Remaining innovative - struggle story of a growing start-up

Being a start-up we are discovering new business models and experimenting new client behaviour. Our platform is a B2B insurance digital platform which redefines customer experiences of an Insurance retailer / broker. Having 7 paying customers, now all of us are spending time with client on boarding and removing blockers related to legal, contracts and procurements process. We thought we are smart in having a separate team to focus on new discovery / new ideas so that our creative juices keep flowing in the midst of all the chaos of client on- boarding etc.. but this turned us into dysfunctional discovery - delivery teams, we started becoming silo organisations one focusing on discovery and other focusing on delivery.

This case study is about how we experimented a dual track model to regain our agility in experimentation and discovery.


Outline/Structure of the Case Study

Business agility via Dual track agile ways of working < inspiration from Jeff Patton’s excellent article> - 5 minutes

The difficulties of ‘marrying’ Discovery and delivery – 5 minutes

The Discovery-Before-Delivery Fallacy (or Water-Scrum-Fall) -5 minutes

The practicalities of these at our place the case study – 25 minutes

Example Hypothesis

Use FB messenger to help customer to find right travel policy

Ideas - sync up with business strategy and OKRs ( Objectives and Key results)

Objective : Enable cross sell insurance

Key results : Increase buyer - seller interactions by X%


If we build a Fb Bot to help users find a travel policy

Then we will drive traffic to the broker site

We will know we are right because % user make an enquiry


Will they interact, why they interact ? how will they interact?

Allow users to message HugHub via messenger for 8 hours to gauge interactions

Create unbranded Fb page for staff to search Hug

Mimicking a bot message -

Needed to services customer enquiry < policy renewal etc..

Not only enquiries but for customer service

Experiment 2

Open up for existing high value personal insurance customer

Part of the discovery

Opportunity assessment

What is the problem?

Are we solving the right problem

Whom are we solving for?

How will you know you have succeeded?

With discovery we also do story mapping to understand various scenarios

Outcome of discovery

will they buy/pay/ use it < valuable>

Can they use it < usable>

Can we build it < feasible>

will stakeholders support it

Once discovery met the KR we will create stories

Making business to think Output Vs Outcome

Dangers of roadmap

Learning Outcome

Business agility via Dual track agile ways of working

Ideas for hypothesis and experiments

Point of view on how to be innovative on a tight client on-boarding programs

Target Audience

Product Manager, agile leads, Designers

Prerequisites for Attendees

Basic of product management, agile ways of working


schedule Submitted 4 years ago

  • Ant Boobier

    Ant Boobier - All track development - (or how we dropped the collective ego and created a product playbook!)

    Ant Boobier
    Ant Boobier
    Agile Coach
    schedule 4 years ago
    Sold Out!
    45 Mins

    When we moved to a dual-track delivery approach for our Bank of New Zealand Digital product teams, it felt more like Dueling tracks. People knew why we were doing it but were confused about how to link discovery and delivery. Who should do what, when and how? It became a clash of collective egos, stepping on each other’s areas of expertise. This is about how we brought clarity, alignment and direction to those teams by creating a Product Management playbook and how it had a profound effect on how we work and communicate with one other.

  • Nilesh Kulkarni

    Nilesh Kulkarni - Enterprise agility with #noframeworks

    45 Mins

    Many companies in today's VUCA world are planning to bring enterprise agility. While many frameworks are available in market, what is missing is the mindset, culture and organizational design that is needed to bring enterprise agility. It also demands coordination across entire value chain and various business process that are part of, or impact the software development life cycle. This session will focus on larger context of enterprise agility and what is needed to bring life to agile enterprises.

  • Pradeep Chankarachan

    Pradeep Chankarachan - Agility in the Driver's Seat - Re-inventing the wheel of future

    45 Mins
    Case Study

    Automotive industry is in the cusp of it's biggest transformation, Digital transformation in this industry is twice the speed of average adoption rates across technology areas. As the cars of future would be tagged as Autonomous, Connected, Shared and Electric, the change in parts of the car (BoMs), ecosystem(Charging , shared data, safety) software engineering platforms (Car Operating System), external connectivity(5G) and Sytem on Chip needs will bring the digital the key pillar . This would be the epitome of Agility at the center and will establish new standards for a personalized, digital driven connected world under a reliable and secure delivery platform for automotive. The outset of the session is sharing ways to bring the external disruptive collaboration perspective within the organization walls.This session is about sharing my experience of my journey of re-positioning IT for Digital and disruptive automotive industry, re-structuring the organization keeping agility in mind, successful implementation reference like cloud transformation for engineering, nurturing teams to embrace the change.

  • Ravishankar

    Ravishankar - The 'Cannot' Syndrome and the Art of the Possible

    45 Mins

    ******** I submitted this proposal under the Agile Mindset track and after review Tathagat opined that this could be more relevant under the DevOps track advised me to submit this under DevOps track *******

    Enterprise Agility is about collaboration and willingness to embrace risk, learn, improve and move forward. Transformation to Agility requires multi-dimensional changes and these changes are driven by people with the right mind set across the organization.

    Typically in the early stages of a transformation people tend to be skeptical and demonstrate the 'cannot' syndrome - this cannot happen, we cannot do this and this is not the right way and so on. However leaders with positive approach and the right balance of aggression and patience can take along the onlookers and the skeptics and successfully transform towards enterprise wide Agile practices - not only in IT but also in the Business and Support functions.

    My presentation identifies the 'Cannot' syndrome towards Agile and DevOps related transformation at the hierarchical layers of an organization and explores the 'Art of the Possible' to transition people to a 'We can and will do it' journey.