Innovation at Intuit. Ian Maple Agile Transformation Leader Intuit Inc. Designing for

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1 Innovation at Intuit Designing for Agile Delight Ian Maple Agile Transformation Leader

2 Innovation at Intuit Designing for Agile Delight December 5 th, 2016 Ian Maple Agile Transformation Leader

3 Ian Maple Intuit Confidential and roprietary 3

4 Intuit Confidential and roprietary 4

5 Who we are: , B 37M Founded IO Employees Locations Revenue Customers Intuit Confidential and roprietary 5

6 Recognized as one of the world s leading companies: Most Admired: Software Industry 100 Best Companies to Work For Most Innovative Companies Intuit Confidential and roprietary 6

7 s 1 Many 12 6 Agile Since Teams rogram laybooks rinciples Outcomes Intuit Confidential and roprietary 7

8 Deliver world class agility through enterprise-wide adoption of Agile principles

12 Agile rinciples 1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 7 Working software is the primary measure of progress.

The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 3 Deliver working software frequently, with a preference to the shorter timescale.

9 12 Agile rinciples 1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 7 Working software is the primary measure of progress. 2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 3 Deliver working software frequently, with a preference to the shorter timescale. 9 Continuous attention to technical excellence and good design enhances agility. 4 Business people and developers must work together daily throughout the project. 10 Simplicity--the art of maximizing the amount of work not done--is essential. 5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 11 The best architectures, requirements, and designs emerge from self-organizing teams. 6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Intuit Confidential and roprietary 9

10 Employee Customer artners Shareholder True North Goals Create an environment where the world s top talent can do the best work of their lives Delight customers more than rivals in ways that matter most Delight partners who add value to the ecosystem Inspire confidence in our long term growth, leading to a higher stock price Agile Outcomes Employee Engagement Time to Quality redictability roductivity Market Customer Satisfaction Agile rinciples Agile ractices Intuit Confidential and roprietary 10

11 Deliver world class agility through enterprise-wide adoption of Agile principles

12 Doing Agile Living Agile Being Agile World Class Intuit Confidential and roprietary 12

13 How Agile are we?

14 We have a way to assess Agile maturity with a team Intuit Agile Maturity Assessment: bit.do/intuitagilematuritytool Intuit Confidential and roprietary 14

15 Intuit Confidential and roprietary 15

16 We are not there yet - State of Agile at Intuit Survey 2015 Intuit Confidential and roprietary 16

17 How can we help our teams with this problem?

18 Introducing: Design for Delight (D4D)

19 Intuit Confidential and roprietary 19

20 DEE CUSTOMER EMATHY KNOW YOUR CUSTOMER BETTER THAN THEY KNOW THEMSELVES 1.Find a big important customer problem to solve 2.Study customers with Follow Me Homes 3.Interview customers, go deep, understand the why 4.Synthesize info to roll-up surprises and insights and a OV Intuit Confidential and roprietary 20

21 GO BROAD TO GO NARROW TO DISCOVER ONE GREAT IDEA, YOU MUST EXLORE MANY DIFFERENT IDEAS 5. Write a great problem statement 6. Define a big bold Vision and ideal metric 7. Ideate (brainstorm lots of solution ideas) 8. Narrow to one solution idea to start with Intuit Confidential and roprietary 21

22 RAID EXERIMENTS WITH CUSTOMERS MEASURING WHAT THEY DO IS BETTER THAN LISTENING TO WHAT THEY SAY 9. Build and test rapid prototypes 10. List all your assumptions and narrow to a Leap of Faith assumption 11. Write a hypothesis 12. Run experiments 13. ivot or ersevere Intuit Confidential and roprietary 22

23 Lots of D4D Tools Customer Safari 2x2 Narrowing Storyboarding Journey Lines Empathy Map Brainstorming NEXT Tool Intuit Confidential and roprietary 23

24 Exercise: Customer Safari

25 Deep Customer Empathy - Customer Safari 1. VISIT the location where your customer is 2. OBSERVE the activities in their environment 3. CATURE: WHO are the people you observe? WHAT are they trying to do? WHAT are the problems they encounter? WHERE is the problem occurring? WHEN does the problem occur? WHY is it occurring? HOW do they deal with it? Intuit Confidential and roprietary 25

Exercise : Customer Safari at aper Aviation Inc aper Aviation Inc is a paper airplane manufacturer well known for QUICKLY making, highly UNIQUE paper airplanes that travel long DISTANCE.

