Summary of Jeff Gothelf & Josh Seiden's Sense and Respond

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The digital revolution has brought two critical forces to the world of business: uncertainty and continuous change. Companies that apply the power of continuous change to their products, services, and businesses as a whole are able to adapt quickly to uncertainty.
#2 The team at Facebook could have simply hired more reviewers to deal with the deluge of inappropriate photos, but instead, they began to look into the reported photos. They realized that most of the photos were not actually inappropriate.
#3 Until now, the common response in business and government has been to separate technology from core operations. But this approach doesn’t work because it reduces the business’s capability to act.
#4 The first wave of internet companies in the late 1990s offered a new kind of software distribution model: software as a service. In this model, we didn’t install software on our local computers. Instead, the software ran on a company's server, and we consumed it over the web.

Sujets

• Marketing
• Marketing et communication
• General officer
• Economics
• Business
• General

Informations

• Publié par: Everest Media LLC
• Date de parution: 03 mai 2022
• Nombre de lectures: 0
• EAN13: 9781669399049
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Jeff Gothelf & Josh Seiden's Sense and Respond
Contents Insights from Chapter 1 Insights from Chapter 2
Insights from Chapter 1

#1

The digital revolution has brought two critical forces to the world of business: uncertainty and continuous change. Companies that apply the power of continuous change to their products, services, and businesses as a whole are able to adapt quickly to uncertainty.

#2

The team at Facebook could have simply hired more reviewers to deal with the deluge of inappropriate photos, but instead, they began to look into the reported photos. They realized that most of the photos were not actually inappropriate.

#3

Until now, the common response in business and government has been to separate technology from core operations. But this approach doesn’t work because it reduces the business’s capability to act.

#4

The first wave of internet companies in the late 1990s offered a new kind of software distribution model: software as a service. In this model, we didn’t install software on our local computers. Instead, the software ran on a company's server, and we consumed it over the web.

#5

The shift from a manufacturing process to a distribution process is a paradigm shift. In the digital world, there is no longer any manufacturing. The cost of change is now low, and companies can release new features and capabilities at a rapid pace.

#6

The first generation of consumer software changed how we work. It was inflexible, but it allowed businesses to deliver customer services based on, mediated by, or simply supported with software.

#7

Agile software development, which is at the heart of sense and respond, helps create transparency. It is easy to see what the team is doing because it is sharing its work continuously.

#8

The scientific method is used by companies to optimize the checkout flow at Amazon. They release different versions of a portion of their website and route incoming traffic to the variant versions, comparing the performance of the versions.

#9

The internet has made it easy to connect apps into larger communication systems, which requires a different management approach. It is difficult to predict how groups of people will use systems and what parts of the system they will find valuable.

#10

The hashtag story is an example of a company responding to unpredictable user behavior in a way that creates value. If businesses are open to uncertainty, they can find new ideas in the unpredicted user behaviors that emerge from it.

#11

The typical twentieth-century leader was uncomfortable with the idea of I don’t know. To admit uncertainty was seen as a sign of weakness. However, this mindset is still common in many organizations, and it is especially a problem when it comes to seeking emergent value in complex adaptive systems.

#12

We must now begin to manage our businesses in the same way we manage our software. Where we once managed software in the same way we ran our businesses, now we need to manage our businesses in the same way we manage our software.

#13

Teams must be allowed to act in order to operate in this new, continuous rhythm. They must be given greater decision-making authority, as the assembly line approach of the industrial era sought to separate thinking from doing. People are not machines, and the process of sensing market need and responding quickly is not conducive to thought- and decision-minimizing approaches.

#14

The auto industry is being revolutionized by digital technology. In March 2015, Tesla Motors, a producer of electric cars, announced that it would be solving one of its biggest obstacles to success, range-anxiety: the fear that an electric car will run out of power somewhere with no charging station within range.

#15

The auto industry is also changing as software is being used to upgrade the cars themselves, as well as the maintenance process. Anything else. Yes, the release cycle of the auto industry is changing as new features can be released whenever they are ready.

#16

One extreme example of how companies are able to release products quickly is Chinese phone maker Xiaomi. Founded in 2010, Xiaomi releases phones in small batches every Tuesday, and each batch sells out quickly.

#17

The post-industrial age means a change in the way companies operate. They must consider and change how their teams operate, how they conceive of, create, and market their products and services.

#18

Organizations are experiencing the difficulties of moving to a continuous rhythm. This is because the rest of the business is not yet prepared to move to this new rhythm.

#19

The best way to deal with uncertainty is to adopt a continuous, small-batch approach that is oriented toward learning your way forward. This approach is relevant across business because many operations are tied to software.

#20

The sense and respond approach creates two-way conversations with the market. Teams use these conversations to create value. For example, in 2014, Time Inc. asked our company to help them build a new digital product offering for their Cooking Light magazine property.

#21

The Cooking Light team needed to learn what type of service would provide the best value for readers.