{"id":217527,"date":"2024-09-05T07:14:46","date_gmt":"2024-09-05T10:14:46","guid":{"rendered":"https:\/\/caroli.org\/en\/?p=217527"},"modified":"2024-09-05T07:14:46","modified_gmt":"2024-09-05T10:14:46","slug":"state-of-lean-inception-report-2024","status":"publish","type":"post","link":"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/","title":{"rendered":"State of Lean Inception Report 2024"},"content":{"rendered":"<p>Caroli.org has just released the <a href=\"https:\/\/info.caroli.org\/report-state-of-lean-inception-en-2024\" target=\"_blank\" rel=\"noopener\"><em>State of Lean Inception Report 2024<\/em><\/a>, presenting insights into how this methodology is being applied across organizations and teams worldwide. The study builds on years of practice since Lean Inception was first introduced in Brazil in 2014. It offers a deep dive into Lean Inception&#8217;s growing impact, highlighting its role in modern product development and agile transformations.<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_88 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Sum\u00e1rio<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#Why_the_State_of_Lean_Inception_Report\" >Why the State of Lean Inception Report?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#The_Power_of_Lean_Inception\" >The Power of Lean Inception<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#1_Accelerated_Time-to-Market\" >1. Accelerated Time-to-Market<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#2_Emphasis_on_Digital_Products\" >2. Emphasis on Digital Products<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#3_Role_Diversity_in_Workshops\" >3. Role Diversity in Workshops<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#4_High_Engagement_and_Success_Rates\" >4. High Engagement and Success Rates<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#5_Adoption_of_Hybrid_and_Remote_Formats\" >5. Adoption of Hybrid and Remote Formats<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#Key_Findings_and_Insights\" >Key Findings and Insights<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#1_Widespread_Use_of_Miro_for_Online_Collaboration\" >1. Widespread Use of Miro for Online Collaboration<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#2_Significant_Participation_Across_Large_Organizations\" >2. Significant Participation Across Large Organizations<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#3_High_Rates_of_Repeat_Workshop_Participation\" >3. High Rates of Repeat Workshop Participation<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#The_Challenges_Areas_for_Improvement\" >The Challenges: Areas for Improvement<\/a><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><ul class='ez-toc-list-level-4' ><li class='ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#1_Convincing_Stakeholders\" >1. Convincing Stakeholders<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#2_Time_Constraints\" >2. Time Constraints<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-4'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#3_Cultural_Barriers\" >3. Cultural Barriers<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#Recommendations_for_the_Future\" >Recommendations for the Future<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/caroli.org\/en\/state-of-lean-inception-report-2024\/#Conclusion_A_Bright_Future_for_Lean_Inception\" >Conclusion: A Bright Future for Lean Inception<\/a><\/li><\/ul><\/nav><\/div>\n\n\n<h2><span class=\"ez-toc-section\" id=\"Why_the_State_of_Lean_Inception_Report\"><\/span>Why the State of Lean Inception Report?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p><a href=\"https:\/\/caroli.org\/en\/lean-inception-4\/\" target=\"_blank\" rel=\"noopener\">Lean Inception<\/a>, a process designed to align teams and define a <a href=\"https:\/\/caroli.org\/en\/mvp-minimum-viable-product\/\" target=\"_blank\" rel=\"noopener\">Minimum Viable Product (MVP)<\/a>, is grounded in principles of Design Thinking and Lean Startup. Its core strength lies in its ability to bring different roles\u2014ranging from stakeholders to developers\u2014together in a structured set of workshops that help teams converge on a shared vision of what to build and why.<\/p>\n<p>Our intent with this report was to examine how Lean Inception has evolved since its inception and provide a snapshot of its adoption in Brazil. With the growing demand for agile product development methodologies, it was important to assess the reach of Lean Inception, understand the challenges teams face when applying it, and identify trends that could shape its future.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"The_Power_of_Lean_Inception\"><\/span>The Power of Lean Inception<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Over the past decade, Lean Inception has increasingly become a go-to methodology for organizations looking to speed up time-to-market and reduce the risk of building the wrong product. The 2024 report highlights several powerful results from the application of Lean Inception:<\/p>\n<h4><span class=\"ez-toc-section\" id=\"1_Accelerated_Time-to-Market\"><\/span>1. <strong>Accelerated Time-to-Market<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>Lean Inception is particularly effective in helping teams rapidly develop MVPs. The majority of respondents in our survey reported that their MVPs were completed within 1 to 3 months after the workshop. In some cases, teams even managed to deliver MVPs in as little as one week. This efficiency is a testament to the streamlined nature of the workshops, which focus on clear deliverables, team alignment, and reducing unnecessary features.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"2_Emphasis_on_Digital_Products\"><\/span>2. <strong>Emphasis on Digital Products<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>The report found that the majority of Lean Inception workshops focused on digital products\u2014primarily web and mobile applications. This aligns with the broader digital transformation efforts that are currently shaping industries. Furthermore, Lean Inception has shown adaptability by being applied to products leveraging emerging technologies such as AI, data science, and machine learning.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"3_Role_Diversity_in_Workshops\"><\/span>3. <strong>Role Diversity in Workshops<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>A notable finding from the report is the diverse mix of roles involved in Lean Inception workshops. Participants included agile coaches, product managers, UX specialists, developers, C-level executives, and more. This diverse representation helps ensure that all facets of product development are considered early in the process, leading to better alignment and more informed decision-making.