free ebook by Bob Marshall (PDF) https://flowchainsensei.wordpress.com/2013/04/23/product-aikido/ The essence of product development is an intense and ongoing struggle between organizing intent and entropy. Organizing intent is the will of the company, manifest in the actions of its product development people, bent on meeting the goals of the company through the creation and evolution of products and product features.

cf aikido, Agile Product Development

Excerpts

Foreword

This is the first version of Product Aikido -- an exemplar of a manual or handbook for an organisation’s Product Development Group

...emphasize product development’s complexity and unpredictability, and to widen the definition of product development to account for modern business’s increasing dependence on technology and technology-based products, the changing mores of society, and the rapid pace of technological and business change

Preface

Chapter 1
 The Nature of Product Development

we first need an appreciation for the nature of product development itself -- its moral, emotional and intellectual characteristics, and demands. A common view of product development among all people in an organisation, is a necessary base for the development of a cohesive doctrine, because any approach to the conduct of product development derives from a shared understanding of the nature of product development.

The essence of product development is an intense and ongoing struggle between organizing intent and entropy

Product development is thus a process of continuous adaptation to events, of give and take, simultaneous synthesis and dissolution

The object in product development is to continually evolve the design of something of value -- along with everything else needed for the customer to have a compelling reason to buy.

Our fundament currency of means is the experiment -- through which we discover the optimum “sweet spot” where all stakeholders’ maximum appreciation of value intersects.

The target of our experiments may be a known pain suffered by one or more individuals or businesses, or it may extend to our suppositions about pains nor yet expressed or known

Total satisfaction and ubiquitous pain rarely exist in practice

The decision to seek a remedy to their pain (or an increase in pleasure) through the procuring of a product of some kind may arise at any point within these extremes, even during periods of relative calm

Friction

Portrayed as a clash between organizing intent and entropy, product development might appear a simple enterprise. In practice, the conduct of product development becomes extremely difficult because of the countless factors that impinge on it. These factors collectively have been called friction, which Carl von Clausewitz described as “the force that makes the apparently easy so difficult”.

Friction may be mental, as in indecision over a course of action. It may be physical, as in physical laws that must be overcome. Friction may be external, imposed by competitors’ or customers’ actions, legislation, poorly-suited tools, or mere chance.

Uncertainty

Uncertainty pervades our actions in the form of unknowns about the problem space, about the environment, and even about what other parts of our own company are doing

all actions in product development will be based on incomplete, inaccurate, or even contradictory information.

Because we can never eliminate uncertainty, we must learn to act effectively despite it.

We can do this by developing simple, flexible, unambiguous plans; planning for likely alternate contingencies; developing standing operating procedures; and fostering initiative in everyone -- from the most experienced, to the newest developer recruit.

One important source of uncertainty is a property known as nonlinearity

By its nature, uncertainty invariably involves the appreciation, estimation and acceptance of risk. Risk is inherent in business --  product development not least -- and is involved in every endeavour. Risk is equally common to action and inaction.

Part of uncertainty lies in the ungovernable element of chance

The constant potential for chance to influence outcomes in product development, combined with the inability

to prevent chance from impacting on plans and actions, creates psychological friction.

Fluidity

no episode can be viewed in isolation. Rather, each episode merges with those that precede and follow it -- shaped by the former and shaping the conditions of the latter -- creating a continuous, fluctuating flow of activity replete with fleeting opportunities and unforeseen events. Since product development is a fluid phenomenon, its conduct requires flexibility of thought.

Flow

the continuous, smooth flow of value from us to our customers, is our desired operating condition. In product development, economy comes from flow, and not, as more often but mistakenly believed, from scale. (flow state)

Disorder

In an environment of friction, uncertainty, and fluidity, product development gravitates naturally toward disorder

By historical standards, the modern landscape of product development is particularly disorderly

The power, complexity and ambitions of modern product development and its technologies has decreased cohesion between collaborative efforts

Complexity

our organizing intent is not a single, homogeneous will guided by a single intelligence. Instead, it is a complex (adaptive) system consisting of numerous individual parts. A business unit comprises functions, or value streams. These comprise departments or groups, and so on all the way down to product development teams which are composed of individual engineers

The Human Dimension

Product development is an extreme trial of moral and intellectual strength and stamina. Any view of the nature of product development would hardly be accurate or complete without consideration of the effects of fear, obligation, guilt and shame, as well as numerous cognitive biases, on those who do the work.

