When you start to learn about how to make a technology product you learn about a handful of concepts such as design thinking, lean, agile, scrum, and human centered design (HCI). What most places do not tell you is how all these concepts work together when combined and in the workplace most of these concepts are combined and key concepts from each are applied on one way or another.
In Short:
Design Thinking focuses on value discovery. That is, deciphering what people actually want.
Lean focuses on value validation. That is, determining if there is a market for your idea. By lean I mean The Lean Startup (the book)
Agile focuses on value delivery. That is, building a working product that customers can use and gain benefit from immediately.
Scrum is a framework of iteration and execution that fits within the Agile methodology.
A classic saying in software development around these problems are you use Design Thinking to explore the problem. Then you use Lean principles and ideology to figure out how to build the right things. Lastly, you use Agile methodologies to build the thing right. This saying is good in theory but really challenging to execute. At large corporations it ends up becoming a balance between waterfall and agile creating some sort of wagile (waterfall + agile = wagile).
Gartner has created a pretty good visual (above) but it still does not show how once you have done the design thinking steps once and get into making the product and iterating sometimes you discover new insights that take you all the way back to design thinking stage but you do not disregard the work you have done necessarily. Gartner could go into much more detail about what a shippable increment is and focus updating the diagram to not give the suggestion of waterfall.
In my experience on multiple software teams the hardest part for the team and everyone to understand is that at the end of every sprint all the user stories should be complete and the work that is complete should be shippable. Meaning it could be released into production without any expected flaws. Most teams struggle to get user stories into truly small individualized components. There is no special sauce to it. The teams I have been on that do this well find and spend the time in working sessions with the product manager(s). They spend time talking through all the options and getting the context and breaking down user stories into segments of work that sometimes are mind-numbing dull and mundane but all the stories can be done in a half day work or less.
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