Workshop on Design Sprint - Concept to Confidence in less than 5 days

How fast can you go from an Idea to Reality?

From an idea to the time you validate your solution with real users - not friends and family, how long does it take?
In case you are yet to start, how long should you take?

Lean Startup is a buzz-word these days. And for a good reason too - it works! But, there may be times when you get hung-up trying to validate with methods like landing pages, MVPs, MVFs and Interviews. And before you know it, a month has passed by, trying to generate traffic to your landing pages, making sense of analytics and polishing your MVP. 

The Google Ventures' Design Sprint is a framework for solving real-world problems through research, ideation, prototyping and talking to real users, in 5 days or less.

How will Design Sprint help?

  • Focus. First off, design sprint will put you on the clock. 3-5 days of complete immersion. 
  • Build the right thing. Taking a Design Thinking approach inspired by IDEO, will help you look at the problem the way your customer would. Then user your teams creativity to solve it in unique ways. 
  • See the Truth. When you'll put the prototype to test in the hands of a real user, your team will see first-hand what works and what doesn't. It's the next best thing to reading your customer's minds.
  • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.


When we conducted design sprints with our customers, we had some unexpected realizations:

  • We saw that the ownership and motivation in the team improved significantly.
    They were mindful about "why" they were working on the features they were working on.
  • Our customers would say, "This has completely changed the way I think about building products." 
    Going from a solution driven approach to problem-first approach and keeping the products very lean.



Outline/Structure of the Workshop



  1. Introduction to Design Sprint
  2. Understand
    1. Pitch
    2. User Personas
    3. Competition Overview
    4. User Interview [JTBD]
    5. User Journey
    6. Critical Path
  3. Diverge Phase
    1. Crazy Eights
    2. Story Board
  4. Converge
    1. Voting
    2. Review
    3. Assumption Table
  5. Prototyping
    1. Intro to Sketch and MarvelApp
    2. Prototyping
  6. Validation
    1. Intro to User Interviews
    2. Interview scripts
    3. User Interview
    4. Consolidation of Feedback

Learning Outcome

  1. How to conduct a Design Sprint with your team
  2. How to generate ideas along with your team
  3. How to stay minimal and shoot down good ideas for better ones
  4. How to stay focused and not let polishing get in your way
  5. How to prototype quickly using tools like Keynote, Powerpoint, Sketch and MarvelApp.
  6. How to do User Studies and User Testing interviews.

Target Audience

Designers, Product Managers, Entrepreneurs



schedule Submitted 5 years ago

Public Feedback

    • Naresh Jain
      Naresh Jain
      schedule 5 years ago
      Sold Out!
      45 Mins

      On Agile teams, collaboration is the way of life. Our leaders want their team members to work closely with each other, have shared goals and even think as one entity. Why? Because we believe that collaboration leads to happier, more productive teams that can build innovative products/services.

      It's strange that companies use the word collaboration very tightly with innovation. Collaboration is based on consensus building, which rarely leads to visionary or revolutionary products/services. Innovative/disruptive concepts require people to independently test out divergent ideas without getting caught up in collaborative boardroom meetings.

      In this presentation, Naresh Jain explores the scary, unspoken side of collaboration and explains in what context, collaboration can be extremely important; and when it can get in the way or be a total waste of time.

    • 20 Mins
      Experience Report

      What is it about?

      This is a story about building appreciation and feedforward culture in the organization.

      I am going to talk about a bottom-up experiment based on Jurgen Appelo's Merit Money, conduced in the biggest e-commerce company in Poland - Allegro Group. It is a story about learning throughout an Agile experiment to get the most out of it. Primarily the experiment was intended to challenge the existing bonus system based on forced ranking. It turned into appreciation and feedback system with some sweets involved. 

      This feedback system has grown to more that 230 people involved from 3 different physical locations and still grows virally. We made a structure in which there is a coordinator in each location. If at least part of scrum team plays the game, SM is the first line contact. He distributes credits and exchanges them for sweets. Also cooperates with coordinator who is responsible for making sure system works well in his location.
      Iterations are now 2 weeks. We introduced a requirement that credit has to be filled in with short description what you thank for, in order to be exchanged. This was to promote written thank you’s and avoid situations where people hand over credits just to get sweets.
      Also every quarter we change credits appearance so that the previous credits cannot be exchanged for sweets. This is to set a time box and “flush the system”.

