3 & 4 October, 2013
Paris, France

Learning from the fast developing
practice of Lean IT

Lessons, opportunities
and futur...
Steve Bell, Lean IT Strategies

2
In Memory
Eiji Toyoda 1913-2013
He hoped to live to 100.
He lived for 100 years and 5 days.
He achieved his target.
He cha...
Hansei Reflection Retrospective
Steve Bell, Lean IT Strategies

4
Lean IT - A Year in Review
Aerospace, Agribusiness, Banking, Fashion, Food
Processing, Forest Products, Health Care,
Insur...
Observation #1
Technology has the potential to play a
transformative role in every product, service
and industry
“For year...
Big Hairy
Question #1
How do we think from our customers’ needs
backward, not from our assets forward?
Dan Jones
Steve Bel...
Observation #2
Deliberate innovation is becoming
necessary for survival

Steve Bell, Lean IT Strategies

8
The only sustainable competitive
advantage is the ability to learn
faster than the competition.
Arie de Geus

Steve Bell, ...
Nordstrom Innovation Lab

Steve Bell, Lean IT Strategies

10
+
Evolving from Software to Devices and Services
Steve Bell, Lean IT Strategies

11
Nike EMEA IT staff innovation space

Steve Bell, Lean IT Strategies

12
Big Hairy
Question #2
If someone, anyone, anywhere in your company,
including your suppliers and customers, has an idea,
w...
Observation #3
Uncertainty can be your
enemy or your friend.
It’s your decision.

Steve Bell, Lean IT Strategies

14
Big Hairy
Question #3
How can an organization balance the need for “good
governance” while simultaneously nurturing
purpos...
Observation #4
The key challenge facing Agile today
is how to SCALE to the enterprise.
Lean thinking is essential.

Steve ...
What is

BIG?
What are
the scaling
factors?
Steve Bell, Lean IT Strategies

Source: Al Goerner

17
Steve Bell, Lean IT Strategies

18
Steve Bell, Lean IT Strategies

19
Steve Bell, Lean IT Strategies, Lean4NGO

20
European
Hoshin Kanri
and Obeya
Steve Bell, Lean IT Strategies, Lean4NGO

21
Big Hairy
Question # 4
What are your constraining scaling factors?
How will a skillfully executed Lean Management
System h...
Observation # 5
ERP is the
elephant in
the room and it’s
not going away

Steve Bell, Lean IT Strategies

23
Big Hairy
Question #5
If ERP can become agile, promote standardized
work, reduce information waste and errors, and
enable ...
Observation #6
Analytics is a critical skill that must be
developed intentionally

Steve Bell, Lean IT Strategies

25
ITSM Analytics

Steve Bell, Lean IT Strategies

Source: anonymous client

26
Big Hairy
Question #6
How do we find/attract individuals within our
organization that are gifted in analytics, help them
d...
Observation #7
You cannot ignore the
2nd principle

Value Stream mindset
is essential
Steve Bell, Lean IT Strategies

28
Big Hairy
Question #7
If you practice the four Lean principles well,
but don’t focus on value streams and their owners,
wi...
Observation #8
Prioritize all IT activities and investments
according to your Hoshin Plan
Abolish “dark matter”

Steve Bel...
Leadership focus on the “vital few”
Visualize
 Demand
 Priority

 WIP
 Problems
Grameen Foundation CKW Program, Uganda...
Big Hairy
Question #8
How can you visualize IT demand, priority, load
and flow so everyone can clearly align their work
wi...
Questions to reflect upon
1.

How do we innovate from our
customers’ needs backward?

5.

Can an agile ERP system add
valu...
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Learning from the fast developing practice of Lean IT by Steve Bell

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If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add value to a Lean enterprise?
If you practice the four Lean principles well,
but don’t focus on value streams and their owners,
will Lean IT produce sustainable results?
Steve Bell answers these big hairy questions and several essential others in this presentation....
Watch Steve's presentation video on: http://youtu.be/VG0_Id5EaOs
Check out www.lean-it-summit.com for more Lean IT videos and presentations.

