Corporate Graffiti – Being Disruptive with Visual Thinking

As you go about your work you’ll come up against walls. Some walls will be blank and boring blockers to progress. These need decoration; spraying with layers that confer meaning. So pick a corner and start doodling. With a new perspective, you’ll find a way around the blockers. Other walls will come with messages – by design or default – leading you in a certain direction. If this isn’t where you want to go, you’ll need to plot your own course by subverting or overwhelming the prevailing visuals.

This is your challenge, and your opportunity for innovation: to disrupt the established visual environment with new ways of looking at the world that, in turn, unlock new ways of thinking. If you think you could make your organisation more agile with some disruptive visual thinking, read on for my experience [on the Organisational Agility channel of ThoughtWorks Insights].

Playing Games is Serious Business

Simple game scenarios can produce the same outcomes as complex and large-scale business scenarios. Serious business games can therefore reduce risk and improve outcomes when launching and optimising services. Gamification also improves alignment and engagement across organisational functions.

This is a presentation on using games to understand and improve organisational design and service delivery, which I presented at the Curtin University Festival of Teaching and Learning.

(Don’t be concerned by what looks like a bomb-disposal robot in the background.)

The slides provide guidance on applying serious business games in your context.

Leave Product Development to the Dummies

This is the talk I gave at Agile Australia 2013 about the role of simulation in product development. Check out a PDF of the slides with brief notes.


"Dummies" talk at Agile Australia

Stop testing on humans! Auto manufacturers have greatly reduced the harm once caused by inadvertently crash-testing production cars with real people. Now, simulation ensures every new car endures thousands of virtual crashes before even a dummy sets foot inside. Can we do the same for software product delivery?

Simulation can deliver faster feedback than real-world trials, for less cost. Simulation supports agility, improves quality and shortens development cycles. Designers and manufacturers of physical products found this out a long time ago. By contrast, in Agile software development, we aim to ship small increments of real software to real people and use their feedback to guide product development. But what if that’s not possible? (And can we still benefit from simulation even when it is?)

The goal of trials remains the same: get a good product to market as quickly as possible (or pivot or kill a bad product as quickly as possible). However, if you have to wait for access to human subjects or real software, or if it’s too costly to scale to the breadth and depth of real-world trials required to optimise design and minimise risk, consider simulation.

Learn why simulation was chosen for the design of call centre services (and compare this with crash testing cars), how a simulator was developed, and what benefits the approach brought. You’ll leave equipped to decide whether simulation is appropriate for your next innovation project, and with some resources to get you started.


  • How and when to use simulation to improve agility
  • The anatomy of a simulator
  • A lean, risk-based approach to developing and validating a simulator
  • Techniques for effectively visualising and communicating simulations
  • Implementing simulated designs in the real world