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"4_High_Engagement_and_Success_Rates\"><\/span>4. <strong>High Engagement and Success Rates<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>One of the most significant findings is the high level of engagement with Lean Inception. Many participants had attended multiple workshops, with a notable number participating five or more times over the past year. This repeat engagement highlights the value teams derive from the methodology, with many reporting that Lean Inception workshops have had a lasting positive impact on their product development processes.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"5_Adoption_of_Hybrid_and_Remote_Formats\"><\/span>5. <strong>Adoption of Hybrid and Remote Formats<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>Although in-person workshops remain popular, the report found that hybrid and remote formats are becoming increasingly common. This shift has been facilitated by the widespread adoption of collaboration tools like Miro, Mural, Zoom, and Microsoft Teams, which have enabled teams to maintain high levels of interaction and productivity, even when working from different locations.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Key_Findings_and_Insights\"><\/span>Key Findings and Insights<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The <em>State of Lean Inception 2024<\/em> report uncovers a wealth of insights that can inform how organizations implement this methodology. Here is a key finding that reflects its growing relevance:<\/p>\n<h4><span class=\"ez-toc-section\" id=\"1_Widespread_Use_of_Miro_for_Online_Collaboration\"><\/span>1. <strong>Widespread Use of Miro for Online Collaboration<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>The report found that <a href=\"https:\/\/miro.com\/templates\/lean-inception-workshop\/\" target=\"_blank\" rel=\"noopener\"><strong>Miro<\/strong><\/a> is the most frequently used online collaboration tool during Lean Inception workshops, with <strong>25 participants<\/strong> selecting it as their preferred platform. Other popular tools included <a href=\"https:\/\/caroli.org\/en\/remote-lean-inception-on-mural\/\" target=\"_blank\" rel=\"noopener\">Mural<\/a> (<strong>18 participants<\/strong>), Jamboard (<strong>10 participants<\/strong>), and Microsoft Whiteboard (<strong>7 participants<\/strong>). This finding highlights how the right collaboration tools can enhance the Lean Inception experience, ensuring effective participation and alignment, regardless of location.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-217528 size-large\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/visual-tools-lean-inception-1024x568.png\" alt=\"State of Lean Inception Report: Collaboration Tools\" width=\"1024\" height=\"568\" srcset=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/visual-tools-lean-inception-980x544.png 980w, https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/visual-tools-lean-inception-480x266.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/p>\n<p>This is just one of several key findings from the report that showcase the tools, processes, and best practices used during Lean Inception workshops. Download and read the full <a href=\"https:\/\/info.caroli.org\/report-state-of-lean-inception-en-2024\" target=\"_blank\" rel=\"noopener\">State of Lean Inception Report<\/a>.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"2_Significant_Participation_Across_Large_Organizations\"><\/span>2. <strong>Significant Participation Across Large Organizations<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>The report revealed that Lean Inception is widely used in medium to large organizations. <strong>28.24% of participants<\/strong> were from organizations with 500 to 5,000 employees, and <strong>25.88%<\/strong> came from organizations with more than 5,000 employees. This demonstrates Lean Inception\u2019s scalability and relevance across different organizational sizes. Interestingly, small organizations, with fewer than 50 employees, also had notable participation (<strong>12.94%<\/strong>), showcasing the versatility of Lean Inception across varying company sizes.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-217529 size-large\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/organization-size-lean-inception-1024x545.png\" alt=\"State of Lean Inception Report: Organization sizes\" width=\"1024\" height=\"545\" srcset=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/organization-size-lean-inception-980x521.png 980w, https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/organization-size-lean-inception-480x255.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/p>\n<h4><span class=\"ez-toc-section\" id=\"3_High_Rates_of_Repeat_Workshop_Participation\"><\/span>3. <strong>High Rates of Repeat Workshop Participation<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>The data showed that a substantial number of participants had attended Lean Inception workshops multiple times over the past 12 months. <strong>53 participants<\/strong> reported participating in more than one workshop, with <strong>14 participants<\/strong> attending more than five times, and <strong>7 participants<\/strong> attending more than 10 workshops. This finding emphasizes the value teams see in the continuous use of Lean Inception, suggesting that the methodology is not only effective for initial MVP creation but also beneficial for ongoing product alignment and iterative development.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-217530 size-large\" src=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/workshop-participation-lean-inception-1024x425.png\" alt=\"State of Lean Inception Report: Participation levels\" width=\"1024\" height=\"425\" srcset=\"https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/workshop-participation-lean-inception-980x407.png 980w, https:\/\/caroli.org\/en\/wp-content\/uploads\/sites\/5\/2024\/09\/workshop-participation-lean-inception-480x199.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/p>\n<p>Check all the findings in insights on the full report <strong><a href=\"https:\/\/info.caroli.org\/report-state-of-lean-inception-en-2024\">here<\/a><\/strong>.