I was fortunate enough to have a ringside seat at this TechSprint as scrum master. it was a special experience and so I think it's worth passing on a couple of personal reflections about why the collaboration worked so well...
1. This wasn’t a linear process: Although there was a demo at the end and a concept to prove, the TechSprint was really about maximising - as far as possible given the constraints - the collective capability of all the participants.
In practice, it meant taking as much time as we could, all the way through, to give those involved – from different professional and corporate backgrounds, with different skills, languages etc. – the space to learn how to understand and appreciate each other. Without this, the PoC would have been much harder/impossible and the whole experience much less rich for everyone.
2. Teamwork easily trumped ego: This was quite intangible but its consequences were striking. I’ve been part of a lot of “teams” and crews over the years, including in elite sport, and only a small number of them have reached the level of the TechSprint.
At its simplest level, this was about scoring really high against 3 criteria: 1. The collective capacity to give and take criticism generously; 2. The willingness to volunteer to fill others’ gaps at a potential cost to your own work; 3. The refusal to put a ceiling on the ambition.
I'm looking forward to the roundtables and the call for co-creation in 2018, opening the findings out to others and seeing how far we can take it.
In November 2017, Hitachi hosted our fourth TechSprint. Held in conjunction with the Bank of England and facilitated by Grant Thornton, the event explored the potential for model driven, machine readable and executable regulation.