1.
Beppe Carrella
Progetto “noon”
e diversità cognitiva
all'opera

2.
Georges Charpark
Premio Nobel per la fisica nel 1992

3.
Iprimi15NobelperlaFisica
assegnatia19persone
(3gruppi/13singoli)
..e gli ultimi 15
Nobel?
A 40 persone
(14 gruppi / 1
singolo)
LA COLLABORAZIONE EFFICACE E LA
CONDIVISIONE DI PROCESSI E
INFORMAZIONI E’ IL MOTORE
DELL’INNOVAZIONE

4.
1BLN DOLLAR PROJECT

5.
There will always be someone
that will make a lower price

6.
2015 2016
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Concept Design
• Strategy
• Business plan
• Initial roadmap
• Funding
Agile
Waterfall

7.
We sell everythingWhat
Customer Centricity
How
Change how people shop
Why

8.
We sell everythingWhat
Customer Centricity
How
Change how people shop
Why

9.
HOW DO WE MAKE CUSTOMER CENTRICITY HAPPEN?
"NEXT"
Customer centricity
Proprietary technology
→ seamless customer experience
Large assortment
→offering wider than off-line
In-house E-payment
→ easy and secure payment
In house warehousing
→ controlled service quality
Big data intelligence
→ personalized offering/ promotion
In-house express logistics
→ 3h & high quality delivery
After Sales
→ best in class service

10.
ASSORTMENT
40
20
9
11
6
5
5
Target sales
mix
Home & Garden
Electronics
Sports & Outdoors
Media
Fashion
Food
H&B, Personal care
Toys, Kids & Baby3%

11.
H= 2.08 m.
Salto pre-Caprilli
Salto pre-Fosbury

12.
Teorema: La Maledizione del Radiale
Corollario: Chiavetta Simmenthal

13.
TECHNOLOGY
Developed in house Hybrid Off the shelf
Degree of control & effort
Achieved advantages
Scalability
Customization
Agility
Innovation

14.
22
When an industry faces disruption, companies often fail to
appreciate quickly enough the nature, extent, and velocity
of the changes taking place.
WHY? Disruptions start at an industry’s edge, among
small companies that provide specialized value to
emerging customer segments
They bring new business models.
They leverage new technologies.
They are highly disruptive.

15.
You
Your
Competior
Gap
Strategy is how the gap to future goals will be addressed
Future
Your
Problem

16.
Monolith
Application Evolution
Soa Micro-services
noon

17.
Infrastructure Evolution
noon

18.
Data management evolution
noon

19.
28
Customer centricity
99.99% uptime - 200 pps - 100 ms response - 1s ready for interaction
20 M to 100M skus in the first year
Intelligent data driven backend
Cost effective in the long term
Mobile first
Alfa1st november - Beta in January - Launch July
Goal

20.
Micro - services
Component based UI
Fast data
Devops - CI/CD
Approach

21.
Georges Charpark
Premio Nobel per la fisica nel 1992

22.
31
..e gli ultimi 15
Nobel?
A 40 persone
(14 gruppi / 1
singolo)
LA COLLABORAZIONE EFFICACE E LA
CONDIVISIONE DI PROCESSI E
INFORMAZIONI E’ IL MOTORE
DELL’INNOVAZIONE

23.
Culturomics

24.
GEOGRAPHIES
Become a global player3Expand in the region21 Win local markets
e-Commerce
In-house logistic
Sourcing
Fulfillment center
Core market
Light coverage
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
KSA &
GCC
KSA
China
Morocco & other
Africa
Morocco
Indi
a
Egypt
EU
London
EU
New York
UAE
UAE
Egypt
Asian
Countries

25.
Right Types of diversity + Right Amounts …
=
Good outcomes
SUCCESS: WHY?

26.
39

27.
40

28.
41

29.
42

30.
Depeche Mode - Composition of sound.
Casablanca - Comes to Rick.
E prima di pubblicare il romanzo Casa desolata, una feroce critica del sistema
giudiziario britannico, Charles Dickens prese in considerazione altri undici
titoli, tra cui
La casa solitaria sempre chiusa e mai illuminata