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"The_Challenges_Areas_for_Improvement\"><\/span>The Challenges: Areas for Improvement<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Despite the clear benefits, the report also identifies several challenges that organizations face when adopting Lean Inception. Addressing these issues will be key to improving the methodology\u2019s implementation and outcomes.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"1_Convincing_Stakeholders\"><\/span>1. <strong>Convincing Stakeholders<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>One of the recurring challenges is convincing stakeholders of the value of Lean Inception. Many participants noted that gaining stakeholder buy-in for the workshops can be difficult, particularly when time or budget constraints are involved. This suggests a need for better communication and demonstration of the ROI that Lean Inception can provide.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"2_Time_Constraints\"><\/span>2. <strong>Time Constraints<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>Another challenge is the time investment required to run an effective Lean Inception. Although the methodology is designed to be completed in a short timeframe, teams often find it difficult to carve out the necessary time amidst other priorities. To address this, organizations may need to explore flexible scheduling options and invest in better planning to ensure the workshops can be conducted without disruption.<\/p>\n<h4><span class=\"ez-toc-section\" id=\"3_Cultural_Barriers\"><\/span>3. <strong>Cultural Barriers<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h4>\n<p>For teams operating in diverse or global organizations, cultural barriers can impact the effectiveness of the workshops. Differences in communication styles, decision-making processes, and collaborative expectations can hinder the flow of the workshops. As Lean Inception continues to expand internationally, there will be a need for facilitators to be more aware of these cultural factors and adjust their approach accordingly.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Recommendations_for_the_Future\"><\/span>Recommendations for the Future<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The insights from the <em>State of Lean Inception Report 2024<\/em> offer several actionable recommendations for organizations looking to implement or enhance their Lean Inception practices:<\/p>\n<ul>\n<li><strong>Invest in Training:<\/strong> As demonstrated by the high success rates among certified participants, organizations should prioritize <a href=\"https:\/\/caroli.org\/en\/training\/lean-inception-training\/\" target=\"_blank\" rel=\"noopener\">Lean Inception training<\/a> and certification for all relevant team members. This will ensure that everyone involved in the workshops understands the methodology and can contribute effectively.<\/li>\n<li><strong>Leverage Digital Tools:<\/strong> With hybrid and remote formats becoming more common, teams should continue to embrace digital collaboration tools. Platforms like Miro and Zoom can help maintain engagement and productivity, even when participants are working remotely.<\/li>\n<li><strong>Focus on Stakeholder Communication:<\/strong> To overcome resistance from stakeholders, teams should prepare clear communication plans that highlight the value and ROI of Lean Inception. Case studies and real-world success stories can be particularly helpful in illustrating the potential benefits.<\/li>\n<li><strong>Explore AI Integration:<\/strong> While the use of AI in Lean Inception is still emerging, organizations should begin exploring how AI tools can be integrated into the workshop process. AI can enhance brainstorming and decision-making, allowing teams to generate more innovative solutions.<\/li>\n<\/ul>\n<h2><span class=\"ez-toc-section\" id=\"Conclusion_A_Bright_Future_for_Lean_Inception\"><\/span>Conclusion: A Bright Future for Lean Inception<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The <em>State of Lean Inception 2024<\/em> report paints an optimistic picture of the methodology&#8217;s growing influence and effectiveness. As Lean Inception continues to expand into new industries, integrate advanced technologies, and adapt to changing work environments, its role in driving successful product development is only set to increase.<\/p>\n<p>By embracing the insights and recommendations outlined in this report, organizations can optimize their Lean Inception practices and continue to deliver valuable, user-centered products that meet market needs with speed and agility.<\/p>\n<p>For more details and insights, you can download the full <em>State of Lean Inception Report 2024<\/em> <strong>[<a href=\"https:\/\/info.caroli.org\/report-state-of-lean-inception-en-2024\">here<\/a>]<\/strong>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Caroli.org has just released the State of Lean Inception Report 2024, presenting insights into how this methodology is being applied across organizations and teams worldwide. The study builds on years of practice since Lean Inception was first introduced in Brazil in 2014. It offers a deep dive into Lean Inception&#8217;s growing impact, highlighting its role in modern product development and agile transformations.<\/p>\n","protected":false},"author":1,"featured_media":217531,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1925],"tags":[1898,574],"inception_activities":[],"colaboradores":[],"class_list":["post-217527","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-lean-inception-en","tag-lean-inception-en","tag-mvp-en"],"_links":{"self":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/217527","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/comments?post=217527"}],"version-history":[{"count":1,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/217527\/revisions"}],"predecessor-version":[{"id":217532,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/posts\/217527\/revisions\/217532"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media\/217531"}],"wp:attachment":[{"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/media?parent=217527"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/categories?post=217527"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/tags?post=217527"},{"taxonomy":"inception_activities","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/inception_activities?post=217527"},{"taxonomy":"colaboradores","embeddable":true,"href":"https:\/\/caroli.org\/en\/wp-json\/wp\/v2\/colaboradores?post=217527"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}