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<title>Agile Design - Business Exchange</title>
<subtitle>Most Active Articles</subtitle>
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<updated>2013-06-18T03:12:08.142-04:00</updated>
<author>
<name>Business Exchange</name>
<email>Business_Exchange@businessweek.com</email>
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<id>urn:com:businessweek:bx:topic:most-active:agile-design</id>
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<entry>
<title>Lean Six Sigma Training and National stereotypes, an interesting observation</title>
<link href="http://bx.businessweek.com/agile-design/lean-six-sigma-training-and-national-stereotypes-an-interesting-observation/13263413561262446678-6b33ba0264eba65d551e532e3212a979/"/>
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<updated>2013-04-04T16:28:39.909-04:00</updated>
<summary>Making Six Sigma Lean</summary>
<content type="html">Making Six Sigma Lean</content>
<source>
<title>gamechangeltd.wordpress.com</title>
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<bx:adder>
<bx:fullname>Kamran Zamir</bx:fullname>
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<entry>
<title>Designing for Rapid Innovation</title>
<link href="http://bx.businessweek.com/agile-design/designing-for-rapid-innovation/4418271031200898320-4c54258d37d5893f0799a29f4d732757/"/>
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<updated>2012-08-08T12:03:38.855-04:00</updated>
<summary>Setting-up an agile organization for innovation is not enough: one has to get his innovation accepted by the core business, and the market. To tackle this issue and preserve speed, &#39;innovation by component&#39;, based on modular and collaborative design, brings significant cues. How to achieve a successful component design (API) is what we address hereafter.</summary>
<content type="html">Setting-up an agile organization for innovation is not enough: one has to get his innovation accepted by the core business, and the market. To tackle this issue and preserve speed, &#39;innovation by component&#39;, based on modular and collaborative design, brings significant cues. How to achieve a successful component design (API) is what we address hereafter.</content>
<source>
<title>innovationexcellence.com</title>
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<entry>
<title>Elite Access: Design Insight &amp; Foresight</title>
<link href="http://bx.businessweek.com/agile-design/elite-access-design-insight--foresight/8895749893448211684-53e7d8d28c24817c4b9a352c1c1869a4/"/>
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<updated>2012-12-02T15:20:14.040-05:00</updated>
<summary>Thought leaders in the design community are raising the bar and sharing their unfiltered views and behind-the scene stories around problems, opportunities and challenges that businesses face today as they stretch and grow their brands. These elite perspectives are now available through a new Designer Showcase to connect innovators and brand leaders to the best design thinking around the world.</summary>
<content type="html">Thought leaders in the design community are raising the bar and sharing their unfiltered views and behind-the scene stories around problems, opportunities and challenges that businesses face today as they stretch and grow their brands. These elite perspectives are now available through a new Designer Showcase to connect innovators and brand leaders to the best design thinking around the world.</content>
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<title>innovationexcellence.com</title>
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<entry>
<title>When drawing is thinking by Patrick Le Quement, Renault Design creator</title>
<link href="http://bx.businessweek.com/agile-design/when-drawing-is-thinking-by-patrick-le-quement-renault-design-creator/721684386735339808-c1831479cec9561e8b5cff182e9178fe/"/>
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<updated>2012-08-19T16:21:28.016-04:00</updated>
<summary>How Patrick Le Quément, world famous car designer, did embrace the car design profession, moving from Bauhaus functionalism to “drawing is thinking” personal belief? This is the story Patrick tells us in his own words. Once upon a time…</summary>
<content type="html">How Patrick Le Quément, world famous car designer, did embrace the car design profession, moving from Bauhaus functionalism to “drawing is thinking” personal belief? This is the story Patrick tells us in his own words. Once upon a time…</content>
<source>
<title>innovationexcellence.com</title>
