Delivering Value Through Future-Focused Innovation

Delivering value
that is relevant to
humans and the planet,
today and in the future
P R E S E N T A T I O N V I D E O

Agents of
tomorrows T E C H N O L O G Y
B U S I N E S S
S U S TA I N A B I L I T Y
F U T U R E
T H I N K I N G
VA L U E F O R
H U M A N S A N D T H E
P L A N E T
We are a consulting boutique focused on the
development of growth capabilities, such as innovation
management, future thinking, and sustainability lead
innovation.
We have an integrated approach to design, business,
and innovation, delivering value where is relevant.
D E S I G N

Next Agents
We are thought-leaders in our fields
and we have partnered to help
organisations rethink value and traditional
ways to conduct business.

Based in Europe,
working in the world
Our experience comes from many other cultures that we
have been raised, educated, worked and lived in.
We have 3 locations across Europe: in Portugal (Barcelos),
Poland (Lotz) and Sweden (Stockholm), and we work across
the world to address systemic wicked challenges.

RAPID
LEARNING
CYCLES
Learn as much as possible here 
to uncover problems early and make better decisions.

Consistently choose by the SSE MBA
students as one of the best
frameworks from the MBA’s
concentration in Innovation and
Entrepreneurship

Time
Knowledge
Decisions
Deadline
Fonte: Ulfe Elbaek
The management of
innovation uncertainty

Time
Knowledge
Decisions
Deadline
Fonte: Ulfe Elbaek
The management of
innovation uncertainty
Risk: Decisions
under uncertainty

10
Source: Radeka, K (2015). “The Shortest Distance Between You and
Your New Product: How Innovators use rapid learning cycles to get
their best ideas to market faster.” Chesapeake Research Press.
Identity what you don’t know
(knowledge gaps) and give yourself
time to learn before you commit to a
path. Explore and then decide.

© 2021 Whittier Consulting Group, Inc. • rapidlearningcycles.com • USED BY PERMISSION
For exclusive use of licensee only. 11
Where It All Started . . .
● Dr. Allen Ward: lead researcher into the
Toyota Product Development System at
the University of Michigan.
● Described “Learning Cycles” and “Combat
Planning” in early development in this
booklet published in early 2004.
● Died later that year in a tragic accident.
● My job: develop a training in “Knowledge
Based Development” for teams at HP
based upon a training we had licensed.

Cost of Change for Hardware Products
Early, 
Fast, 
Cheap 
Failure
Late, 
Slow, 
Expensive 
Failure

Most Product Development Programs 
Are One Slow Learning Cycle
Slow 
Learning Cycle
Make decisions here
based on incomplete
knowledge.
Revisit those decisions here when
detailed product / process design
and verification testing uncovers
problems with the decisions.
Launch
Validation
Design
Concept
Definition

 
Rapid Learning Cycles Change When 
and How Major Decisions Get Made
Rapid Learning Cycles
Learn as much as possible here 
to uncover problems early and make
better decisions.
Maintain flexibility as long as
possible here since there will always
be some things that we 
still need to learn.
Launch
Validation
Design
Concept
Definition

Pull Learning Forward to Make Decisions 
Before Cost-of-Change Goes Up
Early, 
Fast, 
Cheap 
Failure
Late, 
Slow, 
Expensive 
Failure
Pull Learning Forward to Identify and Remove Obstacles

Push Decisions Later to  
Delay Cost-of-Change Increases
Early, 
Fast, 
Cheap 
Failure
Late, 
Slow, 
Expensive 
Failure
Push Decisions Later to Preserve Flexibility

Pull Learning Forward  
and Push Decisions Later
Rapid Learning Cycles
Push Decisions Later to Preserve Flexibility
Pull Learning Forward to Identify and Remove Obstacles
EXPLORATION LAUNCH

The last moment on a project’s timeline
when a decision must be finalized
to avoid major impacts
on downstream partners
Delay Decisions Until  
the Last Responsible Moment

Extensible Knowledge
Capture extensible knowledge so that
future program teams don’t have to
re-learn the same things.
Leverage extensible knowledge to
focus a team’s rapid learning
cycles on new ideas and product-
specific details.
… To Accelerate Future 
Development Programs
Rapid Learning Cycles Build 
Extensible Knowledge …
Launch
Validation
Design
Concept
Definition Launch
Validation
Design
Concept
Definition

The Rapid Learning Cycles
Framework in the Agile Universe
● Agile Software Development
● Software vs Hardware Development
● The RLC Framework Adapted from Scrum

“Agile” itself is problematic. . .
When leaders say “Agile” they
usually want:
●Fast
●Nimble
●Decisive
●Responsive, especially to
customer and business needs
●Cross-functional
●Fulfill strategic objectives in a
dynamic environment
When developers hear “Agile” they
think:
●“Agile Manifesto”
●Scrum, SAFe or XP
●Sprints with Backlogs
●Iterative Development
●User Stories and Epics
●Self-organizing teams

When HW Teams “Just Use Agile. . .”
Here’s what we observe across organizations:
● “Daily Scrums” are too often, create frustration.
● “Done-Done” is difficult to achieve except at smallest task level where the concept doesn’t add
much value.
● Teams can lose track of key dependencies.
● Backlogs blow up and the overhead of Sprint Review / Planning takes up too much
development capacity.
● Teams can waste a lot of time building prototypes when there are faster ways to learn.
● Teams still encounter late design changes, loopbacks, cost overruns, sourcing and
manufacturability issues.

The Lifecycle of  
Software/Services Products
16
Idea
Proof of
Concept
Alpha and
Beta Tests
Customer
Releases
Installation
Support
Development
Production
Post-Sales
Design &
Coding

The Lifecycle of Tangible Products
17
Idea
Proof of
Concept
Lab
Prototypes
Production 
Prototypes
Mass
Production
Sourcing
Finished
Goods
Inventory
Distribution
and
Channels
Customer’s
Physical
Location
Support
Warranty
and Service
Development
Production
Post-Sales
End of Life
Disposal
Detailed 
Design

What we need to learn differs by domain
Key uncertainties  
in software:
Will the customer like our product?
How long will it take to build?
How will the software interact with its
environment?
What types of mistakes will happen?
Key uncertainties  
in physical products:
Will the customer like our product?
Is our idea physically possible?
Which materials will work well?
Can this be manufactured in bulk for a
reasonable cost?
How will we source major
components?
How will we support it in the field?

Two Different Ways to Learn
19
Implement a provisional
decision à Test the
results and repeat
implementation if needed.
Experiment, prototype,
investigate à
Then make final decision.
OR
High cost of change Low cost of change

When and Where to Use RLCs
Traditional Project
Management
Rapid Learning
Cycles
Informal Tools
Agile Project
Management
High Cost of Change
Low Cost of Change
Low 
Uncertainty
High 
Uncertainty

The Best Place to Start
Coming in January 2022

Delivering Value Through Future-Focused Innovation

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