      Is it for me?

      Do you feel your team could be more engaged in their work? Trying to get rid of silos in your organization? Then this is for you.

      Get inspired by this simple game, in which there are several instant feedback loops, fun, gambling and sweet prizes.

      Oh, I forgot... and you'll find an answer on why we call it Fudge Candies.

    • Pavel Dabrytski

      Pavel Dabrytski - Agile Economics: Contracts, Budgets, Capitalization

      Pavel Dabrytski
      Pavel Dabrytski
      Agile Coach
      Think Agile
      schedule 5 years ago
      Sold Out!
      45 Mins

      How much does one story point cost? Is Sprint 0 an expense or an asset? Can you run Scrum with a fixed-cost contract? Agile challenges the existing approach to financial aspects of running projects: i.e. budgeting, forecasting, financial planning and vendor contracts.

      Applying new financial models becomes increasingly important for larger organisations adopting Agile. While they are going through an Agile transformation, they also need to maintain transparent financial governance and reporting. Shareholders would not be too excited about messy Annual Financial Statements.

      Join me if you would like to know more about Agile Economics. No financial degree is required and all the content explained in plain English with plenty of pictures!

    • Evan Leybourn

      Evan Leybourn - If you need to start a project, you’ve already failed #noprojects

      45 Mins

      I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. If you need to run a project, you've already failed.

      By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.

      This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.

      This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.

    • Ellen Grove

      Ellen Grove - Everything Is Better When We Stick Together: Building Team Working Agreements

      90 Mins

      Whether a team is brand-new or seasoned veterans at working together, explicitly defining and/or refining a team working agreement will help the team to align on how they will work together effectively to meet their common goal. In this fast-paced hands-on session, participants will go through the process of building a team working agreement using LEGO Serious Play (LSP).

      Creating a team working agreement helps team members set the stage for effective communication and high performance by making assumptions about ‘what really matters to us’ and ‘how we will work together?’ explicit and negotiable.  Great working agreements address some difficult topics - what values do we share? how do we want to deal with conflict when it comes up? how will we handle problems within the team? - which are often challenging to discuss openly and honestly, especially when a team is first assembled.  

      This session will show you how to use LEGO Serious Play to encourage a frank and fearless discussion in order to kickstart these discussions so that a team can quickly create a powerful set of simple guiding principles for working together.  Participants will learn about the importance of team working agreements in creating team cohesion and common understanding of shared values and operational guidelines, and experience hands-on how to use the LEGO Serious Play cycle of build-share-reflect to have a participatory discussion to identify shared values, explore reactions to conflict, and build a set of simple guiding principles.


    • Sudipta Lahiri

      Sudipta Lahiri - Continuous Improvement with Toyota Kata

      20 Mins

      Most Lean/Agile team have had limited success in establishing a culture of Continuous Improvement. Retrospectives are done but in most cases they are done without a goal, a vision. Toyota Kata, as codified by Mike Rother, is an approach to put an culture of Continuous Improvement in a team/organization.

    • James Shore
      James Shore
      Titanium I.T. LLC
      schedule 5 years ago
      Sold Out!
      480 Mins

      This full-day workshop focuses on applying Agile engineering practices to web development. We'll look at practices such as build automation, continuous integration, test-driven development, refactoring, and incremental design and see how to apply them to front-end web development. We'll cover topics such as cross-browser testing, JavaScript, and CSS.

      Audience: This session assumes familiarity with Agile engineering practices such as test-driven development and refactoring. Experience with JavaScript, CSS, and other web technologies is recommended. Come prepared to code.

    • Leena S N
      Leena S N
      Practice Now
      schedule 5 years ago
      Sold Out!
      45 Mins
      Case Study

      One common problem any delivery team struggles is to have a common understanding of "why" a product or feature is being built. The documents such as Project Charter, vision document etc. tries to solve this problem, but it’s common to see such documents exist in the repository, hardly known or read by anyone in the team. And this document rarely gets updated too. Ask your team members what is the goal of the project? You may be surprised to know how many actually know about it.

