rZuS48pBCg7I_zghPzyiq4wUVCwmpcoWnegZ1pYQ/2rFwiyOafkcp60HOKTkKGXppNuiz7wl2wcifS71bPBc","width":87,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/EZW78tLqa28CtiTDpmJNsg/lJLbwjsJXJyB64MVsrTEmtoGjeKuB2ltz_VmfbOJiJ-frTVnuei1dTeo8x0YOqe2KACVpx86VY7bfEBtblQlL_DmneiXrqq2-Fwr0o-6KpOulJn7SjSpikZg9sjpP5BsbExAnSAcXNJCiaW9zhYnYA/SDqZ3tAQCVXUvvMEXtSU3XxZ06AurwSUxZlOcUtuqyo","width":1056,"height":436},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/MbXL8_N7HYfvxycKaQ--yg/ImcVTDfQjuOSmjLj7mqKr9MZ1jmuWZtzPMQWmk0X1OdO_DATFeQyEhPdK-eCSvUCE3P6ALL6TMPxCL8nXucJDR1wofj1LvH3Rdd7USNjhpk4S3V66wIPolnLz0VnJ6t-rNl-K9Mrp_QhXi91pRkC1w/c4rHz3XZurbGjO0Kv6w9uk2JSgLgP6X53VS_MSufrjc","width":1056,"height":436}}}],"Outcome":"The implementation of the JTBD framework for synthesizing research insights led to several significant outcomes for DocuSign:\n- **Accurate User Personas**: The use of the JTBD framework resulted in the creation of detailed and accurate user personas that truly reflected user motivations and behaviors. These personas provided a deeper understanding of user needs beyond surface-level demographics.\n- **Informed Product Development**: The user personas informed product development decisions, ensuring that new features and improvements were aligned with the actual jobs users were trying to accomplish. This alignment led to more user-centric products and higher user satisfaction.\n- **Enhanced Cross-Functional Collaboration**: The collaborative workshops and synthesis process fostered better communication and alignment among cross-functional teams. Stakeholders from different departments had a shared understanding of user needs and goals.\n- **Improved User Engagement**: By focusing on the jobs users were trying to accomplish, DocuSign was able to de
50sign solutions that addressed real user pain points, leading to improved user engagement and loyalty.\n- **Strategic Insights**: The synthesized insights from the JTBD framework provided strategic guidance for long-term product planning and innovation. DocuSign was able to identify new opportunities and areas for growth based on a deep understanding of user needs.\n\n","YouTube Link":"https://youtu.be/ZnU_n-FDxio","Company Url":"http://www.docusign.com","Transcript Source":"Drive","Created Date":"2024-06-05T18:41:05.000Z","Process":["Continuous Discovery"],"Pages":["recPAO0I7i5d14Az0"],"slug":"synthesizing-research-insights-user-personas-docusign","Industry":["Technology","Software"],"Transcript URL":"https://drive.google.com/open?id=1AVAvGh61EIrIMncFKZWEScJkz5dBhBXo","Description":"How DocuSign synthesized research insights using the Jobs to Be Done (JTBD) framework to create effective user personas that drive product development and user engagement.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/eec6f456-205b-413d-95d3-3f08f5d95b2c.png","Company":"DocuSign","Area":["Synthesising Insights"],"Name":"Synthesizing Research Insights to Build Effective User Personas","Team":"Stream Team","PageUrls":["/stream-team/continuous-research/synthesising-insights"],"Challenge":"DocuSign, a leading provider of electronic signature solutions, faced the challenge of effectively synthesizing research insights to create user personas that accurately reflected the needs and behaviors of their diverse user base. Traditional methods of persona creation often led to generic profiles that did not fully capture the complexities of user motivations and goals. There was a need for a structured approach to synthesize research data into actionable and impactful user personas.\n","Calculation":"DocuSign adopted the Jobs to Be Done (JTBD) framework as a core strategy for synthesizing research insights. The key components of their approach included:\n- Comprehensive Data Collection: DocuSign gathered extensive qualitative and quantitative data from various research activities, including user interviews, surveys, and usage analytics. This comprehensive data set provided a rich foundation for understanding user behaviors and needs.\n- JTBD Framework: The JTBD framework was utilized to shift the focus from user demographics to the underlying motivations and goals that drive user actions. This perspective helped in identifying the \"jobs\" users are trying to accomplish with DocuSign's products.\n- Cross-Functional Workshops: DocuSign conducted cross-functional workshops involving product managers, designers, researchers, and other stakeholders. These workshops facilitated collaborative analysis and synthesis of research data, ensuring diverse perspectives were considered.\n- Pattern Identification: The team identified patterns and common themes across the collected data. By analyzing these patterns, they were able to group users with similar motivations and goals, forming the basis of the user personas.\n- Persona Development: Using the JTBD framework, DocuSign developed detailed user personas that encapsulated the jobs users were trying to accomplish, their pain points, and the context in which they used the product. These personas were not just static profiles but dynamic representations of user goals and challenges.\n- Validation and Iteration: The personas were validated through additional user feedback and iterative refinement. This continuous validation ensured that the personas remained accurate and relevant over time.","Approach":"DocuSign adopted the Jobs to Be Done (JTBD) framework as a core strategy for synthesizing research insights. The key components of their approach included:\n- **Comprehensive Data Collection**: DocuSign gathered extensive qualitative and quantitative data from various research activities, including user interviews, surveys, and usage analytics. This comprehensive data set provided a rich foundation for understanding user behaviors and needs.\n- **JTBD Framework**: The JTBD framework was utilized to shift the focus from user demographics to the underlying motivations and goals that drive user actions. This perspective helped in identifying the \"jobs\" users are trying to accomplish with DocuSign's products.\n- **Cross-Functional Workshops**: DocuSign conducted cross-functional workshops
50involving product managers, designers, researchers, and other stakeholders. These workshops facilitated collaborative analysis and synthesis of research data, ensuring diverse perspectives were considered.\n- **Pattern Identification**: The team identified patterns and common themes across the collected data. By analyzing these patterns, they were able to group users with similar motivations and goals, forming the basis of the user personas.\n- **Persona Development**: Using the JTBD framework, DocuSign developed detailed user personas that encapsulated the jobs users were trying to accomplish, their pain points, and the context in which they used the product. These personas were not just static profiles but dynamic representations of user goals and challenges.\n- **Validation and Iteration**: The personas were validated through additional user feedback and iterative refinement. This continuous validation ensured that the personas remained accurate and relevant over time.\n\n"},{"id":"recFZ33IUse253hVD","Status":"Published","Image":[{"id":"attDPjwrPegGA2IxT","width":1200,"height":603,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/MUyQn3Y2KZZb1DeAxeDb9Q/ycRyEDkRQXFPcS2WMYuZtWSyDZtQVQkqBecTNJbVFV8kCMi0skk3e9gGbCBFR-xk6uKjJgNQucpITKyTU9J3CPmJ9kz8dPephIoVB4OY_eZVTXG-Dl3Cb3v0i8iavpsTPj9J1ecVOCSIeHwgQCrYVHIx9JCWr_n-JnPsrjUgbON-g0GKLjOcR-L4jZQ2vBTkJRJUuL5Z2_FiNIQIIUliCQ/p-TL_GavSCn54LatwQY2hyBHBS12d-Q7P9t2ndd5q8s","filename":"retina-3940816a2f38a74afde2d6cc7240d9d9 1.png","size":868618,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/XlpeFW0tX-yMwk6hroV7uQ/nrbdF3zqXGinXXr2qef_JVp6XsIMWJyiDk8gKfZKgT_XokmF9KQCEGHOidD_sjO-Y6BaZZdDvCyYSJRwoGfeTE-3FIpOfZLOgB8S1zLVpGahci_PZ7JLrtGz1WUXt1AtZSQ1FGRxHcZT3Uy4xuObkw/rGEJ2Efsg-Rv_liewjFFYf1skzDk19Bd7JXVsU6cmcY","width":72,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/XXgI2Vx2im28cdwEBaDuyg/2cadsM2bakwo9ou906H5SSJ9JIhQpeGmlfqOnk_kch7RhcOPPogdziaFKhoZFQ4hP-DALed5EJ9gx-BBIcvNX752CH-WApCkBypkrBy9188u1qyi_6n34XjUG2Mbp72MF8lOq1JtJBbhrxeUUgbA2A/F0-3x8UmRc-91ThN0o86Zn1QBOw7n_fOUHt7okuJGgw","width":1019,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/P3p85vZAlh_RMZrCkZyzWw/jbmcquZjnlpnccYS8KDKB5t74ZaZWG1LkE8QWCdvQSezWIi1K_CKoWHivGO55YvSLr-qpMAZ1h6qdX4FX9GMwVMJYl4UcAgn9rkSV2i5TvFpT74BqMVDz6GXZOaYTZOUGJXI21I_nD-o_UeCI9QEFg/kMns_KaBr4-z8Kamf8zCvu6pqXZWKRNmuNEjIJJp3Uc","width":1200,"height":603}}}],"Outcome":"Implementing design sprints at General Assembly led to several significant improvements:\n- **Faster Innovation Cycles:** The time-boxed nature of design sprints significantly reduced the time from ideation to validated prototype, allowing General Assembly to innovate more rapidly.\n- **Enhanced Product Quality:** Early and frequent user testing ensured that products were better aligned with user needs, resulting in higher-quality outcomes and greater user satisfaction.\n- **Improved Team Collaboration:** The collaborative nature of design sprints fostered better communication and teamwork across different functions, leading to more cohesive and well-rounded solutions.\n- **Reduced Risk:** By validating ideas early in the process, General Assembly was able to identify and address potential issues before investing significant resources, thereby reducing the overall risk of product development.\n- **Empowered Teams:** The design sprint process empowered teams to take ownership of their projects, fostering a culture of innovation and continuous improvement.\n\n","YouTube Link":"https://youtu.be/7aTJGm2sepY","Company Url":"https://generalassemb.ly","Transcript Source":"Secondary sources only","Created Date":"2024-06-06T08:02:01.000Z","Process":["Continuous Design"],"Pages":["recVhks9lueGbbsXm"],"slug":"general-assembly-design-sprints","Industry":["Education","Technology"],"Description":"How General Assembly adopted design sprints to accelerate innovation and improve product development outcomes.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/e5d96248-ae89-4967-a014-48a6fd4b7277.png","Company":"General Assembly","Area":["Generating Solutions"],"Name":"Accelerating Innovation with Design Sprints","Team":"Stream Team","PageUrls":["/stream-team/continuous-design/generating-solutions"],"Challenge":"General Assembly faced challenges in rapidly developing and validating new product ideas. Traditional methods were too slow and did not provide enough user feedback early in the development process. This led to delays and increased risks of building products that did not meet user needs effectively.\n","Calculation":"General Assembly transformed its product development process by implementing design sprints, a method that emphasizes rapid ideation, prototyping, and user testing within a condensed timeframe. The approach included
