Modu

The MVP is one of the most misunderstood concepts in software development, is it time to reframe how we do initial product releases?

Do you do your best work in the office? Yup, neither do I. I put down some thoughts on the current trend for mandatory return to office policies and the damage they could be doing.

The 1st December marks three years since I became CEO of Modu and going into this period of my career as a first time CEO, I had no idea just how much leading a business demands - professionally, personally and emotionally. Scaling a business isn’t a straight line; it’s a series of steps into the unknown, often guided more by belief than certainty. Over these 3 years, we've encountered the harsh realities of business, dynamics that change in an instant. The moments when people act in ways that would be unthinkable in other parts of life, callous behaviour that wouldn't just harm our business but our families too. I’ve experienced profound loss with the sudden passing of my Dad and I’ve learned the importance of prioritising health to balance the weight of leadership. Through it all, myself, Thomas B. and Julian Browne have held onto our belief in Modu, in our people and in the power of what we’re building. And this year has been remarkable despite the difficult market conditions. We've grown significantly when others told us it wouldn't be possible. Some things that we've learned. In our work, we often encounter decisions made years ago - processes, systems and strategies that form the foundation of our clients’ businesses. It's easy to critique with hindsight, but we'’ve learned to approach this with respect. These decisions were made in different contexts and with different pressures and they deserve understanding. The CEO title often comes with perceptions of glamour and detachment. The reality? We're a practitioner led business and my role requires me to be the chief practitioner. We show we care by me solving problems alongside our clients, being present in the work and setting the standard for our teams. We often obsess over predicting every risk, every hurdle but it's ok not to see the whole staircase. Progress comes from taking one step forward each day. The belief in Modu and our mission is unequivocal and it's ok not to fully understand how we will get there. Don't let anyone who hasn't been in your shoes tell you how to tie your laces. Empathy and lived experiences are so important when getting advice and finding solutions, because situations are often so complex and nuanced you can't assume universality. To everyone who has been part of this adventure so far - our clients, partners and team - thank you. You’ve made these three years unforgettable and we can't wait to show you what comes next. #consulting #digital #product #ceo

This year I made the big jump from contracting (15ish years) to a perm position. I’d felt ready for a while but hadn’t found the right home. Then after an initial contract with Modu I knew I’d found something special, the secret sauce for me was the vibrant culture nurtured by Darren Linden & Thomas B.. One benefit of my years contract consulting was the opportunity to experience work in different countries, business sectors and agile interpretations, each within a unique culture. So I thought I’d share some reflections on culture from my perspective as a product guy. Company culture usually flows down from the top. Having said that, empowered product teams can exist within a cultural micro-climate where honesty and emotional intelligence are as important as specialist expertise and lived experience. With these attributes it's possible to unlock the deep cooperative partnerships necessary for collaboration in product development. Creativity is fragile. Early ideas tend not to be beautiful mini versions of the products they could later become. Like the beginnings of a sculpture they start ugly and unformed, they’re also vulnerable and incomplete so need nurturing within a team with a shared vision and high emotional intelligence. Then they have a chance to grow and develop. Collaborating teams play-off each other, creating something that wouldn’t have existed if they hadn’t been together. Highly adept collaborators watch each other carefully, listening and observing with huge intensity before making a contribution. Most of us spend far too much time thinking about our next input (I’ve definitely caught myself doing this) but in fact a key skill is being able to focus on what others are doing and saying and improvising in the moment. This fosters an environment where the team can come up with new ways to frame old problems because they experience the freedom to ask questions that might seem laden with risk. Humour is so important. My experience is that happy teams are more productive and laughing lowers stress and leads to better decisions, there’s a ton of research that backs this up. It suggests that the cognitive benefits of laughter boost individual creativity but it also strengthens the bonds between people and has a virtuous circle effect of improving the conditions for safe space collaboration. Information folded into a gripping story is much more accessible and easier to parse and product development revolves around our ability to communicate information to each other in the form of user stories. Our brains release a neuro-chemical called oxytocin when we’re told character-driven stories with emotional content and colourful metaphors and that same chemical is released when we’re trusted, or shown a kindness. So for me team culture, creative collaboration and product development are intrinsically linked. But i’d love to know what others think?