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<bx:external-link>http://www.innovationexcellence.com/blog/2012/08/12/when-drawing-is-thinking-by-patrick-le-quement-renault-design-creator/</bx:external-link>
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<bx:fullname>Dru Sturgess</bx:fullname>
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<entry>
<title>Leading Creative Units to Success by Patrick Le Quement, Renault Design creator</title>
<link href="http://bx.businessweek.com/agile-design/leading-creative-units-to-success-by-patrick-le-quement-renault-design-creator/9813752683855972792-286deb3f88fce626b86b8aae085cf40f/"/>
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<updated>2012-09-05T16:34:34.620-04:00</updated>
<summary>Patrick Le Quement is at the origin of Renault Design satellites, creative units spread over the world. He comes back to this adventure, and shares some personal experiences about assembling, managing, and moving creative units forward, in his own genuine style. It&#39;s like a story: let&#39;s sit quietly and listen to this great leadership gift!</summary>
<content type="html">Patrick Le Quement is at the origin of Renault Design satellites, creative units spread over the world. He comes back to this adventure, and shares some personal experiences about assembling, managing, and moving creative units forward, in his own genuine style. It&#39;s like a story: let&#39;s sit quietly and listen to this great leadership gift!</content>
<source>
<title>innovationexcellence.com</title>
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<bx:external-link>http://www.innovationexcellence.com/blog/2012/08/28/leading-creative-units-to-success-by-patrick-le-quement-renault-design-creator/</bx:external-link>
<bx:adder>
<bx:fullname>Dru Sturgess</bx:fullname>
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<entry>
<title>Solitary Genius to Holistic Design by Patrick Le Quément, Renault Design Creator</title>
<link href="http://bx.businessweek.com/agile-design/solitary-genius-to-holistic-design-by-patrick-le-qument-renault-design-creator/16348354059887111160-d22a8ab66d6377144d916276a839806b/"/>
<id>urn:com:businessweek:bx:article:16348354059887111160-d22a8ab66d6377144d916276a839806b</id>
<updated>2012-08-29T12:23:44.705-04:00</updated>
<summary>A story about evolution of design over time: how it impacts the role of design manager, as innovation becomes a collective adventure.</summary>
<content type="html">A story about evolution of design over time: how it impacts the role of design manager, as innovation becomes a collective adventure.</content>
<source>
<title>innovationexcellence.com</title>
</source>
<bx:external-link>http://www.innovationexcellence.com/blog/2012/08/19/solitary-genius-to-holistic-design-by-patrick-le-quement-renault-design-creator/</bx:external-link>
<bx:adder>
<bx:fullname>Dru Sturgess</bx:fullname>
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<entry>
<title>In Lean it’s not the Pivot, it’s the Pause that is important :: Lean Sales and Marketing thru Service Design Thinking</title>
<link href="http://bx.businessweek.com/agile-design/in-lean-its-not-the-pivot-its-the-pause-that-is-important--lean-sales-and-marketing-thru-service-design-thinking/16465069143019326902-132e0707aee1e8a4b2df57177fce44b3/"/>
<id>urn:com:businessweek:bx:article:16465069143019326902-132e0707aee1e8a4b2df57177fce44b3</id>
<updated>2013-02-24T13:21:41.443-05:00</updated>
<summary>We are oftentimes in a rush to get through the Act (Adjust) stage. One of the secrets to Lean and foreign to many of us in Western Culture is the state of reflection or Hansei. Reflection needs to come before the Plan stage. As a child, I was always taught to Stop, Look, Listen.</summary>
<content type="html">We are oftentimes in a rush to get through the Act (Adjust) stage. One of the secrets to Lean and foreign to many of us in Western Culture is the state of reflection or Hansei. Reflection needs to come before the Plan stage. As a child, I was always taught to Stop, Look, Listen.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/in-lean-its-not-the-pivot-its-the-pause-that-is-important/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
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<entry>
<title>Innovation – Marketing versus Engineering</title>
<link href="http://bx.businessweek.com/agile-design/innovation--marketing-versus-engineering/12470939258196434625-637689f2b524680e3ef52463620912a5/"/>
<id>urn:com:businessweek:bx:article:12470939258196434625-637689f2b524680e3ef52463620912a5</id>
<updated>2012-05-28T10:38:51.327-04:00</updated>
<summary>What are the roadblocks and critical relationships between marketing and engineering in the cause of advancing innovation?
