Teams | Collaboration | Customer Service | Project Management

Innovation is...? What innovation means to product leaders today

What are three words that come to mind when you hear the word “innovation?” That’s exactly what we asked a dozen enterprise product leaders when conducting interviews with them earlier this year. Their answers — which included words like complexity, consumer, transformation, and fun — show just how unique and varied perspectives on innovation can be.

What AI advancements mean for product development teams

By providing access to vast amounts of data and increasing computational power, AI and machine learning are changing how we work. In product development, this new technology is creating an opportunity for Agile teams to overcome the limitations of traditional processes and instead focus on more meaningful work.

Want to master innovation? Start by validating ideas quickly with these tips from product wizard Ash Maurya

Ash Maurya is the acclaimed author of Running Lean and Scaling Lean. In 2009, a significant realization about the importance of developing products to meet real needs led him to the Lean Startup movement, which was pioneered by Eric Ries and Steve Blank. From there, Ash created several business modeling tools, including the Lean Canvas, Traction Roadmap, and Customer Forces Canvas. Today, his frameworks and methodologies are used by over a million people globally through his company, LEANSTACK.

What's New: What we launched in April 2024

In the ever-evolving world of product planning, staying ahead of the curve is essential. This month, we want to share with you a series of updates designed to streamline your process and enhance collaboration. We’ve fine-tuned the Planner app, turbocharged Azure DevOps collaboration, and built some more features to boost your diagramming experience. These and other enhancements are poised to elevate your productivity to new heights.

How I do it in Miro: Run retrospectives with software engineer Rob Hopps

Even if you’re not an engineer, if you work in tech, chances are you’re familiar with retrospectives. Some might argue that retros are a waste of time, emphasize the negatives, or can suffer from a recency bias. Despite these challenges, retros are an important part of development work. They help teams learn from past mistakes, celebrate the successes, and — when practiced long-term — can capture trends and patterns that foster more comprehensive insights.

Invest in winning ideas with assumption mapping

A healthcare tech team has an exciting new idea. They see an opportunity to integrate new app features that support patient care beyond telemedicine appointments, like how-to videos for home exercise programs prescribed by physical therapists and detailed dietary guidelines from nutritionists. So they send out user surveys and develop a beta version for early adopters, who enjoy the new additions. But when they roll out the final version, it’s a flop. What happened?

Agile beyond software development: How to empower non-tech teams

What’s the first thing that comes to mind when you hear the word “Agile?” It’d be no surprise if your mind goes straight to software engineering, given Agile’s origins as a self organized way of working for developers in the early 2000s. But in recent years, its methodologies have become ubiquitous as a highly efficient way for all teams to work, with its frameworks used everywhere from marketing to HR, in military operations, and beyond.

How I do it in Miro: Jumpstart journey mapping with product designer Maureen H.

Previously we launched a new “How I do it in Miro” video series hosted both by regular users and our very own Mironeers. These videos are designed to help you learn — fast — how you can use Miro for your specific job. The first video featured Miro UX researcher Deniz Kartepe, who demonstrated how he uses Miro to run a research project end to end. You can read about it here.

Achieve continuous improvement with as-is and to-be process mapping

In 1952, brothers Richard and Maurice McDonald closed their BBQ restaurant for three months to focus on one small aspect of their business: hamburgers. Like many other restaurants at that time, their processes were slow and inefficient. They cooked menu items to order, used non-disposable dishes, and delivered meals via carhops. To cut costs and serve hamburgers faster, the brothers took their crew out to a tennis court.