Fostering the Beginner's Mind in Legacyland
Often the landscape of exploration and freedom is reserved for "greenfield". So much so, that we refer to established markets as "brownfield". What happened? When did the grass die out? At what point did the fruited plains become a wasteland of Mad Max resource clawing? Probably when your organization stopped engaging in novel ways to explore continuous product improvement- or worse!- segmented out an entire division that gets to go do "cool things".
If constraints create creative solutions and your product is already a necessity, our challenge is to forget everything we know about how the products we build got to their current state but instead continuously reevaluate their fit. This action is harder done than said. Where do you start?
Changing legacy products is hard, transforming them is even harder. Over the last two years, we set out to do just this and we would love to share what we learned about this process, the skills you will need, and the challenge of repetition, failure, and human dynamics in uprooting.
Learn how a tenacious group of humans attempted to let go of everything that had gotten them to success until that point and rather than bury their heads in the sand- wrapped their arms around reality.
Outline/Structure of the Talk
Segment 1 (15 Mins):
- What is the Beginner's Mind, or Shoshin, and how can it help us to overcome our internal blockages to Product evolution?
- Our Story - Coming to terms with reality
Segment 2 (25 Mins):
- Infusing exploration into our practice
- Unlearning bad product behaviors in legacy applications
- Including everyone in change
- The Great Pushback
Segment 3 (15 Mins):
- Where we are now and how our culture adapted
- Blindspots and antipatterns
Questions (5 Mins)
- Understanding and appreciation for shoshin
- How to leverage this for yourself, your team, and your leadership
- What does this mean inside of organizations and what impact can it have on legacy applications
- Challenges and struggles in evaluating legacy products for continued product/market fit
- Realism v. Hope v. Optimism
- Meeting the needs of existing customers while regrowing the grass in the brownfield
- Convincing your leadership to invest
- The critical importance of strategy, vision, and roadmap (all different)
- Antipatterns on the Path & What We Learned
- Culture, Lifestyle, and Hard Decisions
Product People, Leaders, Change Needers
Prerequisites for Attendees
schedule Submitted 3 years ago
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