50several key components:\n- Defining Clear Objectives: Each design sprint began with clearly defined objectives to ensure that all team members were aligned and focused on the specific problem they aimed to solve.\n- Diverse Team Collaboration: The sprints involved cross-functional teams, including designers, developers, and stakeholders, to leverage diverse perspectives and expertise.\n- Time-Boxed Process: The design sprint process was strictly time-boxed, typically lasting five days, to ensure rapid progression from ideation to prototype testing.\n- User-Centric Prototyping and Testing: Prototypes were created quickly and tested with real users to gather immediate feedback and insights. This iterative process allowed for rapid refinement and validation of ideas.","Approach":"General Assembly transformed its product development process by implementing design sprints, a method that emphasizes rapid ideation, prototyping, and user testing within a condensed timeframe. The approach included several key components:\n- **Defining Clear Objectives:** Each design sprint began with clearly defined objectives to ensure that all team members were aligned and focused on the specific problem they aimed to solve.\n- **Diverse Team Collaboration:** The sprints involved cross-functional teams, including designers, developers, and stakeholders, to leverage diverse perspectives and expertise.\n- **Time-Boxed Process:** The design sprint process was strictly time-boxed, typically lasting five days, to ensure rapid progression from ideation to prototype testing.\n- **User-Centric Prototyping and Testing:** Prototypes were created quickly and tested with real users to gather immediate feedback and insights. This iterative process allowed for rapid refinement and validation of ideas.\n\n"},{"id":"recd1Lx4u5x9nY7LQ","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/7c752e2d-fb7e-42bb-b93a-3d00aaadbcd3.svg+xml","Image":[{"id":"attes55PHssSGElkh","width":1024,"height":560,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/i6Hg99lFkXfyZotzg1xzmA/WHDawRBP2RkcU5KyG49ag1FfWEmk2nkbL0MuzrF_XRV4wSEDO70AK5CHyyQs_EYxlFu3eI_M8WHoYe9fUaFygX4h341YuPWSq3osHpcvhOyqGekTfo_ozZv_VQTqDFIBHo-S2U2Aa03RZIRxx1TTwlLsXLIMSjCWNGlA1Ql8JRo/CuBGxK8fdn5ENMoBDoegKHgSLpkRLPCkuBjG-IxdAYw","filename":"Frame 4 (4).png","size":257646,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/9gUgacT_B-1IBw37RaaUqw/RNkZvAp6YlF4VPUQlzHnJtQV9JhIJWDgTxkCx2dy9lUpj0wFf2Wk_HAqdz9nVoHFZRmNEu1wxwnnO6K2DmmbXqcPBobnsk6DhCqHIlmORCdDNdOw7GWKYJUz5_QJetch3mxqC8Tw6HUftw9gWcm_oA/jltH67Gwmr25NPEE-bj5LU-82lcByjXyb9mdxl3DMaE","width":66,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/sua8ZL0_wx1ClxQ3xIBjSg/1WhEn9Fy3c0WIxznk2GRlkYUk1vBNdIHOtGUnSUUSTfdlEBAsW2R5qA8sZS8L15hoHfUq-fLY0BMYyurQ7Q6zvx8Os8a8xS0zte73yNkmJ3_DMQXSpXF3RNwXbyqCQuzV4VwXnFhfmhHltgWz4lSjA/AkHkj_FGla6ytVy3JmkcBTQ5Az3POV1Lg7R3lzZ-IQA","width":936,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/CBcajYDbGKRMwLFj00Rc0g/pk7RQT5eVqtvMSHuapZqVauAkpzNyqmw-x2WRX-7pv4MLZYPMUqTmugdBhOjlD6bbEavIdKjTU08FMNREFUMck_kVYN9PzafWDz7BElbQ8bYoBnGjIoY6tZ_2AgtOnAtHtX9xzrLcpO7bRTXL2W0kw/jXkmFtGpuoHeoo0vZ4W5PNFmg_t1oI32v-ru0zcHzSc","width":1024,"height":560}}}],"Outcome":"The implementation of a comprehensive instrumentation strategy led to significant improvements for Google:\n- **Improved Product Performance**: Real-time monitoring and data-driven insights enabled Google to quickly identify and resolve performance issues, resulting in more reliable and efficient products.\n- **Enhanced User Experience**: By proactively addressing issues and optimizing product performance, Google was able to provide a better user experience, increasing user satisfaction and engagement.\n- **Informed Decision Making**: The detailed insights provided by instrumentation allowed product teams to make informed decisions, prioritize development efforts, and focus on areas that had the most significant impact on product health.\n- **Increased Operational Efficiency**: Automated alerts and real-time monitoring reduced the time and effort required to detect and address issues, improving overall operational efficiency.\n- **Continuous Product Improvement**: The feedback loop and continuous refinement of the instrumentation strategy ensured that Googleâs products remained at the forefront of innovation and performance.\n\n","YouTube Link":"https://youtu.be/H9sc2VqZ8EE","Company Url":"https://google.com","Transcript Source":"Secondary sources only","Created Date":"2024-06-05T17:50:24.000Z","Process":["Continuous Delivery"],"Pages":["recYwDcjc0QT0hBNE"],"slug":"enhancing-product-health-instrumentation-google","Industry":["Technology"],"Description":"How Google improved product health and performance by implementing a comprehensive instrumentation strategy.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/48a43b05-5ebd-4dbe-bb05-9f144a47fd5e.jpeg","Company":"Google","Area":["Monitoring"],"Name":"Enhancing Product Health with Instrumentation","Team":"Stream Team","PageUrls":["/stream-team/continuous-delivery/monitoring"],"Challenge":"Google, a global leader in technology and innovation, faced challenges in maintaining the health and performance of its products. With a vast array of services and applications, it was crucial to have detailed insights into product performance and user behavior. The lack of effective instrumentation made it difficult to identify and address issues promptly, potentially impacting user satisfaction and operational efficiency.\n","Calculation":"Google implemented a comprehensive instrumentation strategy as part of their Product Health Program. The key components of their approach included:\n- Comprehensive Data Collection: Google set up extensive instrumentation across their products to collect a wide range of data points. This included performance metrics, user interactions, error rates, and resource utilization.\n- Real-Time Monitoring: Advanced monitoring tools were deployed to provide real-time insights into product performance. These tools enabled continuous tracking of key metrics and immediate detection of anomalies or issues.\n- Dashboards and Visualization: Google developed intuitive dashboards and visualization tools to make the collected data easily accessible and understandable. These dashboards provided a consolidated view of product health, allowing teams to quickly identify trends and problem areas.\n- Automated Alerts and Notifications: Automated alerting systems were configured to notify relevant teams of any critical issues or deviations from expected performance. This ensured that problems were addressed promptly, minimizing potential impact on users.\n- Data-Driven Decision Making: The insights gained from instrumentation were used to inform decision-making processes. Product teams relied on this data to prioritize improvements, optimize performance, and enhance user experience.\n- Continuous Improvement: Google established a feedback loop to continuously refine their instrumentation strategy. Regular reviews and updates ensured that the instrumentation remained effective and aligned with evolving product and user needs.","Approach":"Google implemented a comprehensive instrumentation strategy as part of their Product Health Program. The key components of their approach included:\n- **Comprehe
50nsive Data Collection**: Google set up extensive instrumentation across their products to collect a wide range of data points. This included performance metrics, user interactions, error rates, and resource utilization.\n- **Real-Time Monitoring**: Advanced monitoring tools were deployed to provide real-time insights into product performance. These tools enabled continuous tracking of key metrics and immediate detection of anomalies or issues.\n- **Dashboards and Visualization**: Google developed intuitive dashboards and visualization tools to make the collected data easily accessible and understandable. These dashboards provided a consolidated view of product health, allowing teams to quickly identify trends and problem areas.\n- **Automated Alerts and Notifications**: Automated alerting systems were configured to notify relevant teams of any critical issues or deviations from expected performance. This ensured that problems were addressed promptly, minimizing potential impact on users.\n- **Data-Driven Decision Making**: The insights gained from instrumentation were used to inform decision-making processes. Product teams relied on this data to prioritize improvements, optimize performance, and enhance user experience.\n- **Continuous Improvement**: Google established a feedback loop to continuously refine their instrumentation strategy. Regular reviews and updates ensured that the instrumentation remained effective and aligned with evolving product and user needs.\n\n"},{"id":"recv3nKTNwIThNjec","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/7c752e2d-fb7e-42bb-b93a-3d00aaadbcd3.svg+xml","Image":[{"id":"attxs5FoFhP4WaE3n","width":1200,"height":500,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/-dmxxSyuBUxBTIOGP8AgNQ/emeD7kVgK27bgPbk0wNeS1tBGE6Kod4bxu83F01DfoMH4T96NZ3FLV4EERi_FTCOwvaMfOXGwGU_0wNJufNlYfbVu78ibTLygn4vrKbzKjxUXL5PrlEczDcjh9FfafBCgoygLIHSTCrfnfls4WlTtrNk117HotkeH72fTePS5vRZQZ9SEB6QqLJi8VUmVwi5/1vuR11PVE8SFiUKcMd-MZutxgIj3HRRGFu7Hv3hZLP0","filename":"BlogHeader_Set2_A.width-1200 1.png","size":258341,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/pJzdPBr9y7-DYfMV5_Bu1A/SG5C0x3pCLEvPc5yhMuHwBlq2vHEnyBGD0zqLWgIDOZZMB_c2HB4sw_0l56GdfDmoxzyS38Bo6GDQEKk0lKQsEuDaY5oCfuXUebD4XHXSLatABH6dWU7GHbG-zq_nq8FYAQ0oAi2G2GOXB60uKTy6w/RK2ftAnSSu2IZuXtmjMqesRtPspAQMnz2t7R2v9xhzE","width":86,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/FCnaVlcDg7IDp8tEzn7zJg/B1SwpDn0AnXkjSfVMEU_RNNv0AuHBTuy5OUW0C4-8PeH64G1-ffdwhG8Nu3gt-cL-H3bE4VLkNExln2aRX_Bl32LT2hoKPKsbziJ-J1FaZyvbRd7Z5qJ9A1Lvi_anqnULZpBdMNfKrR8LQJOYO1jHA/KklcZQruUurInUUNlkSAn-21Q4S4S4iSDfhfbHcLGaE","width":1200,"height":500},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/NvUGFzNbqjYG06aOgSjy0Q/u9lsjpq4TUwR7mxm6G0c6VgVC54AIzrkaqJoNPqeDVS_CphUHrxpcPcIBZgBjfObWn1NqU5h7fZoy413NlVVwWwuy7Vmd5bVV8hl9O9Zq2n-L4CZIliSzlMTicWGHNaHtAKw7XHuv0jh1H3N4YRydw/DqhdlWojsalQ9jb_gS41M58NlEiriHAP2v_4nQReoGI","width":1200,"height":500}}}],"Outcome":"The implementation of the product health framework at Google Cloud resulted in several significant improvements:\n- **Improved Decision-Making**: With a consistent framework, teams could make more informed decisions. Leaders had a clearer, integrated view of product health, enabling them to prioritize effectively and address real issues rather than symptoms.\n- **Enhanced Cross-Functional Collaboration**: By aligning on a single framework and emphasizing the importance of each teamâs data, Google Cloud fostered a culture of collaboration. Teams worked together more effectively, leveraging comprehensive data to drive product improvements.\n- **Increased Product Health Visibility**: Dashboards and regular forums ensured that everyone, from team members to high-level leaders, had visibility into product health metrics. This transparency helped in identifying and addressing issues early, contributing to better overall product performance.\n- **Scalable Best Practices**: Starting with a pilot program allowed Google Cloud to refine their approach before scaling. This method ensured that the framework and processes were robust and adaptable to different products and team
