An online notebook
What makes a good outcome? by Jamie Arnold:
In the world of digital and organisational change, being able to define and communicate a strong outcome is a leadership superpower. Whether you’re working on a product, service, or internal shift, a well-crafted outcome sets direction, aligns teams, and builds momentum. Here’s how to make your outcomes truly effective.
Brent’s Innovation Journey: Building a ‘Base’ for Local Government Innovation by Ryan Hamilton on the LOTI blog:
At Brent, we’ve been trying to rethink how we tackle problems in a way that makes ‘innovation’ not just a buzzword, but a practical, everyday reality in local government.
That journey led us to something exciting: We will soon be launching ‘The Base’ , a dedicated space at the Civic Centre (both physical and cultural) where bold ideas, agile working and collaborative experimentation come to life.
Alan Wright – Jobs to be Done surveys:
As a product manager, one of my favourite ways to prioritise problems to solve for users is to understand their Jobs to be Done (JTBD). The best way to get this data is by having conversations with many users, but this is not always something users have time for. Surveys are a great complimentary method to gather this data quantitatively and quickly. In this post, I share the thinking behind the Jobs to be Done survey I have been running with users in my current role.
Steve Messer: Don’t just keep the lights on, shine bright:
Platform products, built by government for public sector organisations, are intended to be better, cheaper and preferable to competitors. If an arms-length body or small government organisation has to choose between a private-sector platform or a platform built by government, both of those platforms are in a market. The arms-length body will choose which platform to use based on the features offered, the price, the complexity of integration, design, accessibility, and loads of other factors.
Blood, Sweat and Roadmaps by Maarten Dalmijn:
Your roadmap is like an indicator species that reveals all the organizational dysfunctions in your organization. The roadmap is where business and tech meet, where your vision and strategy collide with your execution and teams. The roadmap is where departments and business units compete with your teams and other organizational priorities.