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Learning from the fast developing practice of Lean IT by Steve Bell

  1. 1. 3 & 4 October, 2013 Paris, France Learning from the fast developing practice of Lean IT Lessons, opportunities and future questions. Steve Bell, Lean IT Strategies
  2. 2. Steve Bell, Lean IT Strategies 2
  3. 3. In Memory Eiji Toyoda 1913-2013 He hoped to live to 100. He lived for 100 years and 5 days. He achieved his target. He changed the world. Steve Bell, Lean IT Strategies 3
  4. 4. Hansei Reflection Retrospective Steve Bell, Lean IT Strategies 4
  5. 5. Lean IT - A Year in Review Aerospace, Agribusiness, Banking, Fashion, Food Processing, Forest Products, Health Care, Insurance, Nonprofits, Retail, Software Publication, Supply Chain, Startups Steve Bell, Lean IT Strategies 5
  6. 6. Observation #1 Technology has the potential to play a transformative role in every product, service and industry “For years, CIO’s have been asking for a place at the strategy table. Now suddenly we’re there, feeling like the dog that finally caught the car it’s been chasing. With the bumper in its teeth it asks ‘now what?’” CIO of a Global Bank Steve Bell, Lean IT Strategies 6
  7. 7. Big Hairy Question #1 How do we think from our customers’ needs backward, not from our assets forward? Dan Jones Steve Bell, Lean IT Strategies 7
  8. 8. Observation #2 Deliberate innovation is becoming necessary for survival Steve Bell, Lean IT Strategies 8
  9. 9. The only sustainable competitive advantage is the ability to learn faster than the competition. Arie de Geus Steve Bell, Lean IT Strategies 9
  10. 10. Nordstrom Innovation Lab Steve Bell, Lean IT Strategies 10
  11. 11. + Evolving from Software to Devices and Services Steve Bell, Lean IT Strategies 11
  12. 12. Nike EMEA IT staff innovation space Steve Bell, Lean IT Strategies 12
  13. 13. Big Hairy Question #2 If someone, anyone, anywhere in your company, including your suppliers and customers, has an idea, what can they do with it? Steve Bell, Lean IT Strategies 13
  14. 14. Observation #3 Uncertainty can be your enemy or your friend. It’s your decision. Steve Bell, Lean IT Strategies 14
  15. 15. Big Hairy Question #3 How can an organization balance the need for “good governance” while simultaneously nurturing purpose-driven teams able to quickly sense and adapt to challenges and opportunities? Steve Bell, Lean IT Strategies 15
  16. 16. Observation #4 The key challenge facing Agile today is how to SCALE to the enterprise. Lean thinking is essential. Steve Bell, Lean IT Strategies 16
  17. 17. What is BIG? What are the scaling factors? Steve Bell, Lean IT Strategies Source: Al Goerner 17
  18. 18. Steve Bell, Lean IT Strategies 18
  19. 19. Steve Bell, Lean IT Strategies 19
  20. 20. Steve Bell, Lean IT Strategies, Lean4NGO 20
  21. 21. European Hoshin Kanri and Obeya Steve Bell, Lean IT Strategies, Lean4NGO 21
  22. 22. Big Hairy Question # 4 What are your constraining scaling factors? How will a skillfully executed Lean Management System help you overcome them? Steve Bell, Lean IT Strategies 22
  23. 23. Observation # 5 ERP is the elephant in the room and it’s not going away Steve Bell, Lean IT Strategies 23
  24. 24. Big Hairy Question #5 If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add value to a Lean enterprise?” Steve Bell, Lean IT Strategies 24
  25. 25. Observation #6 Analytics is a critical skill that must be developed intentionally Steve Bell, Lean IT Strategies 25
  26. 26. ITSM Analytics Steve Bell, Lean IT Strategies Source: anonymous client 26
  27. 27. Big Hairy Question #6 How do we find/attract individuals within our organization that are gifted in analytics, help them develop mastery, and share their talent with others? Steve Bell, Lean IT Strategies 27
  28. 28. Observation #7 You cannot ignore the 2nd principle Value Stream mindset is essential Steve Bell, Lean IT Strategies 28
  29. 29. Big Hairy Question #7 If you practice the four Lean principles well, but don’t focus on value streams and their owners, will Lean IT produce sustainable results?” Steve Bell, Lean IT Strategies 29
  30. 30. Observation #8 Prioritize all IT activities and investments according to your Hoshin Plan Abolish “dark matter” Steve Bell, Lean IT Strategies 30
  31. 31. Leadership focus on the “vital few” Visualize  Demand  Priority  WIP  Problems Grameen Foundation CKW Program, Uganda Steve Bell, Lean IT Strategies 31
  32. 32. Big Hairy Question #8 How can you visualize IT demand, priority, load and flow so everyone can clearly align their work with the vital few priorities? Steve Bell, Lean IT Strategies 32
  33. 33. Questions to reflect upon 1. How do we innovate from our customers’ needs backward? 5. Can an agile ERP system add value to the Lean enterprise? 2. If someone has an idea, what can they do with it? 6. How do we nurture our internal analytics capabilities? 3. How to balance governance, agility and innovation? 7. Can Lean IT work without a Value Stream orientation? 4. How can the Lean Management System help Agile scale to the enterprise? 8. How can you visualize IT work to clearly align with your vital few priorities? Steve Bell, Lean IT Strategies 33
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