50s within the organization.\n","YouTube Link":"https://youtu.be/H9sc2VqZ8EE","Company Url":"https://google.com","Transcript Source":"Secondary sources only","Created Date":"2024-05-27T17:57:31.000Z","Process":["Structure"],"Pages":["recilD7WUFzd6tte7"],"slug":"google-cloud-product-health-ops","Industry":["Technology"],"Description":"How Google Cloud improved product outcomes by adopting a structured product health framework, integrating cross-functional data, and aligning teams on consistent measurement practices.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/0d9267fa-41ef-4a43-bf63-8bffd8cbfbe0.jpeg","Company":"Google","Area":["Enabling Teams"],"Name":"Implementing Product Health Frameworks for Enhanced Product Operations","Team":"Ecosystem Team","PageUrls":["/ecosystem-team/structure/enabling-teams"],"Challenge":"Google Cloud faced the challenge of ensuring product health across diverse teams collecting disparate data. Individual teams focused on their metrics, leading to siloed information and piecemeal solutions. This fragmentation made it difficult to assess if overall product and business goals were being met, hindering the ability to make data-driven decisions for holistic product improvement.\n","Calculation":"Implementing a product health program began with articulating its value to ensure team buy-in. By demonstrating the importance of achieving business goals through a unified perspective, Google Cloud emphasized the need for comprehensive data integration. They aligned on a single measurement framework that would be consistent across all teams. This alignment was crucial for enabling clear decision-making and efficient prioritization.\n- Articulating the Value: Teams were shown the importance of a holistic view to address issues beyond their individual scopes. This step involved demonstrating how isolated metrics could miss critical insights that only integrated data could reveal.\n- Single Measurement Framework: Google Cloud chose a consistent framework to be used by all teams. This approach involved standardizing metrics and tracking methods to ensure comparability and reduce decision-making effort. They considered multiple frameworks, including Googleâs HEART framework and the Pirate metrics, ultimately tailoring a solution to their needs.\n- Integration into Product Lifecycle: Best practices were embedded into the product lifecycle. This integration meant defining success criteria early in the planning stages, standardizing data collection through consistent instrumentation, and monitoring product health via dashboards. Regular forums and clear communication channels were established to maintain alignment and continuous improvement.","Approach":"Implementing a product health program began with articulating its value to ensure team buy-in. By demonstrating the importance of achieving business goals through a unified perspective, Google Cloud emphasized the need for comprehensive data integration. They aligned on a single measurement framework that would be consistent across all teams. This alignment was crucial for enabling clear decision-making and efficient prioritization.\n- **Articulating the Value**: Teams were shown the importance of a holistic view to address issues beyond their individual scopes. This step involved demonstrating how isolated metrics could miss critical insights that only integrated data could reveal.\n- **Single Measurement Framework**: Google Cloud chose a consistent framework to be used by all teams. This approach involved standardizing metrics and tracking methods to ensure comparability and reduce decision-making effort. They considered multiple frameworks, including Googleâs HEART framework and the Pirate metrics, ultimately tailoring a solution to their needs.\n- **Integration into Product Lifecycle**: Best practices were embedded into the product lifecycle. This integration meant defining success criteria early in the planning stages, standardizing data collection through consistent instrumentation, and monitoring product health via dashboards. Regular forums and clear communication channels were established to maintain alignment and continuous improvement.\n"},{"id":"rec1B3AZfB6Gzg9Cv","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/fc5368aa-bbc0-475e-b4f6-c0c96ba636d5.svg+xml","Image":[{"id":"attmGZJ6MEhlkiTmz","width":1024,"height":682,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/r6NCkhASlGTU_YJZZtpN8g/C8U1YF
50F1rPiUQRVWKkJ4TuDIG5sIMBlSNpa_P2abHO2VUh3MX78yqMKH1NiA5TkeMY5ObCkhKsXKouHfeGLatokNvYOBTwmWZonF3btSmvVYPzgVOTQF9rQGwoKpYxQy8_K6tf75_eyb_ryCWE3Snu8S017j6TsL_q1x-AOL_qM/OG0N33e2GrpLUXEAwV7j9503yPMgo2Y1Js-tRHeY-Qg","filename":"L1001811-6-1024x682.jpg","size":140761,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/D-xxoMYUtz8Iyv48sJ-4lA/WjaToLK9cR6QMk7fx4_AZmxuJMmpiEMrRCa0L41QkvaJWgk4wkA00oSoebEnzxIdELamxHtu0CW0gesXf_DNVTTQi3dBMQUjTzkaQ9_twUp7fIyi1HLTPWvZabsPn97ucI00ucHRrRooKk9TpFJMtQ/ikriO9Q9aXjZ31_F5V8za1Wu5y6EtkJY1TXCC5OZReQ","width":54,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/u8ZLJWgvYU8FeEPOTSWkgA/fl86rFiL2ILrYvCH2vSrOsPmfg-paO9Yd5XUVjfmjfBsGG2hs2TU9F658QDY9vt-pIReT8chBRHTG_ItqqWp5hKNvUt2tHVJlQeU-TY_32AhmXbmkv3PVfoQO8uDwbin1siTzRTBpLTlVrWr4ucpEQ/GrtK1fTRvF6bMbTkR2Xfb0gbGGCPZZRA8kKLkfsPzNE","width":769,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/g_YiAegqBl9S_904HRcofw/_bfblRbLcr0ICjrD4qSSrJkfm4NO4-abW93iDdD5ddpbDv0Kx7WmEm7LUuBy6M_Vl-dO4kvzHX21VbyxYFdm1fSztGJQ8d0WOw7cApiugkreVLHuZCi9soU0RqY7pvboqb8AGrbOWWIDWcXgNSejLw/5VFNSHg2Dd_YBrXzCc5zoVodptZqJ2A_3fcTxjMwrb8","width":1024,"height":682}}}],"Outcome":"Haier's innovative compensation and organizational structure yielded significant benefits:\n- **Increased Innovation:** The entrepreneurial model fostered a culture of innovation, as employees were constantly motivated to develop new solutions and improve existing processes. This drive for innovation was reflected in Haier's ability to rapidly introduce new products and services tailored to customer needs.\n- **Employee Empowerment:** By giving employees ownership stakes and decision-making power, Haier significantly increased job satisfaction and engagement. Employees felt more valued and invested in their work, leading to higher productivity and morale.\n- **Agility and Responsiveness:** The decentralized structure allowed Haier to respond swiftly to market changes and customer feedback. Microenterprises could pivot quickly without the bureaucratic delays typical in traditional corporate hierarchies.\n- **Risk Mitigation:** The centralized pool system mitigated the risks associated with entrepreneurial ventures. Employees were more willing to take risks, knowing they had a fallback option. This safety net encouraged a bolder approach to business challenges, fostering a culture of experimentation and learning.\n\n","Company Url":"https://haier.com/","Transcript Source":"Secondary sources only","Created Date":"2024-05-30T13:50:13.000Z","Process":["Staff"],"Pages":["recDFXelGqUZc4X3M"],"slug":"haier-microenterprise-ownership","Industry":["Consumer Electronics"],"Description":"How Haier links compensation to product performance.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/91ce78d2-665e-4aaa-9af8-4a628a0f975a.jpeg","Company":"Haier","Area":["Defining The Compensation Structures"],"Name":"Microenterprise Ownership and Compensation at Haier","Team":"Product Team","PageUrls":["/product-team/staff/defining-the-compensation-structures"],"Challenge":"Haier, a leading multinational in the home appliance sector, faced the challenge of maintaining innovation and entrepreneurial spirit among its large workforce. Traditional corporate structures often stifled creativity and agility, crucial for responding to rapidly changing market demands. Haier sought to transform its organizational structure to foster a more dynamic, ownership-driven culture. This transformation was aimed at empowering employees to become entrepreneurs, thereby driving greater value creation and customer satisfaction.\n","Calculation":"Haier's approach involved restructuring the company into numerous microenterprises, each acting as an independent entity within the larger organization. Employees in these microenterprises were given the opportunity to become part-owners, aligning their personal success with the success of their microenterprise.\nKey Elements:\n- Ownership and Entrepreneurship: Employees were encouraged to think and act like entrepreneurs. By making employees part-owners of their microenterprises, Haier ensured that each person had a direct stake in the success of their projects. This model motivated employees to innovate and strive for excellence, knowing that their efforts directly impacted their earnings and career growth.\n- Decentralized Decision-Making: Microenterprises operated
50with a high degree of autonomy, allowing for quicker decision-making and more responsive actions to market changes. This decentralization was crucial for maintaining agility and fostering a sense of ownership among employees.\n- Centralized Pool System: Haier implemented a centralized pool where employees who did not succeed in their microenterprises could return. This system provided a safety net, reducing the fear of failure and encouraging employees to take bold initiatives. If a microenterprise failed to meet its targets, employees could rejoin the pool and bid for new opportunities (they call applying for roles as bidding as you pitch your value and your salary), ensuring continuous engagement and utilization of their skills. Employees in the pool receive a basic income, often not enough to live comfortably, motivating them to actively seek and succeed in new opportunitiesââ.\n- Profit-Sharing and Value Adjustment Mechanism (VAM): The financial success of microenterprises was shared among their members through a detailed VAM. This profit-sharing mechanism was a powerful incentive, aligning the interests of employees with the company's overall performance. By tying compensation directly to the value created, Haier promoted a culture of continuous improvement and customer-centric innovation.\n\nWhat is a VAM?\nHaierâs remuneration system consists of two main components:\n1. Basic Income: This is provided to all employees, including those in the talent pool, acting as a safety net. However, this income is typically not sufficient for a comfortable living, encouraging employees to actively seek new opportunities within the companyââ.\n2. Customer-Paid-Salary: This dynamic component comes into play when an entrepreneur has won a bid. The salary structure under this system includes several performance thresholds defined during the bidding process:\n - Initial Threshold: To qualify for the first level of bonus, a microenterprise must meet a basic performance target. Achieving this often results in a bonus, but it may still be below the market average.\n - Market Average Production: Meeting the market average performance grants the entrepreneur a market-conform salary.\n - Added Value Realm: Performance exceeding the market average triggers the VAM. Entrepreneurs who outperform the market average receive a share of the profits generated by their extra output. There is no upper limit on the profit sharing.","Approach":"Haier's approach involved restructuring the company into numerous microenterprises, each acting as an independent entity within the larger organization. Employees in these microenterprises were given the opportunity to become part-owners, aligning their personal success with the success of their microenterprise.\nKey Elements:\n- **Ownership and Entrepreneurship:** Employees were encouraged to think and act like entrepreneurs. By making employees part-owners of their microenterprises, Haier ensured that each person had a direct stake in the success of their projects. This model motivated employees to innovate and strive for excellence, knowing that their efforts directly impacted their earnings and career growth.