      The so called "vision" or "goal" usually rests within Product Manager/Owner or any other stakeholder. There is no forum to converse about these goals or ideas as a team. The planning meetings [iteration or release planning] are supposed to take care of this, but there is no standard guidelines defined which would help to brainstorm these in a typical release/iteration planning meetings.

      This is where Impact Mapping comes into the picture. It is a "Strategic planning technique", defined by Gojko Azdic, explained in the book Impact Mapping. It is a very simple technique based on the idea of "asking the right questions" which are:

      • Why are we building what we are building? i.e., Goal(s) of the product
      • Who we think are the actors who’ll get impacted?
      • How do we expect to change the actors’ behavior?
      • What are we going to do to create the impacts? i.e. the feature list / deliverables

      Finally, by connecting the deliverables to impacts and goals, a map shows a chain of reasons that leads to feature suggestion. 

      Fundamental of Impact Mapping is that Impact means a change in behavior of an actor which usually results in a positive impact either by Reduction in the Cost or Improvement in ROI for the business.

      If you closely watch the sections in Impact Mapping, what to build i.e. the features or the so called backlog comes only at the end, whereas in the typical planning meeting we usually start with a backlog.

      The above questions need to be answered by the entire team [the IT team, the business people and any other stakeholders, if any], and avoids the common anti-patterns during planning meetings:

      • Ad-hoc planning
      • Wrong Assumptions
      • Pet features

      The hands on workshop will cover the above mentioned concepts of Impact Mapping in detail along with exercising the same.

      Below are a few comments that we received from our customers after being part of the Impact Mapping session:

      • “It made me think about the real goals my product has to achieve during the initial launch.”
      • “Wow, this is a great way of visualizing”
    • Fabiola Eyholzer
      Fabiola Eyholzer
      Just Leading Solutions
      schedule 5 years ago
      Sold Out!
      45 Mins

      Inspired, empowered, and engaged people are the heart and soul of Agile – and HR.

      Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations. We will talk about how to turn your Human Resources into Agile People Operations and boost your agility. 

      Join this session to

      • gain valuable insights into the world of Human Resource Management
      • recognize the impact of Agile HR practices through stories and examples
      • discover why Agile needs HR and vice versa
      • learn about People solutions in Agile Enterprises
    • Dan R Greening
      Dan R Greening
      Managing Director
      Senex Rex
      schedule 5 years ago
      Sold Out!
      90 Mins

      We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

      Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

      Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

      In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

      This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.


    • 45 Mins

      This session will focus on what are the aspects organizations should consider when they want to scale agile implementation in organization.  There are several frameworks out there like SAFe, LeSS, Spotify, and so on. what is it that organization is trying to achieve and how a systematic approach of scaled agile implementation can help the organization.

      Attendees will be able to understand what aspects should be considered before organization decides to scale agile.  How to scale agile and when to do it largely depends on what organization is trying to achieve. Each organization is operating it in different way so there is no defined formula or framework that will work for all. But guidelines from this session will help the members to identify their needs and then take further action.  These guidelines can help the organization to successfully scale agile irrespective of which framework is selected.


      Areas covered in this session are:

      • what are the driving principles while scaling agile

      • Where to start

      • Which Framework should I select?

      • Organizational changes

      • Role of managers?

      • Scaling communication

      • Scaling engineering practices

      • Scaling Product Management role

      • Roll out plan

      • Implement the plan

      • Grow and evolve

      This session will be mix of talk, case study and experience report.

    • ShriKant Vashishtha

      ShriKant Vashishtha - Specification by Example Explained

      ShriKant Vashishtha
      ShriKant Vashishtha
      Agile Coach
      schedule 5 years ago
      Sold Out!
      45 Mins

      What if you could write functional tests without writing a single line of application code? What if those tests are written in plain English (so that anybody could understand) but still it's executable spec or source-code? What if you could generate the documentation from live production source code? Now you don't need to update the requirement doc all the time.

      What's Specification by Example? Is it different compared to BDD? Who all participate in defining these specifications? Are functional tests and functional specifications same? These are the questions this session tries to answer.

