by: The CI&T Team
Large projects, robust planning, detailed scope, closed list of features, extended terms of six months, one year. There is no more time for this vocabulary in the new - and even more unpredictable - world of the digital market. It's time for less preparation and more action. But an activity that focuses on the needs of customers and is quickly adaptable to the changes that will come. Only then will it deliver high-value deliveries to the market and business. That's how digital companies and professionals work.
For this, the companies' decision making and the mentality of each person must be supported by methodologies and disciplines that allow a deep understanding of the clients' pains in order to create hypotheses for a solution - as accurate as possible - with agility. One of these methodologies is the Lean management philosophy, which, not by chance, has "learning by doing" one of its basic principles.
For Lean, the sooner the solutions are tested, there is less waste and the faster a consistent settlement is reached. For this, however, the first step is to work in a horizontal and collaborative manner, bringing together professionals from various hierarchical levels and various expertise around the search for the root causes of business problems. It is essential to say that in these discussions there is no position that has the final say, all the people involved have the same weight and share their abilities and different visions to draw a more complete and accurate picture and, thus, reach a consensus on the possible solutions.
The next step is to prioritize the most urgent pains, create hypotheses for a solution to them and start the tests, with multidisciplinary and autonomous teams - or squads, according to the Agile methodology model - destined to work each one from end to end: from the test delivery to the consumer. It is the constant Build, Measure, and Learn cycle. The responsible squad builds, tests with customers, measure results, learn from mistakes, makes improvements, and tests again. Everything continuously and in quick cycles.
" The path to developing successful products begins with an understanding of limitations, whether technological or market. Then, it's doing. Only the real test will resolve the risks and answer how that product or idea will be perceived. And to have the answer in a timely manner to launch the product, it is necessary to greatly shorten the development cycle of the experiments that will be needed. Test fast, to learn fast, and get it right fast. "
Bruno Guicardi, Co-Founder and President of CI&T USA
This model of learning by doing, which is the root of the culture of experimentation, allows us to follow the changes in the market with speed and to continuously improve the experience that is delivered. In addition, applied to the company's intramural problems - such as process or operation failures - it also supports the realization of a gradual, safe, and sustainable digital transformation.
In the professional field, the gains from learning by doing, from developing hypotheses collaboratively and putting them into practice quickly, are valuable. That's because changing the way you work on a daily basis allows you to naturally incorporate a new culture of adaptability. There is room for a process of continuous development and the delivery of increasingly better results.
Nothing more conducive to the needs of the digital environment and even more to the moment of acceleration of the uncertainty that we are experiencing.
" What sums up our transformation model is learning by doing. We don't believe in cake recipes. Only with practice will we have the confidence and security to get it right."
Bruno Guicardi, President of CI&T EUA
" I trust that model. If you ask me if we're going to get it right, I'll say yes. If you ask me exactly how, I don't know how to answer you because the journey is built based on the lessons learned on the way."
Solange Sobral. Operations VP Partner of CI&T
Reaping impact results in short cycles
To bring these results even better, professionals and leaders of this (new) new world must incorporate this format of prioritizing and working on a business problem that has the potential to generate greater impacts, more quickly and with less waste. This is one of the main guidelines of our digital transformation model, Lean Digital because the faster the business pointers move with new digital ways of operating, the more strength the changes that are needed in the company will gain.
This model is based on the generation of business impact results in cycles of, at most, 90 days. And so, even in the midst of so many uncertainties and rapid changes in the market, using the principle of learning by doing, it allows us to constantly orient bets and efforts towards the company's main objective, which is to meet consumer needs. With this focus and with the culture of established experimentation, more and more effective and satisfying experiences are created. In addition to increasingly better professionals, capable of risking new possibilities and adapting quickly.
" Navigating uncertainty is not among the practices of companies, it is not in the governance process. Most of them do not usually have conversations about it and also do not know how to build clarity in a scenario of uncertainty. But it is essential to think about what are the bets we are making. What will this give us in the future? What is our audacious, interesting goal to build for both people and consumers? It is necessary to have this focus and perform tests."
Amin Nunes, VP Partner of CI&T
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