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.See also Designers.Product development teams, 160 161asking the right questions, 71 75 Product over project, 87 88competitive differentiation, 81 82 Product risk, 121conventionality, 86 87 Productivity, increasing with agile techniques,creating a compelling experience, 81 92 49 50Design by Objectives, 79 Profitsdeveloping the right products, 92 95 Amazon.com philosophy, 14 15establishing empathy, 96 97 effects of labor costs, 22experimenting, 98 99 Facebook philosophy, 15generating possibilities, 97 98 good and bad, 22 23product over project, 87 88 Google philosophy, 15requirements, 76 77, 80 versus purpose, 14role of designers, 91 92 Progress, as motivation, 61 62scientific planning, 94 95 176 THE LEAN MINDSETProgressive Insurance Automotive Robertson, Margaret, 86X PRIZE, 33 Rowe, Peter, 87Projects Rules of cooperation, 31 32abandoning, 108versus products, 87 88SPromotion focus, 56, 58, 62 63Sampson, Robert, 27, 31Promotion systemsSaras product, 152as motivation, 63Scheer, Thad, 89ranking versus level, 63 64Schibsted Media Group, case study, 132 133Prototyping, 99Schmidt, Eric, 15Scientific planning, 94 95QScrum technique, 48Quality assurance, 113 114 Self-fulfilling propheciesQuestions, asking the right ones, 71 75 IQ scores, 42overview, 20 21Selfishness, as motivation, 19 20, 21RSentinel project, 77 79Ranking promotion systems, 63 64Set-Based Design, 51Rapid prototyping, 99Shared expectations for control, 27Rational economicsShareholder valuethe tech generation, 14 15long-term focus, 14introduction, 11 14as the purpose of business, 12Rational work systems.See also Cooperativerate of return, over time, 13work systems; Work systems.Shareholder Value Theory, 12 13extrinsic motivation, 20 21Sharing data, 16 19gaming the system, 21Ship It stage, 121, 126 127incentive systems, 20 21Shirkers, 19 21intrinsic motivation, 20 21Sloan School of Management, 22, 23introduction, 19 20Slow thinking.See System 2 (slow thinking).investing in employees, 22Smith, Theresa, 82labor costs, effects on profits, 22Social cohesion, 27profits, good and bad, 22 23Software delivery teams, 160 161reciprocity, 21Software development, case study, 82 90self-fulfilling prophecies, 20 21Software Engineering Economics, 106selfishness, as motivation, 19 20, 21Southwest Airlines business model, 23shirkers, 19 21Speed, case study, 110 115.See alsoRaynor, Michael, 22Efficiency.ReciprocitySphere of Influence, case study, 82 90in cooperative work systems, 30 31Spotify case studyas motivation, 21Build It stage, 121, 125 126in rational work systems, 21core philosophy, 120Regulatory Fit Theory, 56, 58 59development stages, 120 123Reichheld, Fred, 22introduction, 119 120Release schedules, 111 112local maximum, 127 129Requirements for product design, 76 77, 80MVP (minimum viable product), 125 126 Resilience Engineering: Learning to Embraceproduct risk, 121Failure, 68Ship It stage, 121, 126 127Resiliency, 68squads, 121Resonating products, 85 86Think It stage, 121, 123 125Resource efficiency, 161Tweak It stage, 121, 127 129Rewards, as motivation, 19 20Squads, 121.See also Teams
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