This summer I got the chance to work with The New York Times on their annual hackathon, called Maker Week. I wrote up the seven modifications I made to the normal design sprint process to scale it for 65 people in 13 teams. Obviously others have done bigger
multiple sprint exercises… but hey, I gotta start somewhere right?
I really enjoyed this insightful post by Julie Zhou on the importance of using normal people language at work—she connects jargon at the office to crappy products:
…using shortcut language can lead us to lose sight of what the real end goal is. You start seeing and responding to company problems rather than people problems.