31.
noon
Is a palindrome – you can read it from left to right, and right
to left
Means the middle of the day in English
Symobilses victory in Arabic – it’s literal meaning is ‘sword’
The ‘oo’ in the middle can be interpreted as infinity
• of selection
• of choice choice for the customer

32.
2015 2016
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Implement UAE
• Marketing
• Consumer platform
• Commercial
• Warehouse & Logistics
• E-payment
• Customer support
• Central support functions
ImplementPlan KSA
Plan UAE
• Road mapping
• Org. Structure
• Governance
Resourcing
• Hiring core team
• Budgeting
• Prepare Project Plan
Concept Design
• Strategy
• Business plan
• Initial roadmap
• Funding
GrandPa
Agile
Waterfall

33.
46
People

34.
Culture
Diversity
Agile methodologies
Cross - functional teams
Learning

35.
www.sinfo-one.it
Innovatorio Conservatorio

36.
Guy Kawasaki
“Eat like a bird,poop
like an elephant.”

37.
People - partners
Finance
Media
Social
Technology
Online serv
Retail
Education
IoT

38.
Attend
Engage

39.
People - Hiring process
● Cv sourcing - pipeline
● Test from coditily or project
● Paring code session or project discussion
● Senior developer interview
● Head of engineering interview
● Stpm interview
Hiring Process

40.
• Visa, travel and immigration
• Introduction to Dubai
• Everything you need to know about us
• Organisation chart and directory
• Slack and Atlassian accounts
• Information about your team
Before noon
Best day of your life (aka
Day One)
At noon
• We’re so excited to see you
• Manager introduction
• IT set up
• HR Pop Quiz
• Introduction to the team
• Who we are and Leadership
Principles
• Role clarity & objectives
• Meet your key stakeholders
• Fun bus to the CFC
• Spend some time with our customers
• Deliver a parcel
Week One

41.
Intro to Agility
Customer obsessed
product development
Dec 2016

42.
No longer the scope as a fixed element but time and costs.
QUALITY
TIME COST SCOPE
D
SCOPE TIME COST
QUALITY
RI
Agile changes the paradigm:
pyramid is reversed, times and costs are in the foreground
Traditional Agile
The change of paradigm

43.
Lean Kanban
Visualise your work
Limit Work in Progress
Focus on Flow
Continuous Improvement
(Kaizen)

44.
Measure your impact with OKRs
Objectives and Key Results. It is a framework of defining and tracking objectives and their outcomes.

45.
If you are not embarrassed by the
first version of your product, you've
launched too late.
-
Reid Hoffman
Co-Founder and Chairman, LinkedIn

46.
THE SECRET SAUCE
Building an agile culture

47.
If you have more than 3 priorities,
then you don’t have any.
-
Jim Collins
Author, Good to Great

48.
Focus
Leaders focus all the time. Focus is about choosing the top priorities and about saying no
to everything else. It’s a very difficult exercise that helps you achieve a lot in a short period
of time. Being focused means you focus every single minute.

49.
Great Customer Experience
Leaders focus on their customers, they win their heart and their trust. Creating a great
customer experience is about knowing what customer wants before they know it.
While looking at our competitors, Leaders learn from all industries and keep re-inventing
customer experience.

50.
Anticipate
Leaders see things coming and anticipate every single possibility.
They think about all the scenarios and prepare themselfes.

51.
Invent, Re-Invent and Simplify
Leaders require Innovation and re-invention from their teams. They challenge the status
quo all the time and accept to be misunderstood for a long period of time. They also find
the simplest way to do things both internally and for the customers.

52.
“No one likes to get criticized. But in the dressing room, it’s necessary that you point out
your players’ mistakes. I do it right after the game. I don’t wait until Monday, I do it, and
it’s finished. I’m on to the next match.”
Alex Ferguson
Feedback

53.
Sappiamo che subito dopo il calcio, avvenuto a una
distanza di 27 metri dalla porta, il pallone aveva una
velocità di 129 chilometri orari; in fase di volo si è
spostato lateralmente a causa dell’accelerazione subita,
quindi ha rallentato improvvisamente fino a 67,5
chilometri orari durante la seconda metà del volo e infine
è entrato in rete all’incrocio dei pali. L’improvvisa
decelerazione si registra nel momento in cui cambia il
flusso dell’aria intorno al pallone (da turbolento a
laminare) facendo aumentare la resistenza aerodinamica
di oltre il 100 per cento.