Let me start off by recommending that you watch the movie I’ve embedded, as it does a great job of describing how there is often an engineering solution to a problem and a marketing solution to a problem. This in part explains why there is often a tension between marketing and engineering when it comes to new product development – they see different solutions, assign value differently, and view success in divergent ways. So, please enjoy the video, and my article will continue below it:</summary>
<content type="html">What are the roadblocks and critical relationships between marketing and engineering in the cause of advancing innovation?
Let me start off by recommending that you watch the movie I’ve embedded, as it does a great job of describing how there is often an engineering solution to a problem and a marketing solution to a problem. This in part explains why there is often a tension between marketing and engineering when it comes to new product development – they see different solutions, assign value differently, and view success in divergent ways. So, please enjoy the video, and my article will continue below it:</content>
<source>
<title>bradenkelley.com</title>
</source>
<bx:external-link>http://bradenkelley.com/2012/05/innovation-marketing-versus-engineering/</bx:external-link>
<bx:adder>
<bx:fullname>Braden Kelley</bx:fullname>
<bx:id>bkelley034</bx:id>
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<entry>
<title>Design Innovation – The Guitar</title>
<link href="http://bx.businessweek.com/agile-design/design-innovation--the-guitar/18080441412181939399-c26a7efbf82e7aa7ab92ce35cf652594/"/>
<id>urn:com:businessweek:bx:article:18080441412181939399-c26a7efbf82e7aa7ab92ce35cf652594</id>
<updated>2012-09-17T10:25:13.932-04:00</updated>
<summary>Christophe Godin visits with Rock n&#39; Roll Editor Peter Cook about design innovation and guitars. Godin, who was voted fifth best international guitarist by Guitar Parts magazine, performs here.</summary>
<content type="html">Christophe Godin visits with Rock n&#39; Roll Editor Peter Cook about design innovation and guitars. Godin, who was voted fifth best international guitarist by Guitar Parts magazine, performs here.</content>
<source>
<title>innovationexcellence.com</title>
</source>
<bx:external-link>http://www.innovationexcellence.com/blog/2012/09/15/design-innovation-the-guitar/</bx:external-link>
<bx:adder>
<bx:fullname>Dru Sturgess</bx:fullname>
<bx:id>dsturgess259</bx:id>
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<entry>
<title>Smooth Flight</title>
<link href="http://bx.businessweek.com/agile-design/smooth-flight/14286495054810720726-71138d680b9be7041e302dc19c307101/"/>
<id>urn:com:businessweek:bx:article:14286495054810720726-71138d680b9be7041e302dc19c307101</id>
<updated>2011-10-17T12:56:34.973-04:00</updated>
<summary>An airline never wants to hear that its IT system is about to become obsolete. Using agile techniques, a small company delivers a new and improved system in-house.</summary>
<content type="html">An airline never wants to hear that its IT system is about to become obsolete. Using agile techniques, a small company delivers a new and improved system in-house.</content>
<source>
<title>peterfretty.com</title>
</source>
<bx:external-link>http://www.peterfretty.com/2011/10/17/smooth-flight/</bx:external-link>
<bx:adder>
<bx:fullname>Peter Fretty</bx:fullname>
<bx:id>pfretty150</bx:id>
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<entry>
<title>Next-Generation Product Development</title>
<link href="http://bx.businessweek.com/agile-design/next-generation-product-development/11233100924011673199-cc534a315246e332fcafe5ae0abad67b/"/>
<id>urn:com:businessweek:bx:article:11233100924011673199-cc534a315246e332fcafe5ae0abad67b</id>
<updated>2011-05-25T21:15:00.000-04:00</updated>
