The ability to structure a problem and converge quickly to solve complex problems, in multi-variable environments, and during challenging times separates us from traditional solutions from both within the company and externally. Our clients use us as a catalyst for change.
Read MoreThere’s usually a gap between when something is wanted and when something can be delivered. Sometimes it is known, often times it is “felt” — yet teams lack data to prove it. Sometimes when its known, attempts are made to ignore the gap for fear that the gap will become a self-fulfilling prophecy. Yet “knowing the gap” can be a powerful tool to create a sense of urgency, well before-the-fact.
Read MoreAs we studied fast teams, we observed three high-level systems that enabled them to be fast. We called these systems Strategy; instilling a mindset for speed at the top, Portfolio; defining the right products at the right time, and Execution; establishing fast structures.
Read MoreFreedom to act, or in many cases “the lack of freedom” is a root cause of delay, apathy, and a general feeling of helplessness. Regardless of the position in the corporation, we see the “lack of empowerment” from the very top to the bottom of the reporting chain. This post is about a system we adapted called “Freedom Scale.” This originated from our best practice research into factors that drove speed — fast organizations empowered people with “freedom” to act quickly. Pushing power down the hierarchy increases speed to market.
Read MoreWhy building a product around customer’s needs is critical for market success.
Read MoreHow the FTTM planning process gets buy-in from the team and committed.
Read MoreDiscusses how we have used Lateral Thinking techniques to find breakthrough ideas to accelerate a schedule. As a reward for reading this post, find a lateral thinking problem at the end.
Read MoreThis post describes how to work together through design and creativity in order to find breakthrough ideas.
Read MoreThis post explains our project planning and tracking process, which has evolved over a 20 year period and through our work on thousands of client projects. The foundation of this process is based on the best practices of fast teams, who we’ve been studying since the early 1990’s.
Read MoreSimon Sinek discusses why we should leave our mobile devices behind when we go out, go to a meeting, etc.
Read MoreEconomist and Financial Times Columnist Tim Harford writes that, “Business success always begins with failure.” Admit and fix, rather than hide and stay the course. Create a culture that encourages fail-fast behavior.
Read MoreWe’ve successfully used this process to “discover” strategic schedule pull-in opportunities on complex projects. By “strategic” I mean large schedule acceleration opportunities.
Read MoreMany have tried to retrospectively discover what made him successful. What were the special things he did differently than others? One in particular concerns the “Reality Distortion Field” which apparently was his trick of getting "10 pounds of flour to fit into a 5 pound sack." In other words, to get people to do impossible things in a shorter period of time than they believed was possible.
Read MoreMy schedule keeps slipping and is out of control. How can I get it back on track?
Read MoreConverge in 1/3 of the time, get to market, generate revenue and then iterate further technology generations. Knowing when to converge is the trick. Converge too soon and you may end up with the wrong product, wait too long to converge and you run the risk of delivering too late.
Read MoreCausing projects to finish on time, or even making them faster is the “back-end” of the new product execution system. Deciding what projects to do, and then aligning them with business strategy and available resources is the “front-end.”
Read MoreA core principle of fast teams is that they spend more time looking forward and less time looking back.
Read MoreFast teams are organized for speed. We call it the Integrated Core Team. What they do is very different. This post outlines how they are organized and the freedom levels they operate within.
Read MoreRecently we were asked, “We're not a research company per se and need to benchmark how "think tanks" estimate innovation durations/cycles of learning that require major breakthroughs.”We assembled this document to stimulate group discussion (within the client’s various advanced development teams). It is not meant to draw conclusions or converge on any specific actions, just to get people thinking and talking. 
Read MoreThis is an overview of the FTTM System (fast-time-to-market) used by fast teams. It is based on best practice research developed by lateralworks.
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