\n- **Decentralized Decision-Making:** Microenterprises operated with a high degree of autonomy, allowing for quicker decision-making and more responsive actions to market changes. This decentralization was crucial for maintaining agility and fostering a sense of ownership among employees.\n- **Centralized Pool System:** Haier implemented a centralized pool where employees who did not succeed in their microenterprises could return. This system provided a safety net, reducing the fear of failure and encouraging employees to take bold initiatives. If a microenterprise failed to meet its targets, employees could rejoin the pool and bid for new opportunities (they call applying for roles as bidding as you pitch your value and your salary), ensuring continuous engagement and utilization of their skills. Employees in the pool receive a basic income, often not enough to live comfortably, motivating them to actively seek and succeed in new opportunitiesââ.\n- **Profit-Sharing and Value Adjustment Mechanism (VAM):** The financial success of microenterprises was shared among their members through a detailed VAM. This profit-sharing mechanism was a powerful incentive, aligning the interests of employees with the company's overall performance. By tying compensation directly to the value created, Haier promoted a culture of continuous improvement and customer-centric innovation.\n### \n### What is a VAM?\nHaierâs remuneration system consists of two main components:\n1. **Basic Income:** This is provided to all employees, including those in the talent pool, acting as a safety net. However, this income is typically not sufficient for a comfortable living, encouraging employees to actively seek new opportunities within the companyââ.\n2. **Customer-Paid-Salary:** This dynamic component comes into play when an entrepreneur has won a bid. The salary structure under this system includes several performance thresholds defined during the bidding process:\n - **Initial Threshold:** To qualify for the first level of bonus, a microenterprise must meet a basic performance target. Achieving this often results in a bonus, but it may still be below the market average.\n - **Market Average Production:** Meeting the market average performance grants the entrepreneur a market-conform salary.\n - **Added Value Realm:** Performance exceeding the market average triggers the VAM. Entrepreneurs who outperform the market average receive a share of the profits generated by their extra output. There is no upper limit on the profit sharing. \n\n"},{"id":"reccbxpWRtQ5ImT23","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/fc5368aa-bbc0-475e-b4f6-c0c96ba636d5.svg+xml","Image":[{"id":"attjIp1DmLc5Cdb4Y","width":1200,"height":900,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/9r1Uej5D96e_zvvVlsUuwg/Nt6GZa5ZVzCsN27dywxMoBWORAzhrqUc_2UlK53a6ZKhWyrx4j9XCqWIh5IXb_Yq8OS_6mUbRPCtGx3WWMVY_7gUpOcaUUqVP25D40a5r5j832jc_4T9G6C8xHlvgLVagnOZLAGlOnBKX6NSLodYjFo6U23ysaMjuxOJ09fb_Ugeri4hGXYw2a2AhMRYx-bw/JQjFEh3IK9vf
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50s they went through three distinct phases to gradually transform from a traditional manufacturer into a network of interconnected micro-enterprises.\n\nFirst Phase (2005-2012): Decentralization and Micro-Enterprises\n- Haier initiated the Rendanheyi model by breaking down its hierarchical structure and creating independent micro-enterprises.\n- Each micro-enterprise was empowered to operate autonomously, focusing on specific customer needs and market demands.\n- Employees were given significant decision-making power, fostering an entrepreneurial mindset and incentivizing them based on their direct contributions to customer satisfaction and business success.\n\nSecond Phase (2012-2019): Entrepreneurial Ecosystem and Platformization\n- The model evolved to encourage every employee to act as an entrepreneur, fostering innovation and responsiveness.\n- Haier established internal market mechanisms where micro-enterprises could compete and collaborate, simulating real market conditions.\n- Haier created platforms to facilitate resource sharing, innovation, and collaboration both internally and with external partners, supporting the development and scaling of new business ventures.\n\nThird Phase (2019-Present): Customer-Centric Ecosystem and Digital Transformation\n- Haier's focus shifted to achieving \"zero distance\" between the company and its customers, leveraging IoT and big data to gain insights into customer behaviors and preferences.\n- Continuous feedback loops were established to ensure customer needs directly influenced product development and service improvements.\n- Haierâs structure now supports a vast ecosystem of internal and external partners, all collaborating to create and deliver value to customers.","Approach":"Haier emphasizes decentralization, employee autonomy, and a relentless focus on creating value for the customer. As they were experimenting with scaling such teams they went through three distinct phases to gradually transform from a traditional manufacturer into a network of interconnected micro-enterprises.\n\n**First Phase (2005-2012): Decentralization and Micro-Enterprises**\n- Haier initiated the Rendanheyi model by breaking down its hierarchical structure and creating independent micro-enterprises.\n- Each micro-enterprise was empowered to operate autonomously, focusing on specific customer needs and market demands.\n- Employees were given significant decision-making power, fostering an entrepreneurial mindset and incentivizing them based on their direct contributions to customer satisfaction and business success.\n\n**Second Phase (2012-2019): Entrepreneurial Ecosystem and Platformization**\n- The model evolved to encourage every employee to act as an entrepreneur, fostering innovation and responsiveness.\n- Haier established internal market mechanisms where micro-enterprises could compete and collaborate, simulating real market conditions.\n- Haier created platforms to facilitate resource sharing, innovation, and collaboration both internally and with external partners, supporting the development and scaling of new business ventures.\n\n**Third Phase (2019-Present): Customer-Centric Ecosystem and Digital Transformation**\n- Haier's focus shifted to achieving \"zero distance\" between the company and its customers, leveraging IoT and big data to gain insights into customer behaviors and preferences.\n- Continuous feedback loops were established to ensure customer needs directly influenced product development and service improvements.\n- Haierâs structure now supports a vast ecosystem of internal and external partners, all collaborating to create and deliver value to customers.\n\n"},{"id":"reczm6PqwZS0XPay9","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/496f4884-8bd4-4b33-ad8c-94129a858f02.svg+xml","Image":[{"id":"att94fejb3M0WO7gq","width":1200,"height":630,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/9sGwlLozNeYEkzKfAm9OPw/2pXDgIZ6zUmanUDFG0g9VicFhleXKni_Y3hQ15-_QHlEVsQtfOONzd48LavsWBN6husbm-Ks__5NtL_jWJn_X3deXMTYjAGPBdoma4Iy8vmpZ7EHhAaJ8FIf3X-ZOOrj65dQ40WSLNco2qzIHHVlqq4UGL-Kdkbx5-t7rOQurqRdUWz9tdxjv2YnVSaHw50W/DrN7c3uSVxhKnLEh_mpAt_O30T_TRBReAyIWIRg-cs4","filename":"kiwi-com-price-lock-button_some 1.png","size":682180,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/pAmzVXpRAOg5Cn1Ou2IApg/iNLFZQfQmUX0oa5UVWRn0d_kN5kG7qNV5aR284rHAi8C6WNfX_NBUsUi6KC2pmLo0PPF4kHzr56R3owh4gsLWM9ybm-YIpd0h8qfKIzn0LHGUb4DXOMrdRBJK
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Teams were conducting user research without a standardized process, leading to issues such as sloppy participant recruitment, loss of valuable insights, improper use of tools, and introduction of biases. These inefficiencies hindered effective decision-making and compromised the quality of product development efforts.\n","Calculation":"Kiwi.com addressed these challenges by building a strong research ops infrastructure, ensuring continuous discovery practices were supported by efficient and standardized processes. This involved setting up mechanisms for participant management, training teams, creating a research repository, optimizing tooling, and promoting triangulation of data. This structured approach aimed to improve the overall quality and consistency of research outputs.\n- Establishing Participant Management: Research ops focused on developing a systematic approach to participant recruitment and management. This included maintaining a database of participants, ensuring compliance with GDPR and other regulations, and tracking incentives provided to participants. This helped ensure a steady flow of participants for weekly touchpoints.\n- Training and Development: The research ops team provided comprehensive training for team members on various research methodologies, interview techniques, and proper usage of research tools. They also created templates and guides to help non-research specialists conduct effective research, thereby reducing biases and improving the quality of insights.\n- Creating a Research Repository: A centralized repository was established to store all research outputs, ensuring that valuable insights were not lost. This repository allowed team members to revisit past research, facilitating triangulation of data and sparking new ideas.\n- Optimizing Tooling: The research ops team identified and implemented appropriate tools for different research activities, such as user interviews, moderated testing, and data analysis. They ensured that teams had access to the right tools and knew how to use them effectively.\n- Promoting Triangulation: Research ops emphasized the importance of triangulating insights by combining qualitative and quantitative data. They facilitated connections between different departments, such as customer support and sales, to integrate various data sources, providing a more comprehensive view of user needs and behaviors.","Approach":"Kiwi.com addressed these challenges by building a strong research ops infrastru