<summary>Combining agile up-front processes with a lean approach to the back end can help companies outperform the competition. At least half of all product launches fail to live up to companies��� expectations</summary>
<content type="html">Combining agile up-front processes with a lean approach to the back end can help companies outperform the competition. At least half of all product launches fail to live up to companies��� expectations</content>
<source>
<title>Strategy &amp; Business</title>
</source>
<bx:external-link>http://c.moreover.com/click/here.pl?r4673415434&amp;f=9791</bx:external-link>
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<entry>
<title>Creating Lead Measures with Kanban :: Lean Sales and Marketing thru Service Design Thinking</title>
<link href="http://bx.businessweek.com/agile-design/creating-lead-measures-with-kanban--lean-sales-and-marketing-thru-service-design-thinking/13399677290331422319-4d7b76eeffd30a980eb5e8370c78e60d/"/>
<id>urn:com:businessweek:bx:article:13399677290331422319-4d7b76eeffd30a980eb5e8370c78e60d</id>
<updated>2012-05-22T11:08:43.152-04:00</updated>
<summary>We have a tendency to rely on lag measure. The problem with lag measures is that they are just that lagging. They give you little information to determine whether you are on the way or off track in achieving your goal. You need leading measures. More importantly...</summary>
<content type="html">We have a tendency to rely on lag measure. The problem with lag measures is that they are just that lagging. They give you little information to determine whether you are on the way or off track in achieving your goal. You need leading measures. More importantly...</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/creating-lead-measures-with-kanban/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
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<entry>
<title>What&#39;s Stopping Innovation?</title>
<link href="http://bx.businessweek.com/agile-design/whats-stopping-innovation/12811211214714432986-1fffc7ffb7963240c9967560e3f24a25/"/>
<id>urn:com:businessweek:bx:article:12811211214714432986-1fffc7ffb7963240c9967560e3f24a25</id>
<updated>2010-04-29T04:22:00.000-04:00</updated>
<summary>it is consumer electronics, healthcare services, or lifestyle products such as golf clubs, successfully traversing the gap between design and the Last Mile separates the winning innovations from those that disappear into the void. ��� David Freas</summary>
<content type="html">it is consumer electronics, healthcare services, or lifestyle products such as golf clubs, successfully traversing the gap between design and the Last Mile separates the winning innovations from those that disappear into the void. ��� David Freas</content>
<source>
<title>Harvard Business Review</title>
</source>
<bx:external-link>http://c.moreover.com/click/here.pl?r2739210455&amp;f=9791</bx:external-link>
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<entry>
<title>Waterfall, RUP and Agile: Which is Right for You?</title>
<link href="http://bx.businessweek.com/agile-design/waterfall-rup-and-agile-which-is-right-for-you/15596398238274160610-cbdbb2228e99ca66915fd73f248ae61b/"/>
<id>urn:com:businessweek:bx:article:15596398238274160610-cbdbb2228e99ca66915fd73f248ae61b</id>
<updated>2009-12-23T11:22:31.817-05:00</updated>
<summary>Streamline production with fast, effective Waterfall, RUP and Agile processes. Use mixed software development strategies to meet specific project needs.</summary>
<content type="html">Streamline production with fast, effective Waterfall, RUP and Agile processes. Use mixed software development strategies to meet specific project needs.</content>
<source>
<title>executivebrief.com</title>
</source>
<bx:external-link>http://www.executivebrief.com/software-development/waterfall-rup-agile/</bx:external-link>
<bx:adder>
<bx:fullname>Myroslava Trotsyuk</bx:fullname>