    • Vinay Krishna

      Vinay Krishna - BDD - an effective way to collaborate among 3 amigos - Testing is just a by product

      90 Mins

      A common misinterpretation is that BDD is another way to automate the functional testing or just a synonym to Acceptance Test Driven Development (ATDD). However, it’s not correct understanding. BDD doesn’t talk about testing rather it focus on development which is driven by expected behaviour of application/system. It helps to share the understanding by examples among three amigos (BAs, Developers and Testers) and helps to explore unknown. It describes what business/end users want the system to do by talking through example behavior.

      In this workshop, the actual concept of BDD is explained using case study of various real-time projects. It also covers the myths, challenges, benefits and best practices along with tools used to adopt it.

    • Vijay Bandaru

      Vijay Bandaru - Let's solve a practical problem together using Lean Principles

      Vijay Bandaru
      Vijay Bandaru
      Agile Coach
      IVY Comptech
      schedule 5 years ago
      Sold Out!
      45 Mins

      This topic has popped up in my mind through an observation of a practical problem I found yesterday. I thought to apply some lean principles to resolve this problem. I am proposing the problem statement here in this forum and the idea is to have an interactive workshop to come up with possible solutions to address this problem using Lean thinking/principles. Here are the details.

      Yesterday I visited Hyderabad Zoo (Nehru zoological Park) along with my cousins families. We are 12 members including adults and children. Earlier till November 2014, visitors cars were directly allowed inside with an additional fee of 200 rupees per car. I visited the Zoo before 2014 November and it was an awesome experience going by our own car and stop wherever you want for however long you want. Now, as they stopped allowing private cars inside, they arranged electric cars rides inside the Zoo. Below is the process and problem statement that I observed.

      1. The fee for one adult is 50 Rs and child is 30 Rs for Electric car

      2. Tickets will be given only at the entrance of the Zoo that is located outside the compound wall (You will not know how many members are waiting for electric cars inside)

      3. Tickets once sold cannot be refunded or exchanged

      4. There are limited electric cars available to cater the crowd (I got the info that around 25 cars)

      5. Each ride takes 40 minutes. It will stop at various locations where you can get down the car and visit the animals and come back to go to next stop

      6. Each car can take up to 12 members including the driver (

      7. You have to get onto the car at only one starting location and get down at the same point after the ride is complete. If you want to give away the ride in between its fine up to you


      The problems I observed and want to solve these problems by applying lean principles:

      1. At the time of buying the tickets:

           a. I did not have any clue on how many cars are there inside

           b. How long each trip takes

           c. How many members are in waiting

           d. Whether I can take the car and leave it at some place and visit the animals and by the time I come back after my visit there can be some other car available to take me to next stop or not

      2. I had to wait more than 1.5 hours to get my turn to have a car available

      3. The driver told that if I can give him 300 Extra we can take our own time to visit and he will not mind (this is the primary cause of the long queues I observed)

      4. Weekend visitors are more than 2 times of weekday visitors

      5. The queue is not properly managed so at times I observed people are joining in the middle of the queue and making it even more worst

      What I want to resolve:

      1. Reduce the waiting time

      2. Address the loophole of extending the ride by giving bribe to the car driver

      3. Address the queue management inconsistencies

    • Krishnamurty VG Pammi

      Krishnamurty VG Pammi - Lean Scrum - The need of the hour

      Krishnamurty VG Pammi
      Krishnamurty VG Pammi
      Agile Coach
      schedule 5 years ago
      Sold Out!
      45 Mins

      The 2015 state of scrum report published by Scrum Alliance states that the outlook of scrum is highly favourable. Virtually all consider it likely that their organization will use scrum in future. While this is good, the survey also noted one of the key challenges observed by survey respondents as “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices”. Thus, although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address this gap.

