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Dinosaurs Don’t Do Lean!
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Dinosaurs Don’t Do Lean!

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  • 1. Dinosaurs Don’t Do Lean!
  • 2. Lean Applies to Companies andProduct Teams!
  • 3. Case Study: Company A—  Large up front design, meetings all over the country, to discussfeatures, architecture, do estimates—  Ramp up team in India!—  No Customer Discovery/Development – “We already knoweverything”—  Stand behind Partnerships with Fortune 50 companies as to whythe product will be good—  Distract sales and marketing team away from cash cows—  Multiple layoffs – Cash cow sales suffer, New Product just didn’t_________________.—  Estimated Waste: $70M, 3 years
  • 4. Case Study Company B—  Large up front design discussions, ppts, etc, largebudget, meetings all over the country, to discuss features,architecture, do estimates—  No Customer Discovery/Development – “We alreadyknow everything”—  Distract engineering away from paying projects andproducts—  Angst and frustration because product demos are behindschedule—  Estimated Waste: $1M, 8 months
  • 5. Case Study Company C—  Existing product having minimal success in the marketplace—  Enthusiasm about add on product—  Company decides to use R&D resources to fundintegration instead of continued product discovery forexisting product—  Company would rather discuss overhaul of productarchitecture for new add-on versus invest in sales &marketing activities for existing product—  Estimated Cost: Nothing Material Yet
  • 6. What am I up against: Dinosaurs?Dinsosaurs: Organizations and/or managers that arecouched in the culture of “big upfront”:—  Upfront manager/committee discussions that drag on forweeks and months – typified by let’s hop a jet and meet atCity XZY—  Upfront drawn out architectural committee meetings andestimation activities – typically these architects don’t writecode anymore—  Large and complex NPI stage-gate processes—  “If we build it it will sell”—  We don’t need to really evaluate our customer interactions,feedback, etc
  • 7. 75% Startups Fail: How aboutProducts?
  • 8. There’s a Difference Between Knowingthe Path and Walking the Pathhttp://www.youtube.com/watch?v=Kz40vwcTGFo
  • 9. The Conflict BetweenKnowing and Doing“Kings, heads of government, and corporateexecutives have control over thousands of people andendless resources, but often do not have mastery overthemselves”. Daft, Richard L. (2010-06-29). TheExecutive and the Elephant: A Leaders Guide forBuilding Inner Excellence (p. 5). John Wiley and Sons.Kindle Edition.
  • 10. If My Dev Team Does AgileAren’t I OK?
  • 11. Isn’t This How It’s Done?
  • 12. Say it Again!
  • 13. What Can I Do?—  Educate Managers and Higher Ups on Lean –Books, Meetups, Seminars—  Point to Importance of Marketing Doing IterativeWork just as Dev Does Iterative Work—  Change companies?—  Start your own Company, but not using traditionalmethods, Do Lean!