Alex Mecklenburg: values for the next 20 years of product development

At our July Meetup we were joined by Alex Mecklenburg. Alex is the Co-founder of Consequential CIC, a social innovation practice specialising in responsible strategy, cultured change for creative and technology-enabled businesses. She is passionate about messy humans, collective human possibilities and responsible businesses. Alex believes that connections and relationships are the fuel that drives innovation and enables organisations to thrive.


Leveraging her 20 years of experience in the creative industry, Alex now works at the intersection of creativity, technology and cultural change, She is a certified leadership coach and team facilitator, a member of the Dotproject.coop and the cofounder of Truth & Spectacle, a creative leadership lab.



The 5 values for the future of tech product development can be found in the text below
5 Values for the Future of Tech Product Development courtesy of Consequential https://medium.com/consequential-cic

Alex's talk centered around how as founders of Consequential, she and her partner Sam Brown developed a set of new values for building products, based on the agile manifesto. The agile manifesto was published 20 years ago, and sought to change the way we develop technology. The agile manifesto is as follows:


We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:


Individuals and interactions over processes and tools


Working software over comprehensive documentation


Customer collaboration over contract negotiation


Responding to change over following a plan


That is, while there is value in the items on the right, we value the items on the left more.


So the purpose of the agile methodology is to support teams and organisations in finding better ways to develop software. In practice, agile has come alive in these two ways:

  1. As an incremental way to build products: with iterative practices and procedures which are understood across the whole team/organisation

  2. As a way of working together: with shared language and values about teamwork.

Alex pointed out that while agile was a great response to how we build, the world of technology is extremely fast-paced — it may be time to question how useful and relevant the original agile manifesto is today. This is especially important to think about now, seeing as the global pandemic has pushed everyone (across all sectors) to start asking fundamental questions about how to do things.


The agile manifesto pointed out the problems with how we developed software at the time; so Alex's new set of values seek to do the same thing. But a lot of the time, trying to embed ethical practices into an agile framework can feel like a hindrance. At this stage of the talk, Alex asked an open question to the group: how much space is held for responsibility and ethics in agile? One attendee said:


Many organisations operate within a culture of moving fast and breaking things (to be fair, so are their competitors!) and that's the environment in which they're implementing Agile. In practice, that means much of their early focus is on building a minimum viable product. Nice-to-haves like ethical considerations are deferred to later iterations. Unfortunately, they can keep kicking the can down the road to the 'next' iteration or when they do look to incorporate such features they're more expensive to implement.Ade Adewunmi


Another person noted that in theory, there’s plenty of space in agile for ethics, but in practice no one is using this space.


Alex continued by invoking the old saying: it's easy to just focus on building the best product in the world, to the point that we forget to ask if it's the best product for the world. We can no longer afford to ignore what's happening in the world when building new products; in the twenty years since the agile manifesto was published, we've become increasingly ideological. Brands no longer have the luxury of ignoring the political context they sit in (Sprout Social did a study on why this is), and equally product teams cannot stay insulated and introspective.


This is why any values for future product development need to take what's happening in the world around us into account: what kinds of values can we set out today for technology that we want to see in the future? What things can we observe happening in the world that should inform how and what we build?


Teams are already starting to change the ways in which they work — there's a shift from using autonomy as a motivator, to using purpose instead. Building both on this and how agile has shaped the way we build over the past two decades, Alex has put together a new set of values.


The five values for the future of Tech Product Development are:

  1. Stakeholder-conscious over customer centric

  2. Objectives over outcomes

  3. Foresight over failing fast

  4. Collective responsibility over disjointed disempowerment

  5. Critical questioning over rigid rituals

We can now look at how these five values apply to the two key ways that agile has been deployed, as at the beginning (as an incremental way to build products, and as a way of working together).


The first three values help us think about the future of agile as an incremental way to build products:


Consider the stakeholder-conscious over customer centric value. We can't continue to centre the customer as the highest priority, while leaving other key stakeholders out of consideration — the consequences of this have been too great. The customer landscape is incredibly complex, which means teams have to make product decisions that may benefit some stakeholders over others, and striking this balance is an important challenge.


Objectives over outputs: Objectives are specific goals an organisation wants to achieve, whereas outputs are simply the products they make. Objectives should be the main focus and guiding light of any team. Currently, we over-emphasis outputs as our measure of su