Human will, instilled through fellowship and mutual support, is the driving force of all action in product development

Fear, Obligation, Guilt and Shame (blame)

Software product development is among the greatest challenges known to humanity. Deluding ourselves as to this reality serves no one well.

It is through the use of nonviolence that we set free our intellect to find winning products

Since product development is a human phenomenon, the use of fear, obligation, guilt and shame, society’s normal reaction to challenges, has a significant negative impact on the conduct of product development.

Intellectual, Moral and Emotional Forces

the greatest effect of fires (panics) is generally not the amount of disruption they cause, but the effect of that disruption on folks’ moral strength

The Evolution of Product Development

The Science, Art and Dynamics of Product Development

Various aspects of product development fall principally in the realm of science

An even greater part of the conduct of product development falls under the realm of art — or intuition — which is the employment of creative or intuitive skills

The art of product development requires the intuitive ability to grasp the essence of a unique business situation and the creative ability to devise a practical solution. It involves conceiving strategies and tactics and developing plans of action to suit a given situation.

We thus conclude that the conduct of product development is fundamentally a dynamic process of human intention requiring both the knowledge of science and the creativity of art but driven ultimately by the power of humanity

Conclusion

Chapter 2: The Theory of Product Development

Having arrived at a common view of the nature of product development, we proceed to develop from it a theory of product development

Product Development as an Act of Purpose

Purpose and business strategy are related but not synonymous, and it is important to understand product development in both contexts

The single most important thought to understand about our theory is that product development must serve our organisational purpose.

we may also have to adjust our purpose-related objectives to accommodate our chosen — or available —  means

It is important to recognise that many business strategy problems cannot be solved by means of product development efforts.

Means in Product Development

diplomatic, financial, intellectual and psychological forces.

The Spectrum of Action

A Product Development group, as the tip of any organisation’s spear, must have the versatility and flexibility to deal with a situation at any scale across the entire spectrum of product development demands.

Levels of Product Development

several interrelated context which form a natural nesting (strategic context)

We distinguish between business strategy, which coordinates and focuses all the elements of the business to attain the organisational purpose, and product development strategy, which is the application of development power to secure the organisational purpose

Product development strategy can be thought of as the art of winning markets and securing revenues. Strategy involves establishing goals, assigning resources, providing assets, and imposing conditions on the use of customer relationships in certain markets. Strategy derived from organisational purpose must be clearly understood to be the sole authoritative basis for all operations

The innermost context level is the tactical

The operational context of product development links the strategic and tactical contexts

The operational context includes deciding when, where, and under what conditions to commit resources to getting things done — and when, where, and under what conditions to refuse to so commit, in support of higher aims

Initiative and Response

By taking the initiative, we dictate the terms of the action and force events to meet us on our terms

If we cannot take the initiative, we are compelled to respond to events. The response generally has a negative aim

Styles of Product Development

Styles in product development can be described by their place on a spectrum of attrition and manoeuvre. (War frames)

Product development by attrition pursues victory through the cumulative elimination of unknowns... sees... product development as a straightforward test of strength

On the opposite end of the spectrum is product development by manoeuvre which stems from a desire to circumvent a problem and attack it from a position of advantage rather than meet it straight on. (Agile Product Development)

Rather than pursuing the cumulative surmounting of every unknown and likely feature in the prospective product space, the goal is to deliver maximum “value” in a minimum time frame

Rather than being viewed as desirable targets, areas of complexity and likely high cost are generally avoided. Instead of attacking these targets, the goal is the application of our strength against selected market and customer “sweet-spots” in order to maximise advantage.

