going lean across the border, michael hagler, clevertech

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Going Lean: Cross Border Michael Hagler Partner, Clevertech & Kirk Serjeantson CIO, Dicom Transportation LP

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Page 1: Going Lean Across the Border, Michael Hagler, Clevertech

Going Lean: Cross BorderMichael Hagler

Partner, Clevertech &

Kirk SerjeantsonCIO, Dicom Transportation LP

Page 2: Going Lean Across the Border, Michael Hagler, Clevertech

What is Clevertech?

Page 3: Going Lean Across the Border, Michael Hagler, Clevertech

Who is Dicom?

Page 4: Going Lean Across the Border, Michael Hagler, Clevertech

Shipping: It’s Crazy Complicated•  Getting a parcel from A to B isn’t easy

A B

Page 5: Going Lean Across the Border, Michael Hagler, Clevertech

Why is Shipping Complex• In essence, it’s easy. • Shipping is exorbitantly complicated due to:

Regulatory Authorities

EXCEPTIONS

Page 6: Going Lean Across the Border, Michael Hagler, Clevertech

Why is Shipping Complex? (Part 2)• THIS INDUSTRY RUNS ON OLD SOFTWARE

ASP.NET

• AND EVEN OLDER HARDWARE

Page 7: Going Lean Across the Border, Michael Hagler, Clevertech

Dicom – A Growing Company • Private Equity Backed in 2014• Rapidly acquiring partners•Poised to enter the US Market•Clients cross border

•Complex•Tech won’t handle it•Regulations are scary

Page 8: Going Lean Across the Border, Michael Hagler, Clevertech

Cross Border• Why is this so hard?

•Culturally•Technologically•Legally

Page 9: Going Lean Across the Border, Michael Hagler, Clevertech

We Built the SWAT Team• Individually Selected Team

Members from Dicom who <3 innovation• Global Team: • Canada, USA, Portugal, South Africa,

UK, Ireland• GLOBAL PERSPECTIVES

Page 10: Going Lean Across the Border, Michael Hagler, Clevertech

Lean Challenges• Communication• Find common ground• Building background- FAST• Warehouse Visits

Page 11: Going Lean Across the Border, Michael Hagler, Clevertech

Learning Curve• How do we learn, and learn fast?

•Study similar systems•Ship quick, fail fast•Aggressive customer feedback

•Hate mail!•The “it’s just an interface” moment!

•Educate stakeholders, then users!

Page 12: Going Lean Across the Border, Michael Hagler, Clevertech

Quick Sprints• SUPER quick sprints• On-Site summit with product team•Making end users product owners

•An impassioned user is the best user!

Page 13: Going Lean Across the Border, Michael Hagler, Clevertech

The Chinese Restaurant Summit• Quick Validated Feedback • Major customer focus groups•Allowing clients to become innovation partners•New versions bi-weekly

•Never stop shipping•Never stop learning•Never stop failing

Page 14: Going Lean Across the Border, Michael Hagler, Clevertech

Adjusting Requirements• Express and Freight requirements• Fleshing out the shell of the

application to include complexities.• Lot’s of face-palm moments…..

Page 15: Going Lean Across the Border, Michael Hagler, Clevertech

Hate Mail•When change occurs, people

react violently. •Look for pearls of wisdom in

each piece of product ‘hate mail’ and validate it FAST.

Page 16: Going Lean Across the Border, Michael Hagler, Clevertech

Creating Magic• Product Features:

•Want vs. Need • How do you make people smile?

•(Particularly the haters!)

SMS = Marginal Utility

Page 17: Going Lean Across the Border, Michael Hagler, Clevertech

Lesson Learned • Distributed teams=Global perspective•Invite customers to be honest

•Appreciate the hate mail!

Page 18: Going Lean Across the Border, Michael Hagler, Clevertech

Lesson Learned• Sometimes, the best innovators are the people you

least expect. •Don’t ignore any perspective, but validate every perspective

Page 19: Going Lean Across the Border, Michael Hagler, Clevertech

Success• We shipped cross border!•Deployed at major Canadian industrial clients•Clients driving us mobile and onto AppleTV

Page 20: Going Lean Across the Border, Michael Hagler, Clevertech

Recap & Milestone• Changing the way the logistics industry views product

development, and empowering shippers across Canada.•Cut deployment time down from 8 hours to five

minutes.•Deployable on hardware that costs $75 USD vs $500

USD.