<bx:id>mtrotsyuk226</bx:id>
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<entry>
<title>Frame Box: Instant Mockups</title>
<link href="http://bx.businessweek.com/agile-design/frame-box-instant-mockups/7869523646821738199-b0381c72e7fa564b1d0e35c281531ed2/"/>
<id>urn:com:businessweek:bx:article:7869523646821738199-b0381c72e7fa564b1d0e35c281531ed2</id>
<updated>2011-01-18T11:06:08.770-05:00</updated>
<summary>They provide a simple set of tools to bring your fledgling website idea through its first design iteration.</summary>
<content type="html">They provide a simple set of tools to bring your fledgling website idea through its first design iteration.</content>
<source>
<title>slapstart.com</title>
</source>
<bx:external-link>http://slapstart.com/2011/01/framebox/</bx:external-link>
<bx:adder>
<bx:fullname>Steve Gibson</bx:fullname>
<bx:id>sgibson542</bx:id>
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<entry>
<title>PK Flow – What is it and Why Use It? eBook :: Business901</title>
<link href="http://bx.businessweek.com/agile-design/pk-flow--what-is-it-and-why-use-it-ebook--business901/14879150076156045950-9dfd981be62ec29b173be1422d3bd715/"/>
<id>urn:com:businessweek:bx:article:14879150076156045950-9dfd981be62ec29b173be1422d3bd715</id>
<updated>2011-04-03T23:05:30.001-04:00</updated>
<summary>This is a transcription of the Business901 Podcast, PK Flow – What is it and Why Use It? with co-authors Jim Benson &amp; Tonianne DeMaria Barry of the book, Personal Kanban: Mapping Work | Navigating Life.</summary>
<content type="html">This is a transcription of the Business901 Podcast, PK Flow – What is it and Why Use It? with co-authors Jim Benson &amp; Tonianne DeMaria Barry of the book, Personal Kanban: Mapping Work | Navigating Life.</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/pk-flow-what-is-it-and-why-use-it-ebook/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
</bx:adder>
<bx:action>
<bx:total>4</bx:total>
<bx:view>2</bx:view>
<bx:save>1</bx:save>
<bx:reaction>1</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Razorfish Launches Agile Offering</title>
<link href="http://bx.businessweek.com/agile-design/razorfish-launches-agile-offering/2266116647777442110-939c6b5040c9732426432e6fa4349497/"/>
<id>urn:com:businessweek:bx:article:2266116647777442110-939c6b5040c9732426432e6fa4349497</id>
<updated>2010-07-28T18:18:13.668-04:00</updated>
<summary>Razorfish Agile builds on the agency&#39;s experiences employing a technique known as agile, which is a faster way for creative designers and technologists to launch websites and digital marketing campaigns, especially where complex application development is required. Instead of specialists creating polished designs and handing them off to each other in assembly-line fashion for development, agile teams work in collaboration to quickly develop and revise prototypes based on customer feedback.</summary>
<content type="html">Razorfish Agile builds on the agency&#39;s experiences employing a technique known as agile, which is a faster way for creative designers and technologists to launch websites and digital marketing campaigns, especially where complex application development is required. Instead of specialists creating polished designs and handing them off to each other in assembly-line fashion for development, agile teams work in collaboration to quickly develop and revise prototypes based on customer feedback.</content>
<source>
<title>prweb.com</title>
</source>
<bx:external-link>http://www.prweb.com/releases/2010/07/prweb4307374.htm</bx:external-link>
<bx:adder>
<bx:fullname>Mary S. Butler</bx:fullname>
<bx:id>mbutler535</bx:id>
<bx:link href="http://bx.businessweek.com/profile/marys-butler/mbutler535/"/>
</bx:adder>
<bx:action>
<bx:total>27</bx:total>
<bx:view>26</bx:view>