Success depends not so much on the efficient performance of procedures and techniques, but on understanding the specific characteristics of the market or customer in question, and the things valued most highly. Manoeuvre relies on speed

All product development involves both manoeuvre and attrition in some mix

The Product Development doctrine detailed in this publication is based principally on product development by manoeuvre

Development Power

Speed and Focus

Surprise and Boldness

Centres of Gravity and Critical Vulnerabilities

Creating and Exploiting Opportunity

Conclusion

Chapter 3: Preparing for Product Development

Capability Planning

Organisation

Doctrine

Doctrine is a coherent packaging of the fundamental beliefs of a Product Development group, on the subject of product development— from its nature and theory to its preparation and conduct

A doctrine is made official by the Head of Product Development and as established in this publication

Professionalism

The product development profession is a thinking profession. Every person is asked to be a student of the art and science of product development.

The style of product development outline here asks for intelligent people with a penchant for boldness and initiative

Initiative, the willingness to act on one’s own judgment, is a prerequisite for boldness

trust is an essential trait

Relations among all product development people are based on honesty and frankness, regardless of disparity in e.g. skills, experience, pay grades or position

Learning

learning should not stop with the commencement of action; learning must continue during product development action — to adapt to the lessons of each moment

The Product Development group allots its people sufficient time and freedom to accomplish the learning necessary for them to achieve proficiency in their various specialisms.

In order to develop initiative, opportunities for learning — as for action — are decentralised

Formal learning of the workshop variety approximates the conditions of real product development as much as possible; that is, it introduces friction in the form of uncertainty, stress, disorder, and entropy.

This last characteristic is most important; only in chaotic, free-play exercises can we practice the art of product development.

Reflection is an important part of formal learning because introspection and retrospection, even after success, is essential to improvement

we conduct reflection sessions as an integral part of each formal learning session, before memory of the events has faded. Reflection is held in an atmosphere of open and frank dialogue in which everyone is invited to contribute

Professional Product Development Education

The early stages of a product development specialist's career are, in effect, an apprenticeship

As each person continues to develop, mastery encompasses a broader range of subjects and extends to the whole-product level of product development

All professional schools focus on developing a talent for product development judgment, not on imparting knowledge through rote learning.

everyone has an individual opportunity to study the profession of product development. Anyone lacking either interest in or knowledge of the history and theory of product development — the intellectual content of the product development profession — is a product development professional in appearance only

Group Dynamics

Since product development is at base a human enterprise, effective group dynamics are important to success. This is especially true for a doctrine of Product Aikido which places a premium on individual creativity and action

Equipping

the Company’s Product Development group will exploit existing capabilities — “off-the-shelf” technology — to the greatest extent possible

Acquisition is a complementary, two-way process based on established operating and functional concepts

Finally, we must exercise discipline in the use of technology. Advanced information technology especially can tempt us to try to maintain precise, positive control over teams and people, which is incompatible with the Product Development group’s philosophy of coordination

Conclusion

There are two basic product development functions: product development, and preparing for product development

Chapter 4: The Conduct of Product Development

The Challenge

The challenge is to develop a concept of product development consistent with our understanding of the nature and theory of product development and the realities of the modern business climate

Product Aikido

a product development doctrine based on rapid, flexible, and opportunistic manoeuvre

taking action to generate and exploit some kind of advantage as a means of accomplishing our objectives as effectively as possible

Product Aikido is a product development philosophy that seeks to overcome the effects of entropy and friction through a variety of rapid, focused, and coordinated actions which create a situation favouring our success.

This is not to imply that skills and experience are unimportant. On the contrary, skills and experience are central to Product Aikido. Nor do we mean to imply that we will pass up the opportunity to delver a whole product. We will concentrate skills and experience at decisive points to deliver functionality whenever the opportunity presents itself and when it fits our larger purposes

Also inherent is the need to focus our efforts in order to maximise effect. In product development this includes non-functional and emotional aspects of value, again not so much as a source of additional satisfaction, but as a source of emotional awe.

