How to start an inno project and build commitment your team?

You have a vision, you gathered a team and you even have a budget. And now, how do you get your team started? List your team’s expectations, build a common understanding, and let your team take on responsibility. You also have to come to terms with the fact that the project involves uncertainties.

We have the ambition to create a tool that provides micro-learning to train cognitive biaises. Today we have a prototype. Last spring, we had only a vision to lead us. As told in a previous post, one of my colleague detected a need in an industry and an opportunity for us to create a new tool. He gathered a small team and invited us for a kickoff meeting. We were all motivated. How could we proceed?

During the kickoff, we jolted ideas around, and used sticky notes to draw the project. It was important that we all had a common understanding of the tool we wanted to create. This kickoff meeting was also the moment when we created a team spirit and built personal commitment.

Ownership, responsibility and role

As motivated as I was to play my part, I needed to understand how I could contribute to the project and how much time it would involve. We started by writing down the outputs we expected from the meeting. The expectations were various.

Our expectations for the kickoff meeting

Kevin expected us to take ownership. The initial idea came to him and he wrote a paper about it. He expected us to work as a team and take ownership. This is what he means by ‘Co-sign Whitepaper’.

To me ownership meant responsibility. The moment I commit to a project means that I stop saying ‘Kevin’s idea’ or ‘Kevin decided’ or ‘Kevin meant’. I start saying ‘we think’, ‘we decided’. It also means that I committed myself to play my part, make time to work on the project.

I needed to understand, the role that I would play, in other words how, with my competences I would contribute to the project. This is expressed as ‘Where do I position myself?’ From the beginning we are a multidisciplinary team. We have learnt to contribute with our respective skills. Understanding my role leads to better planning. If I understand my tasks and how I relate to the other team members, I can organise my agenda and be available when I am needed.

During this meeting we also decided how we would communicate about the project to our stakeholders’, which at this point, were internal. We finally defined the next steps and decided the content of the next workshop.

Map the idea – understanding with drawing

We were sitting down, listening to Kevin. Sitting around a table is so limiting! Ideas cannot express themselves, they keep eluding and the energy slowly runs low. We couldn’t see what Kevin was explaining. After a moment of deep concentration, I tend to relax a bit, which means that I am not being this concentrated. At some point, we were all running low on energy. Thus we started drawing.

White walls are a blessing. Someone starts drawing and you can add up your idea, then everyone can see and add his/hers.
It started with a sketch, and step by step it became like a map. A map of the idea, where we could navigate, see the stakeholders, start apprehending who we needed to talk to, what we needed to understand, what remains unclear, what is our role, our strengths and weaknesses.

Let your team take ownership by drawing together the idea.

It very much looks like this: drawing, talking and gesturing. When you stand, the flow of ideas wraps you up and before you realize it, you are ‘in it’, you take ownership and you belong. You stand and draw together. It has nothing to do with sitting and looking at someone talking, you are part of it.

Drawing of our project

Our drawing got more complex while our understanding of the situation got clearer.

Be kind to your blue side and deal with uncertainties

Have you ever heard of the DISC assessment? That test attributes colors to people after a test. I never took it myself, but I often heard some friends refer jokingly to it. When they refer to the ‘blue colleague’, they talk about his preciseness, attention to detail and his capacity to be systematic. As I started this project, I realised that part of me, that I will call my ‘blue side’ backed off, because it was unconvinced. My blue part tends to refrain the overly enthusiastic and risky part (I don’t know the color of this side yet ;-)

In other words, during this meeting, my blue side realized that there is a huge part of unknown in this project. When you start an innovation project, you have to be aware of the fact that some uncertainty and risk will always be present. During my studies and work life, I have been trained to try to avoid mistakes and evaluate risk. I usually try to have a fairly good idea of the success I expect  from my actions before I perform them. Starting an innovation process is the contrary of this. It is jumping in the unknown and imagining something that does not exist… yet. You need to be open-minded and accept the risk and unknown.

To conclude: we mapped the project and I accepted the probability to fail

It was time for me to accept that mistakes are part of the game and to come to terms with the probability of failing. An innovation process is made of ups and downs, test, success, mistakes and iteration. The risk is part of the game.

During this first meeting, we mapped the project and the stakeholders It gave us the necessary common grounds to start working together. To draw the project allowed us to clearly see the expertise we needed. We planned the next steps and organized the first workshop where we would invite other experts. The project had officially started.

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The exciting day I started an innovation process for a learning tool

We currently address the need for a modular framework for bite size learning, and we are now investing to create the next level micro-learning system. Innovation ‘for real’ is nothing like you might expect. It does not happen like an apple falling off a tree: good ideas do not fall from nowhere. You have to be open to challenges, to be motivated to work with the team and in a ‘safe’ place, an environnement where trying is allowed.

How to be open to innovation?

You have to be open to new challenges, which is difficult even close to impossible if you are stressed out or under tight deadlines for example. During my first year at Liip (2016), I undertook many projects that had started before I had arrived. As a result, I had little time for planning or strategies, I undertook what was already started. During this first year, everything was new, I was in the turmoil of an event, or in a middle of a project, my whole energy was focused on current tasks.
Before Christmas 2016, my knowledge of the enterprise and the field had exponentially expanded. It allowed me to grasp the necessary bigger picture of my enterprise’s needs and challenges. Simultaneously, many projects came to an end, as a result, I was not under tight deadlines. In other words, I was open to new challenges and ideas. I had cognitive capacity to take on new challenges. When Kevin, a colleague I barely knew, approached me, I welcomed his project with an open mind.

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The Data Stack – Download the most complete overview of the data centric landscape.

This blog post offers an overview and PDF download of the data stack, thus all tools that might be needed for data collection, processing, storage, analysis and finally integrated business intelligence solutions.

(Web)-Developers are used to stacks, most prominent among them probably the LAMP Stack or more current the MEAN stack. On the other hand, I have not heard too many data scientists talking about so much about data stacks – may it because we think, that in a lot of cases all you need is some python a CSV, pandas, and scikit-learn to do the job.

But when we sat down recently with our team, I realized that we indeed use a myriad of different tools, frameworks, and SaaS solutions. I thought it would be useful to organize them in a meaningful data stack. I have not only included the tools we are using, but I sat down and started researching. It turned out into an extensive list aka. the data stack PDF. This poster will:

  • provide an overview of solutions available in the 5 layers (Sources, Processing, Storage, Analysis, Visualization)
  • offer you a way to discover new tools and
  • offer orientation in a very densely populated area

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Startup tool inspiration – what we use

Liip has a fair number of startup customers who often struggle with finding the right set of tools, so I will share here a bit what we are using on a daily basis. We traditionally use a lot of open source tools in our projects. For our infrastructure tooling we also use a fair bit of open source but also an ever increasing amount of SaaS products. Additionally we build some tools internally, some of which we have made open source. One of my holacracy roles is called “Platform Gardener” with the purpose “Provide corporate-wide streamlined digital services and tools”. This role gives me a pretty good overview of the tools we use, which I would like to share below.

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