Proof of Concepts has one goal – proof out a concept. That concept can be a new process, an idea, a solution, a product, a prototype – take your pick – it’s something new that you haven’t done before that you want to see if it will work in whatever it is your doing. We undertake them to reduce the risk because if it turns out the proof doesn’t work, we haven’t aligned everything to…
Coming up with values shouldn’t be hard, it shouldn’t take long and should be easily accomplished. Values are a great way to say – “hey whatever we do, they always have to be rooted in this, if they are not rooted in this, we should consider not doing it because they are not part of our values.” It’s not complicated, it’s not stressful, you don’t need a day to do it, and you can start…
I had to have a meeting with a client a while back to discuss an issue on their project. When we got onto the call I phrased it like this… I need to discuss these requirements of what we can and can’t do, and I need to do it without all the project filters, cadence, processes around us. I need to tell you straight up the challenges we’re facing. The response? Thank you, let’s talk.
One of those days where I edited, completed, and was ready to push publish on an episode all ready to go – only to realize we already shipped it. If you haven’t had a listen, take a listen now, Colin and I discuss the ever-present green icon of presence and how it links to trust in the remote workplace.
Everyone did. But not everyone wanted to speak. And not everyone wanted to hear the bad news. And not everyone wanted to discuss the what-if scenarios. So when the client found out, the inevitable question was Who knew? Which then sparked the recycling of the above dialogue.