50cture, ensuring continuous discovery practices were supported by efficient and standardized processes. This involved setting up mechanisms for participant management, training teams, creating a research repository, optimizing tooling, and promoting triangulation of data. This structured approach aimed to improve the overall quality and consistency of research outputs.\n- **Establishing Participant Management**: Research ops focused on developing a systematic approach to participant recruitment and management. This included maintaining a database of participants, ensuring compliance with GDPR and other regulations, and tracking incentives provided to participants. This helped ensure a steady flow of participants for weekly touchpoints.\n- **Training and Development**: The research ops team provided comprehensive training for team members on various research methodologies, interview techniques, and proper usage of research tools. They also created templates and guides to help non-research specialists conduct effective research, thereby reducing biases and improving the quality of insights.\n- **Creating a Research Repository**: A centralized repository was established to store all research outputs, ensuring that valuable insights were not lost. This repository allowed team members to revisit past research, facilitating triangulation of data and sparking new ideas.\n- **Optimizing Tooling**: The research ops team identified and implemented appropriate tools for different research activities, such as user interviews, moderated testing, and data analysis. They ensured that teams had access to the right tools and knew how to use them effectively.\n- **Promoting Triangulation**: Research ops emphasized the importance of triangulating insights by combining qualitative and quantitative data. They facilitated connections between different departments, such as customer support and sales, to integrate various data sources, providing a more comprehensive view of user needs and behaviors.\n"},{"id":"rec0brlWJtjx0nacv","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/3b27595c-bc57-40fe-b61d-8b0c59590933.svg+xml","Image":[{"id":"attKjcd1RubMnpGgB","width":1200,"height":600,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/bN735n19ze3QGZ_9qwLQAA/4VZDOdtiX1j_SbEmouBTb4pOU1rm-nWcSXpNDrt8jMis5WLYp1XSvqHE6yWxJ3fcKLLzCGSd7Lg4rEpJflgBTlXMzSoR9qiokOmmd3E6Mqa4D21oLwqCbXQcPF8nZFk-gTn8hIzAUGL5xwweYKPvU6GtRoJHUo9Ba1msCgajcnc/kk_njrZgLLEmA13QKFwD3xw2yg51H0p_tHvDPS9Msxc","filename":"64e5015880980.png","size":708649,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/kPUgdot3lzj41j8Hl-NJAw/ggDqeIyB2ERtQrPEVdTXY3VSkozXMBjBCSWZ053QjGEsrFpfyJXsMTkXZ2DVs92tZ9NH67vTudnacENBvDm1_HPvxcAszyGihlEcV0pMAWM21hBpkD2hYtwTTtvSj7P_s6VwWrQJQ57f1x4Ui7w-TA/quORLuzSXHSpYDeZ9avgQF4qax3s7V4mJbYHD9J1m6E","width":72,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/_1QAFz-t4cqfr0eNCcS7mg/M6ql6D7IL8gjjGoYN11fZ20T-UIu13JUZV4Ea-c1qKjXXqQq66Ys5tblKH9LiwzcT9z6un9Jvu1a5y15RC0_Fn0DBZ0ji6y4gULgk0cNALal5rxBrFTjqSSaa3fiOFOqtMjzXqhlnY1DmI8IlCakwg/7DjCbU9phKeDRZhujaaJKUxCP3CWofBQwL0eIuYKn3w","width":1024,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/Fw3cRPxWCqKU2kbv9Hvi3g/w8XDOrdyi33FStx8X1uc7UEXNZGVM0CRTcRuqb0KF43KSjDy2IBrIKJp6n9mb5qCcBHqgYRHo5ZRJu5Yi31GIsXNtTLmDYA6p2vh3oax8oGswQPVCzoylKFLp8uLggvH0Z1OLjceUpwJQHUlqRY5DQ/EQiTvUo_jX6eElLqlygyDFTt22n9gUb7nDOfCyaEGIk","width":1200,"height":600}}}],"Outcome":"The implementation of visual storytelling at Meta resulted in substantial improvements in the communication and alignment of the product vision across the organization.\nTeams experienced a deeper understanding and stronger connection to the product vision, which enhanced their motivation and engagement. The clear and compelling visual narratives helped in aligning efforts towards common goals and facilitated better collaboration across different teams.\n- **Enhanced Understanding:** Visual storytelling made the product vision more accessible and easier to understand for all team members.\n- **Stronger Engagement:** The engaging nature of visual stories helped in capturing the attention and interest of stakeholders, leading to higher levels of engagement.\n- **Improved Alignment:** The clear communication of the product vision through visuals ensured that all teams were aligned and working towards the same objectives.\n- **Better Collaboration:** The shared understanding of the vision fostered greater collaboration and synergy among teams.\n- **Effective Communication:** Visual storytelling provided a powerful tool for conveying complex ideas in a simple and impactful manner, improving overall communication efficie
50ncy.\n\n","YouTube Link":"https://youtu.be/gxGaByNqs7g","Company Url":"https://www.metacareers.com/","Transcript Source":"Edited write-up","Created Date":"2024-05-31T07:35:51.000Z","Process":["Style"],"Pages":["recfNWGMDlZLD1Wbx"],"slug":"visual-storytelling-product-vision-meta","Industry":["Technology","Social Media"],"Transcript URL":"https://drive.google.com/open?id=1WgyjyGnaJINXF3ahFuIGKpFgTi4GNxdkjgXiSizE8wc","Description":"How Meta leveraged visual storytelling to enhance communication and alignment around its product vision.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/1f38df14-072a-42c4-b52a-96eea0133581.jpeg","Company":"Meta","Area":["Communication Practices"],"Name":"Visual Storytelling to Elevate Product Vision Communication","Team":"Product Team","PageUrls":["/product-team/style/communication-practices"],"Challenge":"Meta faced challenges in effectively communicating its product vision across diverse teams and stakeholders. The existing communication methods were often too abstract and failed to resonate deeply with all team members. This gap in understanding hindered alignment and collaboration, making it difficult to maintain a unified direction for product development.\n","Calculation":"Meta adopted visual storytelling as a strategic tool to elevate the communication of its product vision. Yutong Xue led the initiative, focusing on creating engaging and relatable visual narratives that could clearly convey the vision and its significance.\nThe approach involved several key steps to ensure the effectiveness of the visual storytelling process.\n- Understanding the Audience: Conducted an analysis to understand the needs, preferences, and pain points of different stakeholder groups.\n- Developing a Visual Language: Created a consistent visual language that aligned with Metaâs brand and was easily recognizable and relatable.\n- Crafting the Story: Developed compelling stories that illustrated the product vision in a way that was easy to understand and emotionally engaging.\n- Creating Visual Artifacts: Produced a variety of visual artifacts such as infographics, storyboards, and video narratives to support the storytelling process.\n- Integrating Visuals in Communication: Incorporated visual storytelling elements into presentations, meetings, and documentation to ensure consistent and effective communication.\n- Feedback and Iteration: Collected feedback from stakeholders and iterated on the visual materials to improve clarity and impact.","Approach":"Meta adopted visual storytelling as a strategic tool to elevate the communication of its product vision. Yutong Xue led the initiative, focusing on creating engaging and relatable visual narratives that could clearly convey the vision and its significance.\nThe approach involved several key steps to ensure the effectiveness of the visual storytelling process.\n- **Understanding the Audience:** Conducted an analysis to understand the needs, preferences, and pain points of different stakeholder groups.\n- **Developing a Visual Language:** Created a consistent visual language that aligned with Metaâs brand and was easily recognizable and relatable.\n- **Crafting the Story:** Developed compelling stories that illustrated the product vision in a way that was easy to understand and emotionally engaging.\n- **Creating Visual Artifacts:** Produced a variety of visual artifacts such as infographics, storyboards, and video narratives to support the storytelling process.\n- **Integrating Visuals in Communication:** Incorporated visual storytelling elements into presentations, meetings, and documentation to ensure consistent and effective communication.\n- **Feedback and Iteration:** Collected feedback from stakeholders and iterated on the visual materials to improve clarity and impact.\n\n"},{"id":"recfRGgicreu4bsTB","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/c5050212-9896-492e-af06-86dbac8bb784.svg+xml","Image":[{"id":"attkGb586YDfeAaYf","width":1200,"height":617,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/GDZ
50oGOt5ZZXM3sHshfKOdg/ioPoneS13q0qAbdH4vp_bjEuxvlx0NKEernemwgU2ISvxVtNIYyvyKR9hM__COwifuqQZar4SLLBRs_YfDhpiFRsCLsQdEPdVwk8BOuqGVini0ZsuIwsi30WGhNRQvzT1W5aDMHVwkoUz3qHsioBOieF1uU-VNLNzP0FQdXN8Vo2XCqE_JVZLHXXsMV5713mZXtvxMfM_mGu7mFWZ_gzZRGE2p9voryww9JYNRUJYlAqYzkpxzx7V2qsbs-UOuSp/WWzreIOg5osO4A1EofRGm5qAbNmyimk_Lghx4xAEAuw","filename":"assets_b3f4fdb80a8d4c9884b91e16fa0d2aab_e5211a6c63d54be3a20406f562600cc8 1.png","size":1067743,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/C13kI3vv39HxHHPYvPyDYA/6-7xiodnOePtpgj_A7Q_pmnEZv3J6pkQUqIsqAPVn0Wun9zJ84iv_egjwwIVp9EZy5wI2ETiOcwMy6Z8GtY7ui7hE45qs3G0F_eh572phH-cVUy7nZhheekyiSGX3i_BzWIDBHv9YriXm7ZVa7zSJw/wkDI6TVyf_Zgsw-fhg-_gaO8gqKUEJ0BhRl2amz5hxI","width":70,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/QKleVQjep4lExNb4B10Vcw/9mqJbIMojEY_vg2GNgvKFHdT86wOehAfW_MQqeLhzG9Qq5nA-QnsvzItVvDFw8tGfuHjPTURdJT0T-YGSiN9O8WIJzhu-OVx1ItT-G-qP7DthWFA8Q4OVFYPrYqVr7bmGBlsfU81WjVEcQvaHBvf3A/kUOxj5Ioyc2E0ck86ztyaUJfEKXwfCraVpIgouDh4xc","width":996,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/mkiUmHaEL9pGDgwA5j4IaQ/gcTFigE3IfnzRAa_IZaPIDXGGSiRci4pMylB5JY1yzW97eKYAMMeilavLKA1HZI6vB4APSuKUlELWEzq61CFY4HAsLqz3antu3P2z2UHLBHIlXAeEc24SwuZbHhpBbf0rstrs5lfva55ahvgS9a3yQ/Fkcqyki4e61bpCTAiNXKXBrjBXYEYUpOuuMyLpZ6VZw","width":1200,"height":617}}}],"Outcome":"The implementation of blitz research techniques led to several significant outcomes for Pie Insurance:\n- **Faster Insights**: Blitz research enabled Pie Insurance to gather user insights much faster than traditional methods. This speed was crucial for making timely decisions and staying ahead in a competitive market.\n- **Enhanced Product Development**: The rapid, iterative feedback loop between research and development led to more responsive and user-centered product improvements. The team could quickly validate assumptions and refine features based on real user feedback.\n- **Improved Collaboration**: The cross-functional nature of blitz research fostered better collaboration and communication within the team. Diverse perspectives contributed to a more holistic understanding of user needs and challenges.\n- **Higher Agility**: Blitz research increased the agility of Pie Insurance's product development process. The ability to quickly pivot based on fresh insights allowed the company to adapt to changing market conditions and user expectations more effectively.\n- **Actionable Data**: The clear focus on specific objectives and hypotheses ensured that the insights gathered were directly actionable, leading to tangible improvements in the user experience and product functionality.\n\n","YouTube Link":"https://www.youtube.com/watch?v=GcF8IJcuFXU","Company Url":"https://pieinsurance.com","Transcript Source":"Edited write-up","Created Date":"2024-06-05T18:28:43.000Z","Process":["Continuous Discovery"],"Pages":["recgcIChczMIkcCuM"],"slug":"blitz-research-insights-pie-insurance","Industry":["Insurance","Technology"],"Transcript URL":"https://drive.google.com/open?id=1h31pYiKpqBvx94i1osZvUmKO4_luUBrV_79Z4YiosoE","Description":"How Pie Insurance leveraged blitz research techniques to gain valuable user insights quickly and efficiently, enhancing their product development process.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/16f9bf01-a699-4bed-bed0-9c37ff815b06.png","Company":"Pie Insurance","Area":["Conducting Primary Generative Research"],"Name":"Bl
