# Product Strategy Innovation Published articles for Product Strategy Innovation. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Making Sense of Digital Transformation Initiatives: Seeing Past the Fuzziness DevFeed: [Making Sense of Digital Transformation Initiatives: Seeing Past the Fuzziness]() Original publisher: [Read original article]() Author: Josh Korr Published: 2026-02-13T23:41:00Z Content type: article Language: en Sources: [8th Light Insights]() Topics: [digital](), [product mindset](), [Optimization]() Tags: [digital-transformation](), [optimization](), [organizations](), [product](), [product-strategy-innovation](), [project](), [strategy](), [structured](), [transformation]() ### AI overview This article explains why digital transformation initiatives often become unclear in practice and argues that short, structured strategy and shaping phases can create shared clarity. It discusses how these initiatives may involve business-model shifts, cultural change, product thinking, and process optimization, illustrated by client examples. ### Source excerpt Digital transformation always sounds clear in an RFP or slide deck, but in practice things can get fuzzy fast. What exactly are we transforming? Is this about customers, or about ourselves? Are we reshaping workflows, or the entire business model? Without answers to these questions, projects stall, swirl, or never quite get started in the first place. As a Certified Sense-MakerTM and fuzziness connoisseur, I love helping clients make sense of their digital transformation initiatives.* This includes helping them understand the bigger picture, what their plans will mean for business operations, and what tools or solutions can help. By implementing short, structured strategy and shaping phases, organizations can gain shared clarity and overcome transformational fuzziness. * Just kidding: there isn't a Sense-Maker(tm) certification. (Sigh.) Fuzziness Factor #1: The Big Picture Digital transformation initiatives are typically triggered by something bigger: business model shifts or expansions, operational maturation, rebrands or relaunches. And these initiatives go far beyond technology upgrades. There is a very real shift in culture, a move towards a product mindset, and an optimization of processes that meet the demands of the market. When done well, these initiatives have a lasting impact on the organization and the benefits show up on the bottom line. But teams that are at the "ground level" of this transformative work often have a fuzzy understanding of the macro-strategy and how the immediate near-term effort fits in. Take a Fortune 500 media company I worked with. They had debated for a year whether to introduce self-serve sales alongside their high-touch direct sales model. Nothing with the project had moved because no one had named the real issue: This wasn't just a sales project -- it was a business model transformation. Misalignment across stakeholders was causing them to delay decisions. Once reframed as a fundamental cultural and business model shift, two thin ## The Design Process and Agile Development: Part 1 -- Design Is Collaborative DevFeed: [The Design Process and Agile Development: Part 1 -- Design Is Collaborative]() Original publisher: [Read original article]() Author: Daisy Mølving Published: 2026-02-05T06:00:00Z Content type: opinion Language: en Sources: [8th Light Insights]() Topics: [Agile](), [User experience (UX)](), [Development](), [Self-organizing Team]() Tags: [agile](), [delivery-and-practice](), [design-thinking](), [development](), [development-process](), [experiential-design](), [product-strategy-innovation](), [research](), [teams](), [user-experience](), [ux-design]() ### AI overview Part 1 of a series examines how design thinking and UX research can work alongside Agile development. It argues that iterative design and Agile delivery are compatible, while noting the tension between research needs, rapid timelines, client goals, and incremental development. ### Source excerpt This is Part 1 in our blog series on how the design process works alongside Agile methodology to produce results within an integrated team. Updated 2/5/2026. Originally published 2/2/2024 When it comes to developing new software, not every designer approaches the task the same way. While some use a design thinking approach, looking at the tasks from a user perspective, others use Agile methods, approaching it from an iterative project management standpoint. However, the two approaches are not mutually exclusive. The most successful designers approach their tasks using design thinking which helps inform prioritization within the Agile methodology. High performing teams delivering outcomes through the agile methodology do so with confidence when they know solutions are informed by the voice of the user. Working with Design Thinking and Agile Timelines Designers who've worked alongside Agile methodologies have likely felt the pressure of Agile timelines conflicting with the need for comprehensive design. While the approaches may feel conflicting at first, it's important to remember that both design and Agile methodologies emphasize the importance of working in small iterations to develop products that constantly evolve-- focusing on the smallest modifications that lead to making valuable products and building upon them. However, with its need for preliminary research, I've observed that user experience (UX) design can give Agile practitioners the impression of a waterfall process. Agile teams want to deliver quickly and continue iterating on the project after receiving feedback. As a UX designer, it is my responsibility to establish and fulfil the human need by talking to some users and conducting competitor research before we dive blindly into development. Working as a UX designer in this environment can feel like you're stuck between a rock and a hard place. You have a client who cares about the bottom line and wants to get to market quickly and a development team of