      Keeping scrum values at the core, scrum methodology is mostly visible to teams on the ground in terms of three pillars (1) Scrum roles (2) Scrum artifacts and (3) Scrum events. While Scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum. Scrum prescribed guidance on scrum events with clear purpose, frequency, maximum duration and recommended attendees. It recommends teams to learn the art of performing scrum events through their experience stating “scrum is easy to understand and difficult to implement”

      While some scrum teams mastered this art, I find most of the scrum teams are still struggling in this process. I come across situations where teams are not finding scrum events interesting primarily because they find these events unproductive. The result is that we see less interactions and cooperation from the teams during scrum events. This is impacting basic agile manifesto “Individuals and interactions over processes and tools". In net, there is no surprise when product owners and teams were just not willing and/or enthusiastic about Scrum best practices.

      Lean Scrum is the need of the hour. As part of lean scrum, we will adopt scrum methodology at the core and we implement lean framework to address the pain areas witnessed by teams

      As part of this talk, I will share my experiential insights on

      1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
      2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
      3. Lean scrum – The need of the hour
      4. What is Lean Scrum
      5. Anti-Patterns/Most frequently faced challenges/ wastes experienced by scrum teams in each of the scrum events (case findings based on my experience)
      6. Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
      7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
      8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
      9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

      Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.

      This is where Lean-scrum could prove to be powerful...


    • Neil Killick

      Neil Killick - The Slicing Heuristic - A #NoEstimates Method for Defining, Splitting, Measuring and Predicting Work

      Neil Killick
      Neil Killick
      Lead Agile Coach
      schedule 5 years ago
      Sold Out!
      45 Mins

      This is a concept I devised a couple of years ago, and it seems there is a new #NoEstimates audience that would like to know more about it.

      A Slicing Heuristic is essentially:

      An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.

      The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.

      It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.

      Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.

      This talk will equip teams and organisations who are established on their Agile journey with a robust, clear and repeatable method for improving the quality and time-to-market of their software development efforts.

    • Bennet Vallet

      Bennet Vallet - How Predictable is Your Agile Project

      Bennet Vallet
      Bennet Vallet
      Sr. Principal
      schedule 5 years ago
      Sold Out!
      45 Mins

      “When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

      The metrics of flow provide a comprehensive, analytics driven methodology for agile development at scale. By capturing real-time flow metrics and by using powerful analytical tools such as the Cumulative Flow Diagram (CFD), Cycle Time Scatterplot, and Monte Carlo Simulations one is able to more effectively manage the complexity associated with very large scale software development. Better management of complexity ultimately leads to better predictability.

      Further, these metrics provide transparency at all organizational layers. At the team level the metrics provide real-time information and act as a catalyst for continuous improvement; and at retrospectives the teams will always have the most accurate, critical and objective information upon which to base any action. For Scrum Masters and the team the metrics provide insight and levers to pull. This level of visibility is crucial to decision making as most organizations and teams can perform multiple types of work across varied layers of work-units.

      Similarly, at the enterprise and/or program level the metrics provide the transparency required to effectively manage complex and geographically distributed development and maintenance environments. One is able to track progress, productivity and pro-actively act on systemic issues such as infrastructure concerns, resource capacity, cross-team dependencies, and integration.

      Flow metrics are the most effective means to manage to predictable outcomes in an inherently uncertain field. The use of Scatterplots and Monte Carlo Simulation based on real historical metrics eliminates any need for subjective estimation. At all levels of an organization, these metrics provide much higher levels of confidence and more realistic projections.

    • Krishnamurty VG Pammi

      Krishnamurty VG Pammi - Building Cross functional teams by example.

      Krishnamurty VG Pammi
      Krishnamurty VG Pammi
      Agile Coach
      schedule 5 years ago
      Sold Out!
      45 Mins

      Cross functional team (CFT) as a whole has all the skills needed to build the product, and that each team member is willing to do more than just their own thing. Agile methodologies recommend long lived CFTs to implement agile manifesto and principles effectively. CFTs have become more popular in recent years for many reasons that include but not limited to:

      1. They improve coordination and integration
      2. They are flexible to adapt to changing market needs
      3. They develop innovative products more quickly
      4. They span across organization boundaries
      5. They improve problem solving and lead to more thorough decision making

      To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days.  CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs

      Building CFTs is an art and nurturing collaboration among CFTs is even more challenging. In this talk, I will explain about

      (1) Building Cross Functional Teams by Example

      (2) Nurturing Cross-functional Team Collaboration

      (3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.