<bx:save>1</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Our Next A/B Test – Well, A/B/C/D/E/F/G/H Test</title>
<link href="http://bx.businessweek.com/agile-design/our-next-ab-test--well-abcdefgh-test/17854125514890102287-e8c041338f918a2c55513d9b3e578fca/"/>
<id>urn:com:businessweek:bx:article:17854125514890102287-e8c041338f918a2c55513d9b3e578fca</id>
<updated>2010-08-05T16:09:31.484-04:00</updated>
<summary>As you know at Bloomberg.com we&#39;re always testing new designs and features with A/B or “bucket” tests. For these tests, we show a small population of our users variations of a new design. We can then compare the performance of the new designs against what currently exists, the baseline. (A...</summary>
<content type="html">As you know at Bloomberg.com we&#39;re always testing new designs and features with A/B or “bucket” tests. For these tests, we show a small population of our users variations of a new design. We can then compare the performance of the new designs against what currently exists, the baseline. (A...</content>
<source>
<title>inside.bloomberg.com</title>
</source>
<bx:external-link>http://inside.bloomberg.com/blog/2010/08/our-next-ab-test-well-abcdefgh-test---as-you-know-at-bloombergcom-were-always-testing-new-designs-and-featur.html</bx:external-link>
<bx:adder>
<bx:fullname>Michelle Lockett</bx:fullname>
<bx:id>mlockett714</bx:id>
<bx:link href="http://bx.businessweek.com/profile/michelle-lockett/mlockett714/"/>
</bx:adder>
<bx:action>
<bx:total>7</bx:total>
<bx:view>3</bx:view>
<bx:save>4</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Brix: The Agile Way</title>
<link href="http://bx.businessweek.com/agile-design/brix-the-agile-way/10294725937666127535-66e9a3c5b8b67ba424dff5f175907501/"/>
<id>urn:com:businessweek:bx:article:10294725937666127535-66e9a3c5b8b67ba424dff5f175907501</id>
<updated>2011-02-10T05:40:05.179-05:00</updated>
<summary>After testing Brix a bit I came to the conclusion that finally someone made a project management system that makes sense.</summary>
<content type="html">After testing Brix a bit I came to the conclusion that finally someone made a project management system that makes sense.</content>
<source>
<title>slapstart.com</title>
</source>
<bx:external-link>http://slapstart.com/2011/02/brix/</bx:external-link>
<bx:adder>
<bx:fullname>Steve Gibson</bx:fullname>
<bx:id>sgibson542</bx:id>
<bx:link href="http://bx.businessweek.com/profile/steve-gibson/sgibson542/"/>
</bx:adder>
<bx:action>
<bx:total>9</bx:total>
<bx:view>8</bx:view>
<bx:save>0</bx:save>
<bx:reaction>1</bx:reaction>
</bx:action>
</entry>
<entry>
<title>The Common Thread of Design Thinking, Service Design and Lean Marketing :: Business901</title>
<link href="http://bx.businessweek.com/agile-design/the-common-thread-of-design-thinking-service-design-and-lean-marketing--business901/8050009457588103033-eff51024e4c7f54a691b31ae21d32221/"/>
<id>urn:com:businessweek:bx:article:8050009457588103033-eff51024e4c7f54a691b31ae21d32221</id>
<updated>2011-08-03T22:57:33.632-04:00</updated>
<summary>The subject of Design Thinking and Service Design has become more and more prevalent in my thought process recently and many find those words somewhat fuzzy type thinking. But it is really targeted at people that want to become more humanistic in their way of thinking and from my viewpoint their sales and marketing proces</summary>
<content type="html">The subject of Design Thinking and Service Design has become more and more prevalent in my thought process recently and many find those words somewhat fuzzy type thinking. But it is really targeted at people that want to become more humanistic in their way of thinking and from my viewpoint their sales and marketing proces</content>
<source>
<title>business901.com</title>
</source>
<bx:external-link>http://business901.com/blog1/the-common-thread-of-design-thinking-service-design-and-lean-marketing/</bx:external-link>
