The prototypes not presentations rule especially applies to services used internally, which rarely see the light of day. So often a good idea is let down by poor design execution. If you have an example you're proud of, prove me wrong. Making things open makes things better

As a design leader, I have a strong bias towards prototypes not presentations. If you're writing a blog post about a service with a digital component, don't just describe it. I want links, a walkthrough video, screenshots if you must. However you do it, show the thing

NHS.UK show and tell day. Today's topics:
* find an NHS service
* understand and control what cookies we set
* code club for International Women's Day
* test team saving time, improving quality, and growing their skills with automated testing

So which and care organisations, anywhere in the world, are furthest along on this maturity model? link.medium.com/27ZiPwofUV

Realised this might be my most on-brand status, combining as it does , , and embarassing my children

Matt Edgar boosted

Tech-centric approaches without planning for its impact on people will fail to deliver a project that serves people.

People-centric design without good tech foundations will fail to be able to build something that meets its own goals.

There's no succeeding while prioritizing one over the other. To build the right systems we need to intertwine the work of both.

Matt Edgar boosted

Really glad to hear NEW WAYS OF SEEING Episode 01 on air on @BBCRadio4@twitter.com just now. If you missed it, you can listen online here: bbc.co.uk/sounds/play/m000458l and find out more about the locations and artists here: jamesbridle.com/new-ways-of-se

Plain English version: instead of managers moving people to the work, invest in teams that seek out and deliver greatest value

Old assumptions about the fungibility of "human resources", necessary for exogenous flexibility, will rapidly undermine endogenous flexibility when applied to agile delivery

In contrast, agile teams have endogenous flexibility: you get to keep a high-performing team together but let its scope shift in response to changing needs

Hypothesis: pre-agile professional service organisations developed resource pools exogenous to projects because the projects themselves lacked agility

Spent some time today puzzling over assumptions about flexibility of people management in modern organisations.

Thank you NHS, especially staff at the Whittington, for looking after Caroline and Pascal when he arrived 5 weeks early on an Easter Sunday

I like this because:
"organising" is better than the rabbit hole of "organisations"
"consistently" is a nod to GOV.UK's "consistent not uniform" design principle
twitter.com/cjforms/status/111

@frankieroberto These are senior roles and come with a high degree of freedom to act, in line with the expertise that they bring

@frankieroberto Some or all of those. We know there are lots of good things going on already, and that we need to make open source participation central to how our teams work across the board. But it'll be a new team with the scope to work out the best ways to go about it

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