Lean vs. Agile

People consistently seek a one-size-fits-all solution and the relevant industry is eager to provide books, coaching, training, and consulting services. However, there is no universal solution.

As I reflect on my experiences, many individuals and teams have been disappointed with the outcomes of adopting Lean and Agile methods. I believe that this disappointment stems from misunderstandings about these principles. However, I believe that the core values and principles of Lean Startup and Agile are here to stay and represent meaningful progress in the industry.

However, I also recognise that these methods are not silver bullets and must be used with caution. I have seen teams claim to be following Lean principles but end up spending significant time and resources on an MVP without a clear understanding of its viability.

I believe that the most successful product teams have already advanced beyond the conventional practices of Lean and Agile, taking the best of these principles while pushing the limits of their goals and work processes.

When I observe these teams, they may approach problems differently and use a different terminology, but I consistently see three fundamental principles at the core of their practices:

1. Addressing risks proactively: Unlike in traditional teams where risks are dealt with at the end, modern teams tackle these risks before deciding to build anything. This includes value risk (the likelihood of the product being purchased), usability risk (ease of use), feasibility risk (whether it can be built within the given time, skills, and technology), and business risk (its compatibility with the company's various aspects).
2. Collaborative product definition and design: In contrast to the old sequential approach where a product manager defines the requirements, a designer designs the solution, and then engineers implement it, strong teams take a collaborative approach. Product, design, and engineering work together to create technology-powered solutions that appeal to customers and align with the business.
3. Focus on problem-solving: Unlike conventional roadmaps that concentrate on output, the best teams understand that it's not only about implementing a solution, but ensuring that it effectively addresses the underlying problem. It's about achieving results.

Regardless of your preferred method of work visualisation or description, it's crucial that you:

1. Address the major risks upfront, especially value and business risks.
2. Collaborate on solutions with engineering, design, and product working closely together.
3. Concentrate on resolving issues, not just following features or a roadmap, but ensuring actual outcomes are achieved.

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#productmanagement #digitalproducts #productdiscovery #agile #leanproductdevelopment