By studying our situation, we will attempt to appreciate the perceptions of our market. Through emotioneering we will try to shape the market’s expectations. Then we will exploit those expectations by over-delivering

Product Aikido puts a premium on certain particular human skills and traits. It requires the temperament to cope with uncertainty. It requires flexibility of mind to deal with fluid and disorderly situations. It requires a certain independence of mind, a willingness to act with initiative and boldness

Orienting on Value

Customer value is whatever engages, and delights the customers

We will try to “get inside” the customers business and see the value as customers — and other stakeholders — see things so that we can set them up for success

Philosophy of Coordination

coordination and prioritisation of effort must be decentralised

teams in the thick of it must make decisions on their own initiative, based on their understanding of the mission objectives (organising intent)

Further, a competent team who is at the point of decision will naturally better appreciate the true situation than a coordinator or executive some distance removed

The principal means by which we implement decentralised coordination and prioritisation is through the use of mission-type tactics — also known as auftragstaktik.

We believe that implicit communication — to communicate through mutual understanding, using a minimum of key, well-understood phrases or even anticipating each other’s thoughts — is a faster, more effective way to communicate than through the use of detailed, explicit instructions, charts, plans, and such like

several practical implications

First, we establish long-term working relationships to develop the necessary familiarity and trust

Second, we ask that key people — “actuals” — talk directly to one another when possible

Third, we communicate orally when possible, because we communicate also in how we talk — our inflections and tone of voice

Fourth, we communicate in person when possible

Finally, we recognise the importance of fellowship

we recognise that product development is inherently disorderly, uncertain, dynamic, and dominated by friction. Moreover, Product Aikido, with its emphasis on speed and initiative, is by its nature a particularly disorderly style of product development

we do not strive for certainty before we act

our philosophy requires competent coordination and prioritisation at all levels.

Our philosophy also requires familiarity among fellows because only through a shared understanding and mutual trust can we develop the implicit communication necessary for unity of effort

Shaping the Action

we have some larger picture of how we expect to achieve success. That is, before anything else, we conceive and articulate how we intend to win

The first requirement is to establish what we want to accomplish, why, and how

Decision-making

If we fail to make a decision out of lack of will, we have willingly surrendered the initiative to entropy. If we consciously postpone taking action for some reason, that is a decision.

Time is a critical factor in effective decision-making — often the most important factor. A key part of effective decision-making is realising how much decision time is available and making the most of that time

That said, we also recognise those situations in which time is not a limiting factor — such as deliberate planning situations — and do not rush our decisions unnecessarily

since all decisions must be made in the face of uncertainty and since every situation is unique, there is no perfect solution to any product development problem. Therefore, we should not agonise over one.

Mission-type Tactics

the tactics of launching a sub-mission without specifying how the mission must be accomplished. We leave the manner of accomplishing the mission to the team

teams can adapt their actions to the changing situation. They inform everyone of what they are doing and have done — through information radiators and visualisations, for example — but they do not seek nor wait for permission

Mission-type tactics only works well when everyone acts with “topsight” — a grasp of how their actions fit into the larger situation

Organising Intent

There are two parts to any mission: the artefacts to be delivered and the reason or intent behind them

Of the two, the intent is predominant

A clear expression and understanding of intent is essential to unity of effort. The burden of understanding falls on everyone in equal measure

Main Effort

Of all the actions going on within our endeavour, we recognise one as the most critical to success at any given moment

The main effort receives priority for support of any kind

We cannot take lightly the decision of which work we designate as the main effort. In effect, we have decided: This is how I will achieve a result; everything else is secondary

Surfaces and Gaps

Put simply, surfaces are hard spots — where entropy is strong — and gaps are soft spots — where entropy is weak. We avoid areas of strong entropy and focus our efforts against areas of weak entropy with the object of creating the most value for the least cost

Generalising Specialists

we follow a doctrine of generalising specialists — also known as multi-skilling, or “Cthulhu-shaped people”.

Conclusion

Product Aikido exists not so much in the specific methods used — we do not believe in a formulaic approach to product development — but in the minds of the people engaged in product development

Product Aikido is a way of thinking in and about product development that shapes our every action. It is a state of mind born of a bold will, intellect, initiative, and acute opportunism.