54.
12th Jan 2017
Team retrospectives
Analysis

55.
Three retrospective reviews were carried out
with the product development teams to
understand:
What is working well for us?
What is not working well for us?
What actions can we take to improve our
process going forward?
This allows us to inspect and adapt, so we can
improve team velocity and culture.
Overview

56.
At the end of the session, we asked the team to vote on which themes were most important. Items are mapped
against their difficulty and impact value. The bubble sizes depict how much the team values the item.
Feedback map
Less difficultMore difficult
Lower
impact
Higher
impact
Sprint planning
sessions
Unproductive late
night working
Last
minute
demos
Continue
Start
Stop
Great team humour
*Size denotes no.
of votes
Speaking English
Improved
facilities
Dev
environment
Bug process with
QA
Celebrate
success
R&D time for
developers
Timebox standup
meetings
Update JIRA
more
Unnecessary
interruptions
Locked sprints
Prioritised
stories
Long standups
+2 code reviews

57.
Perché i due mesi di ritardo?
Agile? No

58.
NOON
LEADERSHIP PRINCIPLES

59.
Great Customer Experience
Focus
Invent, Re-Invent and Simplify
Hire and Develop the Right People
Ownership
Anticipate
Attention to Detail
Feedback
Think big
Disagree and be courageous
Honesty
Excellence
Tenacity

60.
• Proverbio Zen
Il centesimo colpo
C’è uno scalpellino che picchia sulla roccia: al centesimo
colpo la roccia si spacca in due. Il centesimo colpo è un
colpo

61.
Backup

62.
Three separate sessions were led with the development teams and product owners to understand how we can improve
as a team. There were 24 themes from the sessions with the top 5 recommendations listed below:
1. Introduce backlog refinement and sprint planning, lock the scope of sprints to focus on priorities
2. Reinforce that late night working should be productive and only when necessary
3. Regularly Demo features that are ready, instead of derailing plans when preparing for ad-hoc demos
1. Improve motivation by making milestones clearer, and celebrate success more when we hit them
2. Continue facilitating a friendly, humorous and sharing work environment
Executive summary

63.
Retrospective Notes (1/5)
Item Potential actions Owner
No sprint & release planning, user story breakdown, or mapping out
dependencies with POs, tech leads and scrum masters
Hold planning sessions to prepare for sprints, and involve tech
leads in splitting out user stories to stories that are manageable in
one sprint.
Tech Leads, Scrum M
PO’s
Late night working culture: pressure to stay late at night, or celebrating late
nights, late night deployments
Individuals to take responsibility for leaving the office when
unproductive / not needed
Leadership to clarify that late night working should be the
exception, not the rule
Individual and Tech Le
Noise and interruptions to the team
Keep interruptions to a minimum. Facilities - require silent working
space, or dedicated silent working time
Whole Team
Surprise demos, and pressure to demo unfinished features / polish taking time
away from development and refocusing sprints
Reduce the demo preparation time on developers.
Only demo functionality that is ready.
Whole Team

64.
87

65.
In a nutshell
A product owner creates a prioritized requirements list (product backlog) presented as user stories
During sprint planning, the development team selects a number of items from the top of the product backlog and
creates a sprint backlog containing the tasks to implement the selected user stories
The scrum team has a fixed duration sprint to complete the tasks and meets each day at a daily stand up to review its
progress
At the end of the sprint, the work should be in a state where it could go live. Typically this means that code is complete,
tested, integrated and demonstrable
The sprint ends with a sprint review and sprint retrospective
As the next sprint begins, the team selects another subset of the product backlog and repeats the cycle
The cycle repeats until enough items in the product backlog have been completed to launch the product or a deadline
arrives.

66.
Customer-first language
As simple as possible, but not simpler
Customer Scenarios instead of ‘Requirements’