Finding the right agile practitioners can be a challenge. At the core of this challenge is the need to assess character trades in action that only emerge in an experiential setting really. For a while now, I have the opportunity to mentor Alvaro Junqueira and Yury Speranskiy on their prototype. They aim to tackle this challenge by building a virtual online community of practice. As a result, anyone in need for building that next great and truly agile team will soon be able to tap into this curated market place and make better choices. I’ll share more once the team is ready.
The Augmented Reality hackathon at the University of Auckland went well and the turn out for the open door event was fantastic. Earlier in the week, I had managed to bring along a couple of principal engineers from ClearPoint during the hackathon itself. Putti’s CTO brought along one of their lead engineers on the last day. It was a start. To get industry folks really excited more needs to happen when it comes to building sustainable ways of engagement with industry. The UoA’s emerging design school working with the bio-engineering department might achieve this over the coming years.
There is much talk about Virtual Reality (VR) and Augmented Reality (AR). But at least in New Zealand the commercial uptake of practical solutions in these fields is still very much at a nascent stage. I was glad to introduce Mark Billinghurst, one of the leading thinkers and practitioners in these fields, to the CEOs and their teams of forward thinking companies such as ClearPoint and Putti in Auckland this week. Watch this space for my blurb on Mark’s MagicLeap hackathon in three weeks.
This time I took a small team of people from across Tower Insurance to a Go and See in good old Lean fashion (gemba). We learned from the Auckland Health District Board at Auckland City Hospital how they drive change and make continuous innovation happen to grow the organisation. To name just a few of the things that stood out: the approach of Release Time to Care, the practice of Rapid Improvement Events and the Design Lab’s valuing return on portfolio over return on investment.
Let’s face it, large organisations are often slow when it comes to bringing new products and services to market. Inspired by how start-ups operate they believe they simply have to speed up in order to be successful. This is not true. Yes, speed matters, but it’s not about how fast you can launch a new product or service – it’s about how fast you can learn what works and what doesn’t. See more here: www.innovate-strategy.com