How some companies thrive with completely dispersed workforces while others flounder with last-century control policies like punch-clocks.

Two things you must do as a CEO if you want to help your product development teams build scalable technology businesses (not just an app).

Google Design hosted the first ever Sprint Conference this past week in San Francisco (#SprintCon17). The conference brought together the most trailblazing of design sprint leaders.

Turns out, when companies grow to several thousand employees, and certainly several hundred thousand, it becomes necessary for someone to make sure information is getting shared. Shared across people, functions, departments, delivery centers, and continents, as effectively as possible.

How and when to connect these powerful frameworks to create new products or rethink existing ones.

Especially a small, non-tech business like yours. In fact, it is completely reasonable for your company to launch a new, innovative product or service to market within the next 100 days. Sound too good to be true? Let’s take a look.

Large, incumbent corporations are scrambling to create innovation programs as a means of maintaining market leadership or completely reinventing it.

Alice Default is a Design Producer within Microsoft’s Outlook Mobile team. Her mission is to build a better email and calendar experience on iOS and Android.

Haya Gaviola is a Sr. UX/UI Designer at a major online payment service provider. She spends her days creating and tweaking experiences that impact millions of people’s financial transactions.

Learn how a global publishing powerhouse that’s nearly 2 centuries old is using design sprints to power their product innovation.

When we think about design sprints, design thinking, and innovation, cancer probably isn’t often the first topic that comes to mind.

One of the biggest assumptions the Sprint book made was that readers already understood how to select the most critical, most appropriate challenges on which to run a design sprint.

First impressions are lasting, especially when they cost time, money, and reputation.

In our last discussion we talked about the #1 design sprint question we hear — “What happens after a design sprint?”

Back in March of 2016, myself and everyone at New Haircut read the Sprint book by the team at GV. We were excited about the framework but weren’t exactly sure how to get started. As well-structured and easy-to-digest as the book was, we still had a myriad of questions…

During a design sprint you validate a big, important idea that you’ve previously researched by building a realistic, customer-testable prototype. But then what?

Every team who hasn’t, can’t or won’t innovate has a story about why the overused “I” word continues to elude them.

After facilitating many design sprints at New Haircut, organizing design thinking workshops and giving talks like this one at InVision, we’ve had the opportunity to talk shop with dozens of sprint practitioners.

A new process called design sprints was incubated from the design partners at Google Ventures. And it’s starting to create serious buzz in board rooms and corner offices. Here’s what all business executives need to know about it…