50itz Research: More Insights in Less Time","Team":"Stream Team","PageUrls":["/stream-team/continuous-research/conducting-primary-generative-research"],"Challenge":"Pie Insurance, an innovator in the insurance industry, faced the challenge of gathering deep user insights rapidly to keep pace with the fast-evolving market demands. Traditional research methods were often too slow and resource-intensive, hindering the company's ability to make timely, data-driven decisions. Pie Insurance needed a faster, more agile approach to user research that could deliver actionable insights without compromising on depth or quality.\n","Calculation":"Pie Insurance implemented blitz research techniques. The key components of their approach included:\n- Focused Research Sprints: Blitz research involved conducting highly focused research sprints over short periods. These sprints were designed to gather specific insights on targeted aspects of the user experience or product functionality.\n- Cross-Functional Teams: Pie Insurance assembled cross-functional teams for each research sprint. These teams included designers, product managers, developers, and researchers, ensuring diverse perspectives and expertise in the research process.\n- Rapid Data Collection: The research sprints prioritized rapid data collection methods, such as quick user interviews, surveys, and usability tests. This approach allowed the team to gather a large volume of data in a matter of one or two days.\n- Immediate Analysis and Iteration: Data collected during the research sprints were analyzed immediately, with findings quickly fed back into the product development cycle. This real-time analysis enabled the team to iterate on designs and prototypes rapidly.\n- Clear Objectives and Hypotheses: Each research sprint started with clear objectives and hypotheses. This focus ensured that the research efforts were aligned with specific business goals and that the insights gathered were directly actionable.","Approach":"Pie Insurance implemented blitz research techniques. The key components of their approach included:\n- **Focused Research Sprints**: Blitz research involved conducting highly focused research sprints over short periods. These sprints were designed to gather specific insights on targeted aspects of the user experience or product functionality.\n- **Cross-Functional Teams**: Pie Insurance assembled cross-functional teams for each research sprint. These teams included designers, product managers, developers, and researchers, ensuring diverse perspectives and expertise in the research process.\n- **Rapid Data Collection**: The research sprints prioritized rapid data collection methods, such as quick user interviews, surveys, and usability tests. This approach allowed the team to gather a large volume of data in a matter of one or two days.\n- **Immediate Analysis and Iteration**: Data collected during the research sprints were analyzed immediately, with findings quickly fed back into the product development cycle. This real-time analysis enabled the team to iterate on designs and prototypes rapidly.\n- **Clear Objectives and Hypotheses**: Each research sprint started with clear objectives and hypotheses. This focus ensured that the research efforts were aligned with specific business goals and that the insights gathered were directly actionable.\n\n"},{"id":"recnNDplpHjUsOWkN","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/fc5368aa-bbc0-475e-b4f6-c0c96ba636d5.svg+xml","Image":[{"id":"attGrmpZCJXLpx4fd","width":1000,"height":500,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/VJTIY11Kwi5peKyd_wfu2Q/NGGkw-WCuGSkseaZd_G7yCs_6C2HG7A_SESxPD-D2HBs9hDsTKnT1N7ZdqZeSRX1n8mdT60vURvDokdQ6stkF_bhs57nxX1cJTp83Y8a05FS8gb5GgXRwn29QgRL6ljJZ_xzhxeyMVERwpbEmNjP2pQrXcyNGOuaT6Z1SrQM8QD2dshk9_RFXqiIpNrRaAVV/a795NNwS5Bvvh07OT92DSLvserMn4St988QJAUHiyHA","filename":"W020200911782298168466 1.png","size":842526,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/QhXG2Y-af0G5uWu_I_WhLQ/3Rgy5magKy45gyiPhuJ40HZyyIGfqcaVhcxsUDLTcn6u0ew90LCF_UVTiev5haCzll9Xb7Hs1oiqbpPbH6oDgj40c1_rxavLdem08CTYYfFsEhCAjW4jM2pA-Rp9BWQU3gJy0c84OwfkHvdE_0m11w/OTNxx4iVrcrKyI6ZMI5Zx72n0RgQ4dyclkq3nytCGWo","width":72,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/eDjG6TAQAtvMbYNp8kGyNg/B8imZ-iEhtq5s89zPciac2CYnim_71NjXnKuxRmS5IU-u5s1yw5LJkD9JTTlRKCArPoEeT5eObhLWszGu9I1QdrTLaroxn7D0tynsgAstRoW33sI5hNQf-BkWdUhG4SS2NYKvACTn9YrzTPGGOViwQ/aND0lzV-k_PoBRZ7j2L26-BbTH6XDBV-M2MusCW0k9A","width":1000,"height":500},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/bdR4-W27D6y6ACUzy0GW3A/RT0TFe5teX_TtB3ekCKYkA7W_kUZfAKTzJ4sOEnhhAhvsOleMhu7_gUIj6jp1DdpaT7V9HcStZ0AJKZ9Ezrmdjfv8LXy2D-9pgpAHLidFFf5Gke8bsAV5WZUtcqG7zNZ2Kbh7Axcj8it86i6qGb_CQ/KuFjEioYQIKopoAOvf9yOdMU-Lr_gsV5_zkovT-bsNc","width":1000,"height":500}}}],"Outcome":"RRS Logistics successfully transformed from a cost center to an innovative, revenue-generating platform. By 2021, only 30% of their deliveries were Haier products, demonstrating their capability to handle a broad range of products. This transformation not only reduced costs but also opened new revenue streams, increased service eff
50iciency, and ensured coverage across all regions, including remote areas.\n### Benefits:\n- Enabled employees and partners to start their own businesses.\n- Achieved extensive delivery coverage, including rural areas.\n- Supported logistics for numerous external store owners.\n- Increased non-Haier product deliveries, enhancing business diversity.\n- Improved overall service efficiency and customer satisfaction.\n\n","Company Url":"https://haier.com/","Transcript Source":"Secondary sources only","Created Date":"2024-05-29T13:38:22.000Z","Process":["Process"],"Pages":["recyfU26Z15PwL8oq"],"slug":"rrs-logistics-platform-transformation","Industry":["Logistics","Consumer Electronics"],"Description":"How RRS Logistics evolved from Haier's in-house logistics department into a standalone platform.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/207af790-a1cf-4387-8ee3-e419c8991ed6.jpeg","Company":"RRS Logistics (Haier Group)","Area":["Seeding Internal Products"],"Name":"Transforming a Cost Center into a Revenue-Generating Logistics Platform","Team":"Enabling Team","PageUrls":["/enabling-team/process/seeding-internal-products"],"Challenge":"Traditionally, logistics departments are seen as cost centers, focusing primarily on cutting costs rather than driving innovation. RRS Logistics, initially a part of Haierâs in-house operations, faced the challenge of overcoming this perception. They needed to transform their logistics function from a mere support role into a revenue-generating, innovative platform capable of handling diverse product deliveries, including those from competitors, while maintaining efficiency and service quality.\n","Calculation":"RRS Logistics redefined their logistics operations by creating a platform-based model. They introduced an Uber-like app to connect a vast network of service providers, vehicles, and workers, which enabled the seamless coordination of deliveries and installations. This shift allowed them to expand their services beyond Haier products, delivering goods from various brands and partnering with external businesses.\nKey Actions:\n- Developed an Uber-like app for efficient logistics management.\n- Expanded network to 6,000 service providers, 100,000 vehicles, and 200,000 workers.\n- Shifted focus from only Haier products to include competitor products.\n- Partnered with Shunguang Social Commerce platform to support logistics for over 800,000 external store owners.","Approach":"RRS Logistics redefined their logistics operations by creating a platform-based model. They introduced an Uber-like app to connect a vast network of service providers, vehicles, and workers, which enabled the seamless coordination of deliveries and installations. This shift allowed them to expand their services beyond Haier products, delivering goods from various brands and partnering with external businesses.\n### Key Actions:\n- Developed an Uber-like app for efficient logistics management.\n- Expanded network to 6,000 service providers, 100,000 vehicles, and 200,000 workers.\n- Shifted focus from only Haier products to include competitor products.\n- Partnered with Shunguang Social Commerce platform to support logistics for over 800,000 external store owners.\n\n"},{"id":"recMgHUjMAskfc0Ve","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/53e70556-9510-4231-955e-07193bc41e93.svg+xml","Image":[{"id":"attWcXXecOs6QjRDF","width":1024,"height":685,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/ZEhOZ0dujP6sfFKu3bzZNw/LWe5xIMDwzbvnfaw5xUB6wwfHAfIC2fvM1MJlyZjtvugeWUU09fEJrQ7t08Hkj9JZI8ofIwLI5chEzATfbMDFwsRrjyVenpnvQzsW8hQNB96013I1TzB6QuNWn-CTqqRuRI9fTTNZSZKU2ckXRwwxE2y_2oD3nKr7VMAZV_GavRgchF7-AXMSYZo7-Z3Rvce/jXZGOhinLrN3hXE33ICMWlBHPw0JXWhdNO6Vkvbl25k","filename":"3217228401_06f7500ac1_b.jpg","size":442594,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/0OQ71WJcow25h0Txn1-org/t4PZvrMYDXgTnOZ4XYk0-EX4WLF1x-DHzPdl-KiULOuxTe2B3EDQEa3wzkUU_XAZmAWTm-HyN2oateUKVfQs_9S6hg0pQqt-Hcp5PO_sknYOxQq4tBCq4qkOZo4ciVZoikh0s1Qw7FoLiJB3S0F4tA/WOvN7WxxNekHt1u2ZAYcFhOGaY-InxjeBjFbn-75HdI","width":54,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/TrHNS7fLWS9AhIs8SWRKGg/9nus-wf0WCAJ3oa3WxDkDw9zkeaCz6eW9H71eDDBe57Sgy9rLawF-R5WC-B69W4BT-_KnTTYWpeVF_37yieadrS2cB5OdPvglJD9Ny96lvtWcSErZW1YJR1huhmRoFMZrBGmYlXsGzyTP1DHapxtVg/vdo3POWU2zswMkXnCzOeaCzJ4W2ILUhVzgokTc4jp8A","width":765,"he
50ight":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/mo3vJWcRGUcXVlw_kDh3og/kyu8tpqhh8r_BlgSOea6fNcJ2f9gl1ANnOtX9ywWr3rpqosH0zz6CesE1XjHSAfRxNXoDBhm9ZXYBOsy4-hwgbDtqSzXOJyKbbSVeiZjlSNsNob882BT3dVMgSfUZaq1az3AlF8H7-l04WDSUeJYTQ/_fWuukRzD6HKjp-dZPga0xezDYwqAo6fTKhnCWjKTWI","width":1024,"height":685}}}],"Outcome":"The implementation of these startup principles resulted in significant improvements for SPH:\n- **Increased Innovation Speed**: The new processes enabled faster development cycles, allowing SPH to bring new products and features to market more quickly.\n- **Improved Product-Market Fit**: By focusing on customer feedback and validating ideas early, SPH developed solutions that better met the needs of their audience.\n- **Enhanced Team Collaboration**: Cross-functional teams fostered greater collaboration and broke down silos within the organization, leading to more integrated and cohesive efforts.\n- **Cultural Shift**: There was a noticeable shift in the company culture towards a more innovative and risk-taking mindset, which has been crucial in driving ongoing transformation.\n- **Market Competitiveness**: These changes helped SPH to better compete with newer, more agile entrants in the media market, ensuring its relevance in the digital age.\n\n","YouTube Link":"https://youtu.be/mTzLzWwI91Q","Company Url":"https://www.sph.com.sg/","Transcript Source":"Secondary sources only","Created Date":"2024-06-06T08:16:59.000Z","Process":["Shared Values"],"Pages":["recoKlaQZhrFgrIT0"],"slug":"disrupting-large-company-culture-startup-principles","Industry":["Media","Publishing"],"Description":"How Singapore Press Holdings improved innovation and efficiency by adopting startup methodologies within a large organization.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/d336dc2d-dabf-4781-9715-baa296c8a607.jpeg","Company":"Singapore Press Holdings","Area":["Defining Operating Principles"],"Name":"Disrupting Large Company Culture with Startup Principles","Team":"Product Team","PageUrls":["/product-team/shared-values/defining-operating-principles"],"Category":"Empowered","Challenge":"Singapore Press Holdings (SPH), a traditional and established media company, faced significant challenges in keeping up with the rapid pace of digital transformation. As new, more agile competitors entered the market, SPH struggled with a slow innovation cycle, bureaucratic decision-making processes, and a culture resistant to change. The company's existing processes and hierarchical structure made it difficult to respond quickly to market changes and consumer demands, threatening its competitive position.