<bx:adder>
<bx:fullname>Joe Dager</bx:fullname>
<bx:id>jdager118</bx:id>
<bx:link href="http://bx.businessweek.com/profile/joe-dager/jdager118/"/>
</bx:adder>
<bx:action>
<bx:total>1</bx:total>
<bx:view>1</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Our Iterative Process: Keeping Users Top of Mind</title>
<link href="http://bx.businessweek.com/agile-design/our-iterative-process-keeping-users-top-of-mind/4654422801707644937-b57a909b368e3f5304a2c5f36a2d5fa1/"/>
<id>urn:com:businessweek:bx:article:4654422801707644937-b57a909b368e3f5304a2c5f36a2d5fa1</id>
<updated>2010-07-16T13:54:15.923-04:00</updated>
<summary>The redesign of Bloomberg.com is a big deal to our users, so we spend a lot of time communicating with users and collecting data about usage on the new site. Many love it. Others see a lot of room for improvement. And still others are downright upset with us for...</summary>
<content type="html">The redesign of Bloomberg.com is a big deal to our users, so we spend a lot of time communicating with users and collecting data about usage on the new site. Many love it. Others see a lot of room for improvement. And still others are downright upset with us for...</content>
<source>
<title>inside.bloomberg.com</title>
</source>
<bx:external-link>http://inside.bloomberg.com/blog/2010/07/our-iterative-process-keeping-users-top-of-mind-.html</bx:external-link>
<bx:adder>
<bx:fullname>Michelle Lockett</bx:fullname>
<bx:id>mlockett714</bx:id>
<bx:link href="http://bx.businessweek.com/profile/michelle-lockett/mlockett714/"/>
</bx:adder>
<bx:action>
<bx:total>13</bx:total>
<bx:view>12</bx:view>
<bx:save>0</bx:save>
<bx:reaction>1</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Getting Real About Agile Design</title>
<link href="http://bx.businessweek.com/agile-design/getting-real-about-agile-design/16898841335513775445-3ddf550a35ddd1d3cb80ab8328eb9ad5/"/>
<id>urn:com:businessweek:bx:article:16898841335513775445-3ddf550a35ddd1d3cb80ab8328eb9ad5</id>
<updated>2009-07-17T23:04:03.365-04:00</updated>
<summary>“Best practice” suggests that designers should research iteration n+2, design iteration n+1, support iteration n and review iteration n-1. This is sound advice but should not be taken too literally: some stories will take longer to design than these arbitrary timeboxes. Designers should use their intuition and experience to flag up potentially complex stories in advance, giving themselves increased lead time. It’s bending the Agile rules, but should be encouraged if the product benefits.</summary>
<content type="html">“Best practice” suggests that designers should research iteration n+2, design iteration n+1, support iteration n and review iteration n-1. This is sound advice but should not be taken too literally: some stories will take longer to design than these arbitrary timeboxes. Designers should use their intuition and experience to flag up potentially complex stories in advance, giving themselves increased lead time. It’s bending the Agile rules, but should be encouraged if the product benefits.</content>
<source>
<title>alistapart.com</title>
</source>
<bx:external-link>http://www.alistapart.com/articles/gettingrealaboutagiledesign/</bx:external-link>
<bx:adder>
<bx:fullname>Courtney Bolton</bx:fullname>
<bx:id>cbolton899</bx:id>
<bx:link href="http://bx.businessweek.com/profile/courtney-bolton/cbolton899/"/>
</bx:adder>
<bx:action>
<bx:total>21</bx:total>
<bx:view>16</bx:view>
<bx:save>3</bx:save>
<bx:reaction>2</bx:reaction>
</bx:action>
</entry>
<entry>
<title>What is Agile Risk Management?</title>
<link href="http://bx.businessweek.com/agile-design/what-is-agile-risk-management/18187639036150093843-843696c1ba1c1c7f4164be192cbe2ffb/"/>
<id>urn:com:businessweek:bx:article:18187639036150093843-843696c1ba1c1c7f4164be192cbe2ffb</id>
<updated>2010-10-12T13:52:34.479-04:00</updated>