26 Exercise : Customer Safari at aper Aviation Inc aper Aviation Inc is a paper airplane manufacturer well known for QUICKLY making, highly UNIQUE paper airplanes that travel long DISTANCE. You will perform a customer safari to get deep customer empathy Steps: 1. ick a partner 2. Observe your partner quickly make and test several unique paper airplanes 3. Swap and repeat Intuit Confidential and roprietary 26

27 Customer Safari #1 at aper Aviation Inc (:02) WHO are the people you observe? Airplane Engineer at aper Aviation Inc WHAT are they trying to do? Quickly make and test multiple unique paper airplanes WHAT are the problems they encounter?? WHERE is the problem occurring?? WHEN does the problem occur?? WHY is it occurring?? HOW do they deal with it?? Intuit Confidential and roprietary 27

28 SWA

29 Customer Safari #2 at aper Aviation Inc (:02) WHO are the people you observe? Airplane Engineer at aper Aviation Inc WHAT are they trying to do? Quickly make and test multiple unique paper airplanes WHAT are the problems they encounter?? WHERE is the problem occurring?? WHEN does the problem occur?? WHY is it occurring?? HOW do they deal with it?? Intuit Confidential and roprietary 29

30 Review What did you discover? What surprised you? Could you write one or more problem statements? I am I am trying to but because which makes me feel Intuit Confidential and roprietary 30

31 Back to world class agility

32 We are not there yet - State of Agile at Intuit Survey 2015 Intuit Confidential and roprietary 32

The problem statement I am an Agile team at Intuit I am trying to deliver optimal outcomes using Agile but some of our Agile practices leave a lot to be desired and

33 The problem statement I am an Agile team at Intuit I am trying to deliver optimal outcomes using Agile but some of our Agile practices leave a lot to be desired and we are not making forward progress because we do not have access to Agile coaching which makes me feel frustrated and not supported Intuit Confidential and roprietary 33

34 What is holding us back? Teams Agile Coaches Intuit Confidential and roprietary 34

35 Narrow to one solution to start with: AgileCupid!

36 Not enough coaches Agile Teams Teams Agile Coaches Teams Intuit Confidential and roprietary 36

37 AgileCupid: A way to connect our teams so they can help each other on their Agile journeys Intuit scrum masters and Agile team members We are making slower progress than we want on Agile and agility maturity due to limited access to Agile coaching Have our teams coach each other in their strength areas Intuit Confidential and roprietary 37

38 1. Teams recognize weakness in their Agile practices and want to improve them 2. Teams are willing to seek and receive help from other teams. 3. Teams have strength in some Agile practices 4. Teams are willing to spend time coaching others Intuit Confidential and roprietary 38

Hypothesis #1 Demand If we ask 10+ Intuit scrum masters if they have an Agile opportunity area and would be willing to coached by another team then at least 50% would say yes and commit to do it.

