• Agile Innovation Process Manifesto

    by  • April 24, 2014 • Innovation methodology, Innovation Series

    Traditionally, a new product or service development and the preceding innovation process is conceptualized in a sequential and rigid formal process within the organization. However, present day customers demand more responsiveness from products and services. This renders traditional top-down product and service development methods obsolete. Therefore, we have developed an Agile Innovation Process, based on an agile philosophy, which is intrinsically responsive by being open to change.

    The Agile Innovation Process encompasses an iterative approach, collective ownership, group work, and individual empowerment. The process is also simple and lightweight in nature to allow teams to move rapidly to a finalized product design through a series of “create-test-feedback-and-revise” iterations.

    All the practices proposed are aligned with The Agile Manifesto. This manifesto contains a set of 12 principles that describe what it means to be Agile, supporting project teams in the implementation of projects in an agile manner. ExtremeFactories proposes an Agile Innovation Process and, as such, it draws from the principles of The Agile Manifesto as follows:

    The Agile Innovation Manifesto


    The highest priority is to satisfy the customer through early involvement in the Innovation Process and through the continuous delivery of value along the Innovation Process.


    Agile processes harness change for the customer’s competitive advantage. Changing requirements (and priorities), even late in the Innovation Process, are welcome and should be accommodated.


    Working concepts are delivered frequently along the Innovation Process -from a couple of weeks to a couple of months-, with a preference for the shorter timescale, so they can be rapidly validated by third parties.


    Key stakeholders of the company work together daily throughout the Innovation Process. Multidisciplinary collaboration is mandatory to succeed in the Innovation Process.


    Motivated individuals should take part of the Innovation Process. The Innovation Process itself can be used to motivate unmotivated individuals. Create the environment they need, support them, trust them to get the job done and reward them.


    Face-to-face collaboration with the rest of the team is great, especially among team members who belong to different disciplines. Technology, also, can be a very good ally for interfacing distributed and heterogeneous teams.


    Validated working concepts are the primary measure of progress. Do you have an idea? Implement the concept and invite a group of people to validate it. This is applicable in all stages of innovation.


    Innovation is not an individual process. A company where innovation has permeated the whole organization is able to apply innovation principles to daily tasks. Management, staff, customers and suppliers should be aware of this and naturally apply innovation principles in daily operations.


    No matter the stage of innovation we are in, the team should pay continuous attention to technical excellence and good design.


    First things first! Focus on essential items and get the non-essential ones away from your attention


    The best ideas, architectures, requirements, and designs emerge from self-organizing teams.


    At every stage of the Innovation Process, the team will analyse the results obtained and the effectiveness of the process. Then fine-tune and adjust what ever is necessary to improve the process.


    Adapted from Agile manifesto (http://agilemanifesto.org/)