<summary>Understanding the distinction between risk and uncertainty is key to understanding why Agile methods often work so much better.</summary>
<content type="html">Understanding the distinction between risk and uncertainty is key to understanding why Agile methods often work so much better.</content>
<source>
<title>theagileceo.com</title>
</source>
<bx:external-link>http://www.theagileceo.com/wordpress/index.php/2010/10/what-is-agile-risk-management-2/</bx:external-link>
<bx:adder>
<bx:fullname>Pam Dyer</bx:fullname>
<bx:id>pdyer868</bx:id>
<bx:link href="http://bx.businessweek.com/profile/pam-dyer/pdyer868/"/>
</bx:adder>
<bx:action>
<bx:total>6</bx:total>
<bx:view>5</bx:view>
<bx:save>1</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Agile software development</title>
<link href="http://bx.businessweek.com/agile-design/agile-software-development/9780211027251293609-53b1dc77d1f3908c9aa4d9172affc77f/"/>
<id>urn:com:businessweek:bx:article:9780211027251293609-53b1dc77d1f3908c9aa4d9172affc77f</id>
<updated>2009-07-17T22:53:06.526-04:00</updated>
<summary>Agile software development refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The term was coined in the year 2001 when the Agile Manifesto was formulated.
Agile methods generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices that allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals. Conceptual foundations of this framework are found in modern approaches to operations management and analysis, such as lean manufacturing, soft systems methodology, speech act theory (network of conversations approach), and Six Sigma.</summary>
<content type="html">Agile software development refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The term was coined in the year 2001 when the Agile Manifesto was formulated.
Agile methods generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices that allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals. Conceptual foundations of this framework are found in modern approaches to operations management and analysis, such as lean manufacturing, soft systems methodology, speech act theory (network of conversations approach), and Six Sigma.</content>
<source>
<title>ZAPPIPES</title>
</source>
<bx:external-link>http://en.wikipedia.org/wiki/Agile_software_development</bx:external-link>
<bx:adder>
<bx:fullname>Courtney Bolton</bx:fullname>
<bx:id>cbolton899</bx:id>
<bx:link href="http://bx.businessweek.com/profile/courtney-bolton/cbolton899/"/>
</bx:adder>
<bx:action>
<bx:total>10</bx:total>
<bx:view>5</bx:view>
<bx:save>5</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
<entry>
<title>Agile Innovation, or How to Design and Build a 100 MPG Road Car in 3 Months</title>
<link href="http://bx.businessweek.com/agile-design/agile-innovation-or-how-to-design-and-build-a-100-mpg-road-car-in-3-months/377933068704231782-237cd43e6f82129a79a372026a503f7d/"/>
<id>urn:com:businessweek:bx:article:377933068704231782-237cd43e6f82129a79a372026a503f7d</id>
<updated>2011-02-03T12:34:14.608-05:00</updated>
<summary>Learn how an international, highly collaborative team built a 100 mpg gallon road car in 3 months using Agile methods.</summary>
<content type="html">Learn how an international, highly collaborative team built a 100 mpg gallon road car in 3 months using Agile methods.</content>
<source>
<title>theagileceo.com</title>
</source>
<bx:external-link>http://www.theagileceo.com/wordpress/index.php/agile-innovation-or-how-to-design-and-build-a-100-mpg-road-car-in-3-months/</bx:external-link>
<bx:adder>
<bx:fullname>Pam Dyer</bx:fullname>
<bx:id>pdyer868</bx:id>
<bx:link href="http://bx.businessweek.com/profile/pam-dyer/pdyer868/"/>
</bx:adder>
<bx:action>
<bx:total>7</bx:total>
<bx:view>7</bx:view>
<bx:save>0</bx:save>
<bx:reaction>0</bx:reaction>
</bx:action>
</entry>
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