39 Hypothesis #1 Demand If we ask 10+ Intuit scrum masters if they have an Agile opportunity area and would be willing to coached by another team then at least 50% would say yes and commit to do it. Hypothesis #2 Supply If we ask 10+ Intuit scrum masters if their team has one or more Agile practices they are strong in and if so would be willing to coach another team then at least 50% would say yes and commit to do it. Intuit Confidential and roprietary 39

40 Experiment #1 Demand Hi, Can we talk to you and/or your teams scrum master? We would like to talk to you about improving your teams agility, do you have a couple of minutes to talk? We are working to connect Agile teams across intuit with high performing Agile teams that can help coach on Agile practices. Q1. Thinking about your teams implementation of Agile, are there any areas that you are currently trying to improve? perhaps from a recent retrospective? If yes, Q2. Can you commit to a 1 hour meeting next week with a high performing team scrum master in your issue area? If yes, get name, check meeting availability and send invite. If no weaknesses, then switch to experiment #2 Currency: Meeting invite was accepted Intuit Confidential and roprietary 40

41 Results: Experiment #1 Demand 80% of scrum masters/teams accepted a meeting invite to get coaching from another team on an Agile practice Results: Experiment #2 Supply 75% of scrum masters/teams accepted a meeting invite to help another team on one or more Agile practices Intuit Confidential and roprietary 41

42 We have demand We have supply Keep going! Next problem How do we know which teams are good at what? How do we connect these teams? Intuit Confidential and roprietary 42

43 We already have a way to assess teams But we have some problems Intuit Confidential and roprietary 43

44 roblem #1 - Scale Intuit Confidential and roprietary 44

45 ROBLEM #2 - TIME Intuit Confidential and roprietary 45

46 roblem #3 Opinions Intuit Confidential and roprietary 46

47 Let s try metric automation 1. Identify automatable metrics 2. Automate them 3. rovide an interface to display top teams. Intuit Confidential and roprietary 47

Employee Customer artners Shareholder True North Goals Create an environment where the world s top talent can do the best work of their lives Delight customers more than rivals in ways that matter

48 Employee Customer artners Shareholder True North Goals Create an environment where the world s top talent can do the best work of their lives Delight customers more than rivals in ways that matter most Delight partners who add value to the ecosystem Inspire confidence in our long term growth, leading to a higher stock price Agile Outcomes Employee Engagement Time to Quality redictability roductivity Market Customer Satisfaction Agile rinciples Agile ractices Intuit Confidential and roprietary 48

The Metrics Tree True North Goals Agile Outcomes Agile

What metric will you use to measure success?

And so on We started with two key metrics for our first

49 The Metrics Tree True North Goals Agile Outcomes Agile rinciples Agile ractices What do you want to improve? What metric will you use to measure success? What metric, if it were to change, would impact that metric? What metric, if it were to change, would impact that metric? And so on We started with two key metrics for our first prototype Intuit Confidential and roprietary 49

50 Metric #1 Velocity Stability redictability Intuit Confidential and roprietary 50

51 Velocity Stability Intuit Confidential and roprietary 51

52 Metric #2 - Cycle Time Time to Market Also contributes to Velocity Stability Intuit Confidential and roprietary 52

53 Our prototype Intuit Confidential and roprietary 53

54 What s next for AgileCupid? Use the data collect to design our next experiment More automated metrics Outcomes rinciples ractices A better interface Intuit Confidential and roprietary 54

55 How does D4D Innovation fit with Agile? Outside the normal Agile cadence Innovation Days, White Space, Code Jams, Innovation Labs, incubators, etc Fully Integrated with Agile Idea = Initiative Hypotheses = Epic Experiment = Story Explore both! Intuit Confidential and roprietary 55

56 Thank you

Questions? linkedin.com/in/ianmaple http://www.intuitlabs.

57 Questions? linkedin.com/in/ianmaple bit.do/intuitagilematuritytool Intuit Confidential and roprietary 57

ONE! TEAM! 2010, Nick Athanassiadis. All rights reserved.!

ONE! TEAM! 2010, Nick Athanassiadis. All rights reserved.! ONE! TEAM! 1! ONE TEAM! ONE MISSION! 2! CLIENTS! 3! WHATʼS IN OUR! BOX?! 4! 5! POST-IT!!!!!!and! 6! using! AGILE & SCRUM! METHODOLOGIES! 7! AGILE MANIFESTO! 8! AGILE MANIFESTO! Our highest priority is