\n","Calculation":"SPH decided to implement startup principles and methodologies aimed at fostering a culture of innovation and agility. This transformation was led by Gaurav Sachdeva, Chief Product Officer at SPH. The approach focused on several key areas:\n- Establishing Cross-Functional Teams: SPH created small, autonomous teams composed of members from different departments. These cross-functional teams were empowered to make decisions and rapidly iterate on ideas without the usual bureaucratic delays.\n- Lean Startup Methodology: Teams adopted the lean startup approach, emphasizing experimentation and validation through minimum viable products (MVPs). This allowed them to quickly test ideas, gather feedback, and pivot as necessary.\n- Agile Practices: Implementing agile methodologies such as Scrum and Kanban helped teams manage their workflows more efficiently and maintain flexibility in project execution.\n- Focus on Customer Feedback: The teams prioritized direct and continuous feedback from customers to ensure that the solutions being developed addressed real user needs and pain points.\n- Innovation Labs and Hackathons: SPH set up innovation labs and organized hackathons to encourage creative problem-solving and surface new ideas from within the organization.\n- Cultural Change Initiatives: Efforts were made to shift the organizational culture towards one that values experimentation, embraces failure as a learning opportunity, and rewards innovative thinking.","Approach":"SPH decided to implement startup principles and methodologies aimed at fostering a culture of innovation and agility. This transformation was led by Gaurav Sachdeva,
50Chief Product Officer at SPH. The approach focused on several key areas:\n- **Establishing Cross-Functional Teams**: SPH created small, autonomous teams composed of members from different departments. These cross-functional teams were empowered to make decisions and rapidly iterate on ideas without the usual bureaucratic delays.\n- **Lean Startup Methodology**: Teams adopted the lean startup approach, emphasizing experimentation and validation through minimum viable products (MVPs). This allowed them to quickly test ideas, gather feedback, and pivot as necessary.\n- **Agile Practices**: Implementing agile methodologies such as Scrum and Kanban helped teams manage their workflows more efficiently and maintain flexibility in project execution.\n- **Focus on Customer Feedback**: The teams prioritized direct and continuous feedback from customers to ensure that the solutions being developed addressed real user needs and pain points.\n- **Innovation Labs and Hackathons**: SPH set up innovation labs and organized hackathons to encourage creative problem-solving and surface new ideas from within the organization.\n- **Cultural Change Initiatives**: Efforts were made to shift the organizational culture towards one that values experimentation, embraces failure as a learning opportunity, and rewards innovative thinking.\n\n"},{"id":"rec0EYYZYEY01fJJa","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/8df8a3ab-f3dc-4012-8ff9-1bdf610284df.svg+xml","Image":[{"id":"att1vAyQDuD2HfKCJ","width":2000,"height":1165,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/Vr0-1kLY1_uyCH3PowwUAg/3zXhh_wqK96z0gaWNGdOcFFQke0AwixZFOJloDN_8LLlbplj2HD0OXrBFYCUfoiFSdG2BuugY0mRi-4LElo7jvOcPInMO84GnZ5lE_adTMbfbFx-FZIq6eMgIR9yPvvrcsR9IORllutkn-F0I5JVWlkr2rdLD4D-PiNIE04tr_k/jmRp19jlQ-2IZ5t2TSV9j5uAhDH-bUGjh2PcuCRfEp4","filename":"spotify.jpg","size":567732,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/j67r3OndT1oUTfs4z8H-cw/hpCBTAFVWjdA7jihEiCq_J6yOmJkjPI28Beq5pfVfcsxNK7l4_60tW95bJAkmoVNdk5aVFQXRAEFqMhtBtzpJDUThi14Y80mTFOmwjdH9IJd5cjEnZq-B4JAJxGkQW47iZtUD3POx1ju-SQ01pssew/tD0SPJ9OpIbVWjbkoYB7ZPqYWhiJ1-U2RpM1sdsRCvA","width":62,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/1i2q-JJIB-kjVx19dikQ_g/tyjWoEgxdGhPF-nBVMODwdN9ybSN610mW7VmxyH2HZemEXk9otUMJ7iKqx105fGqH3siwiaoeRW4LVwmHq0X0waQwarSL2A2Hv2XESgvzJkR76TnMLQ9wUFTY1pwVzm6y-rgkFOrjC7DVcdgbrAiLA/mxPtIbEuxUdk_RaLxiNVUH0udHYLihelJTB_IFT0Cvg","width":879,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/ECi4qvrBpECZEepeAF-4qw/lTqiPtekGT9lf9K0pnMHY2aS-fy7Tm0dpq97UcHhvGPNI4Pb9hIQj9eYln3SiADgIdwJBPOnnhdMxouCMu2PKVHqBhMwFqXV9o0lUWPH6czZQcUcJlhx4SNY4mZYaVAM4oG_86LjPRjIP9orCr8HEg/HlnKDP5xDQjRm0Smi72rSxJ5e6fRoZbGhnbPvCnhoqI","width":2000,"height":1165}}}],"Outcome":"Customers absolutely loved the new Discovery Weekly playlists. This increased engagement among the \"Lean Back\" listeners and the playlists achieved 1 billion streams within 10 weeks of launch.\n","Company Url":"https://www.spotify.com/","Transcript Source":"Secondary sources only","Created Date":"2023-12-04T09:31:43.000Z","Process":["Structure"],"Pages":["recmGkRde3vXG27kt"],"slug":"spotify","Industry":["Music Streaming"],"Description":"How Spotify solved the problem of 'lean-back' listeners even when management were uncertain.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/7a8db700-d396-441d-b3e0-c1eecbcc13a4.jpeg","Company":"Spotify","Area":["Creating Stream Teams"],"Name":"Autonomous Teams","Team":"Product Team","PageUrls":["/product-team/structure/creating-stream-teams"],"Category":"Empowered","Challenge":"Spotify was working great for their \"Lean In\" listeners but the \"Lean back\" listeners found music curation too time consuming. They needed to increase engagement with these users to continue their growth.\n","Calculation":"Rather than asking users to manually curate their music Spotify could create an automatic playlist for each user. However, the CEO, Daniel Ek, wasn't sure if people would like having a playlist automatically added to their accounts. Apple had just received a lot of backlash when they put U2's album into every user's iTunes library.\
50n\nIn a traditional company, when your CEO starts pushing back on your idea the best thing is to let it go. There was a genuine risk with this new feature and if it backfired the team could be fired.\n\nBut Spotify is famous for embracing \"The Spotify Model\" which empowers autonomous teams to make decisions. The team really believed strongly in the potential of this new feature, and since they were autonomous they decided to press ahead.","Approach":"Rather than asking users to manually curate their music Spotify could create an automatic playlist for each user. However, the CEO, Daniel Ek, wasn't sure if people would like having a playlist automatically added to their accounts. Apple had just received a lot of backlash when they put U2's album into every user's iTunes library.\n\nIn a traditional company, when your CEO starts pushing back on your idea the best thing is to let it go. There was a genuine risk with this new feature and if it backfired the team could be fired.\n\nBut Spotify is famous for embracing \"The Spotify Model\" which empowers autonomous teams to make decisions. The team really believed strongly in the potential of this new feature, and since they were autonomous they decided to press ahead.\n"},{"id":"recG67fGiPceURwTM","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/641b6f92-821a-4610-b2ce-03a9189ecac2.png","Image":[{"id":"attPFRN6bzYGP7d9L","width":1024,"height":710,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/AppBZ8x_K8ImrlK_uDYO1g/fwzQNj9PdUOQ1OMYI2UkmSJCB_Ig3cKxehVmqYG8cuDEWFVMe89jqdbvEcErWoj87BcDSs_SNZkvzf5QNQ9GBvR7hMiOeOsIoWLaAE5h8uIOfDIN1jj-lvzfxYqxgsxI5Bq4pLWT7V-WD_Xiz4YaVpZKMydIL971B_HM13T9bRY/Kxolf_8rq1itanbG_5JdbFDRKFzFHYGEZGe9dRjqsDk","filename":"tiqets-web-ordenador 1.png","size":1143020,"type":"image/png","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/h9KzyaqVRu3PFIKqBZAy3Q/uIFo1EyJSGuyBK5AO-xWa4mgL6GmJXjwfy7hCr8x95HWUatVNF4eSMA_gKFJTi6hym8YkqasQwgwUJng1G-3ZfBb-bwc2WzfBPcHlYguk5lnoJwPipdr1L2ZSj_cbvrtsTzkXWRxJ0yHb8kTvLHZ8A/l7IPN7ocLIqqpdqTETBPU-SYfagNE5WFaXeOtPtp-Z0","width":52,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/sWBIGjFO0t4MKE24UfTvHQ/5Xp4IFqs7a080Vo5hvQwKGtnwFwsQsNJ-BRH_Q4StKi5puPUwL5KwmNVWx_DJCiyxR895tjF-m3vX0pMmwMZ1qWmsm655v6VG0iyV2CXiVFibxCM8bnlAc6-1Sf52wKWIbSi0A3y0r8Hz5ZlN9YmKg/eyUzV3hGm__seeomUo1_DJ0CrY8cQLVh4gGxEpyyfLo","width":738,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/DfWuK02mKEVv2OlTQAo4nw/nq2ifeW7-KzzPL_mbrq6pXSJcohfFaXH8UhtRircNG056fFwmumpCYYjZr9YUCYCcWj3wRYD18wFkwmD1gJsF-7Cw4-xCs3Qbb4wEwVTBwATkVfuHHeEcS4VBtWD94nc-olYswY_olMZ4g-p4eQzlg/n_a1zxT-TMyfY0CiIt2oasNJU1DfGUQ9NTHnb8NlqNY","width":1024,"height":710}}}],"Outcome":"Implementing this structured approach to assumption prioritization resulted in several significant improvements for Tiqets:\n- **Reduced Development Risks**: By focusing on the most critical assumptions first, Tiqets was able to identify and address potential issues early in the development process, reducing overall project risks.\n- **Improved Product-Market Fit**: Prioritizing desirability and usability risks ensured that the products and features developed were more closely aligned with user needs and preferences, leading to higher user satisfaction and engagement.\n- **Enhanced Technical Feasibility**: Collaboration with engineering teams and early technical validation helped ensure that proposed solutions were technically viable, reducing the likelihood of costly rework and delays.\n- **Increased Business Viability**: Analyzing market trends and financial projections helped Tiqets prioritize initiatives that were not only desirable and feasible but also viable from a business perspective, ensuring long-term success.\n- **Faster Iteration Cycles**: The iterative testing and validation process enabled quicker learning and adaptation, allowing the team to make informed decisions and pivot as needed, accelerating the overall development timeline.\n\n","YouTube Link":"https://youtu.be/42_ReJi6QrU","Company Url":"https://www.tiqets.com/en/","Transcript Source":"Secondary sources only","Created Date":"2024-06-06T09:10:20.000Z","Process":["Continuous Design","Prioritising Solutions"],"Pages":["recSFJFp9muQYEZYV","re
50ce1djU9Sj95bBMF"],"slug":"mastering-assumption-prioritization-product-risks","Industry":["Travel","Technology"],"Description":"How Tiqets improved product development outcomes by adopting a structured approach to prioritizing assumptions.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/32a65cd5-78fe-47ef-ba49-207b26e0933c.png","Company":"Tiqets","Area":["Prioritising Assumptions","Prioritising Solutions"],"Name":"Mastering Assumption Prioritization to Mitigate Product Risks","Team":"Stream Team","PageUrls":["/stream-team/continuous-design/prioritising-assumptions","/stream-team/continuous-design/prioritising-solutions"],"Challenge":"Tiqets, a leading online ticketing platform for museums and attractions, faced challenges in efficiently developing new products and features due to the high levels of uncertainty and risk inherent in their assumptions. The company often struggled to identify which assumptions needed validation first, leading to wasted resources and missed opportunities. This lack of prioritization resulted in products that did not meet user needs or failed to achieve business goals.\n","Calculation":"Tiqets, led by Alli Carone, UX Researcher, implemented a structured framework for prioritizing assumptions, specifically targeting the four core product risk areas: desirability, feasibility, viability, and usability. The approach included several key components:\n- Identification of Assumptions: The team began by identifying all underlying assumptions for a given product or feature, categorizing them based on the four core risk areas.\n- Prioritization Framework: A prioritization framework was developed to evaluate and rank assumptions based on their potential impact on the project and the level of uncertainty associated with them.\n- Desirability Risk: Assumptions related to whether users want the product or feature were prioritized by conducting user research, surveys, and interviews to gather direct feedback.\n- Feasibility Risk: Technical assumptions were prioritized through feasibility studies, prototyping, and collaboration with engineering teams to assess the technical viability of the proposed solutions.\n- Viability Risk: Business-related assumptions were prioritized by analyzing market trends, competitive analysis, and financial projections to ensure the product or feature could be profitable and sustainable.\n- Usability Risk: Usability assumptions were prioritized by conducting usability testing and iterative design reviews to ensure the product or feature was easy to use and met user expectations.\n- Iterative Testing and Validation: The most critical assumptions were tested and validated iteratively, allowing the team to quickly learn and adapt based on real-world data and feedback.","Approach":"Tiqets, led by Alli Carone, UX Researcher, implemented a structured framework for prioritizing assumptions, specifically targeting the four core product risk areas: desirability, feasibility, viability, and usability. The approach included several key components:\n- **Identification of Assumptions**: The team began by identifying all underlying assumptions for a given product or feature, categorizing them based on the four core risk areas.\n- **Prioritization Framework**: A prioritization framework was developed to evaluate and rank assumptions based on their potential impact on the project and the level of uncertainty associated with them.\n- **Desirability Risk**: Assumptions related to whether users want the product or feature were prioritized by conducting user research, surveys, and interviews to gather direct feedback.\n- **Feasibility Risk**: Technical assumptions were prioritized through feasibility studies, prototyping, and collaboration with engineering teams to assess the technical viability of the proposed solutions.\n- **Viability Risk**: Business-related assumptions were prioritized by analyzing market trends, competitive analysis, and financial projections to ensure the product or feature could be profitable and sustainable.\n- **Usability Risk**: Usability assumptions were prioritized by conducting usability testing and iterative design reviews to ensure the product or feature was easy to use and met user expectations.\n- **Iterative Testing and Validation**: The most critical assumptions were tested and validated iteratively, allowing the team to quickly learn and adapt based on real-world data and feedback.\n\n"},{"id":"recr87BSwJcmWk5qn","Status":"Published","Company Logo":"https://storage.googleapis.com/uxdx-company-logos/75b9ccf5-3165-4041-a5a7-78d81de1e09a.svg+xml","Image":[{"id":"attPmrJgZhXdwZfNN","width":1024,"height":577,"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/xpilibHlRBZ_eFzFokWCaQ/3wI2ctaHTeB6zYILdKquJfqRhCF4q2a-2vBs-B1Q0piEeI94ngHi-ZQDsrXlUK9_wOUjFlo3EGop8uHCSvlvs7Zpyy-fFIxP1Gb2axyWdQbOkAl0uslPHrZjZt0UPBkjTbl8W-GgyjbganhZ7FLApdJo7_TeMrBOtGz7SjpIC5A/qTz8mxxkMlsiEvlN4KDGz4fhIRpZY0CaI0SbUh-AjO8","filename":"17011124662068.jpg","size":122801,"type":"image/jpeg","thumbnails":{"small":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/SKLQ6J9VGwZikHV27UeVHA/a30HklWz4atOlZVjtSqeLguQFhS5afrhBmN4zJqfaA84OzAZ6o5sXlaIouNBCWSdJz1iHwYsbl3LQL3EluNxxAQ80IiyYu5_zPD5CwJdMRchYFOTJ6Q1ALKs49jin5-CYE7wrggDQH4jQaN6JtfhIA/ecT-Qgg6xiTw8KgToC3VmKfOkIIwQU2R-kgEp6QxZCA","width":63,"height":36},"large":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/2SX0D4Bj305GdlHQfifJ6A/aynl2lipp68xn8jcbOxAnpKIIuLSlVty6z9LSXmynqVkYxrqY63NHSvEmW3roqIc2cwokTz0rDyLOmfED1dh7nN1Hq0UX71bC5KKrqxRJ9q3gPkv17d3bF6uL3ZOiZw08JXhx7JHQewQrkFiiuMytQ/VHhP0DB3pid2kSWM5xHErpd1E6S-7PjahRanciR28VY","width":909,"height":512},"full":{"url":"https://v5.airtableusercontent.com/v3/u/58/58/1791115200000/WGr7lczY3VfmPOcosuH-bQ/-EyLviYHSo3cmABE-CnNq6YlE3uEfPwHDi41QWpIcDdDrOA64CaEJoe9GsW8Yg6FRUmsAfmvEZLxhxq4Ei51Th4tUh7G0hPSbIpGE68K3WPFhM1lfEaZvQhlB0R3nsIB_3DFQm170D8wqidrNz_mKg/xWVzcjOXalKk1Q7ykEenRL0k-qz5p9hAmE6bVXjBKv0","width":1024,"height":577}}}],"Outcome":"The enhanced communication strategy led to several significant outcomes for Uber:\n- **Increased Stakeholder Engagement**: The interactive presentations, visual summaries, and workshops engaged stakeholders more effectively than traditional reports. This increased engagement led to a greater willingness to act on the insights.\n- **Actionable Insights**: By focusing on actionable insights and providing real-time access through digital dashboards, Uber ensured that research f
50indings were directly integrated into decision-making processes. This approach led to more informed and strategic actions.\n- **Improved Collaboration**: The workshops and collaborative sessions fostered better cross-functional collaboration. Stakeholders from different departments worked together to explore the implications of the insights and develop coordinated strategies.\n- **Faster Implementation**: The continuous communication and regular updates facilitated quicker implementation of research-driven initiatives. Stakeholders were kept informed and aligned, reducing delays and ensuring timely action.\n- **Innovative Solutions**: The narrative techniques and interactive formats sparked creative thinking and innovation. Stakeholders were inspired to explore new ideas and approaches based on the research findings.\n\n","YouTube Link":"https://youtu.be/mL2HVjJbQtc","Company Url":"https://uber.com","Transcript Source":"Edited write-up","Created Date":"2024-06-05T18:55:26.000Z","Process":["Continuous Discovery"],"Pages":["recO2RX2FFJYoq2AG"],"slug":"impact-research-beyond-report-uber","Industry":["Transportation","Technology"],"Transcript URL":"https://drive.google.com/open?id=1MXNIbDzfWxJh66BzYBmVg4cwhmaCVnJ14TmWsehSCdA","Description":"How Uber effectively communicated research insights beyond traditional reports to drive impactful decision-making and foster innovation.","ImageUrl":"https://storage.googleapis.com/zeroblockers-templates-images/4b6f004d-2a8d-4e7d-b7e8-333f8fb41682.jpeg","Company":"Uber","Area":["Communicating Research"],"Name":"The Impact of Research Beyond the Report","Team":"Stream Team","PageUrls":["/stream-team/continuous-research/communicating-research"],"Challenge":"Uber faced the challenge of ensuring that research insights were not only documented in reports but also effectively communicated and utilized across the organization. Traditional reporting methods often failed to engage stakeholders and drive action, leading to missed opportunities for leveraging valuable insights in strategic and operational decisions.\n","Calculation":"Uber implemented a multifaceted strategy to enhance the communication and impact of research insights beyond traditional reports. The key components of their approach included:\n- Interactive Presentations: Uber shifted from static reports to interactive presentations that engaged stakeholders through dynamic content and visual storytelling. These presentations included interactive charts, videos, and real-time data exploration capabilities.\n- Infographics and Visual Summaries: To make complex data more accessible, the research team created infographics and visual summaries. These visuals highlighted key findings and actionable insights in a concise and visually appealing format.\n- Workshops and Collaborative Sessions: Uber organized workshops and collaborative sessions where stakeholders could interact with the research findings directly. These sessions included hands-on activities, discussions, and brainstorming exercises to explore the implications of the insights.\n- Digital Dashboards: The team developed digital dashboards that provided real-time access to key research metrics and findings. These dashboards allowed stakeholders to explore data interactively and gain deeper insights into user behaviors and trends.\n- Stakeholder-Specific Reports: Customized reports were created for different stakeholder groups, addressing their specific needs and concerns. This tailored approach ensured that the insights were relevant and directly applicable to each group's strategic goals.\n- Narrative Techniques: Research findings were framed within compelling narratives that illustrated the real-world impact on users and the business. These stories helped stakeholders understand the context and significance of the insights.\n- Regular Updates and Communication: The research team maintained continuous communication with stakeholders through regular updates, newsletters, and informal check-ins. This ongoing dialogue kept the insights top-of-mind and facilitated timely action.","Approach":"Uber implemented a multifaceted strategy to enhance the communication and impact of research insights beyond traditional reports. The key components of their approach included:\n- **Interactive Presentations**: Uber shifted from static reports to interactive presentations that engaged stakeholders through dynamic content and visual storytelling. These presentations included interactive charts, videos, and real-time data exploration capabilities.\n- **Infographics and Visual Summaries**: To make complex data more accessible, the research team created infographics and visual summaries. These visual
50s highlighted key findings and actionable insights in a concise and visually appealing format.\n- **Workshops and Collaborative Sessions**: Uber organized workshops and collaborative sessions where stakeholders could interact with the research findings directly. These sessions included hands-on activities, discussions, and brainstorming exercises to explore the implications of the insights.\n- **Digital Dashboards**: The team developed digital dashboards that provided real-time access to key research metrics and findings. These dashboards allowed stakeholders to explore data interactively and gain deeper insights into user behaviors and trends.\n- **Stakeholder-Specific Reports**: Customized reports were created for different stakeholder groups, addressing their specific needs and concerns. This tailored approach ensured that the insights were relevant and directly applicable to each group's strategic goals.\n- **Narrative Techniques**: Research findings were framed within compelling narratives that illustrated the real-world impact on users and the business. These stories helped stakeholders understand the context and significance of the insights.\n- **Regular Updates and Communication**: The research team maintained continuous communication with stakeholders through regular updates, newsletters, and informal check-ins. This ongoing dialogue kept the insights top-of-mind and facilitated timely action.\n\n"}]},"__N_SSG":true},"page":"/case-studies","query":{},"buildId":"qKweAYZFmPbvXYt9S8fzb","isFallback":false,"isExperimentalCompile":false,"gsp":true,"scriptLoader":[]}</script>
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