Using lean startup model to foster Agile adoption in multinational organizations

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In this session I’m showing a model that multinational organizations can use to foster the adoption of agile. This model is based on lean startup, understandig Agile initiatives from different countries as startups, it uses the validated learning cycles of every organization to create a validated learning knowledge base with the performed experiments of agile practices. This “”validated learning knowledge base”" is co-created by the members of the internal international Agile community.

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Using lean startup model to foster Agile adoption in multinational organizations

  1. 1. Using Lean Startup thinking to foster agile adoption in multinational organizations … and more. Angel Diaz-Maroto @adiazmarto adiazmaroto@agilar.org
  2. 2. HELLO!2
  3. 3. What do I do for living?IT Methodology specialist, Agile & Lean coach, Agile& Lean champion, Agile & Lean consultant, Agile &Lean Mentor, Agile & Lean big brother, A necessarywaste because there are some people whose job is togenerate waste…. other … Let’s go Agile being Lean!!
  4. 4. “Entrepreneurs are everywhere ... The concept ofentrepreneurship includes anyone who works withinmy definition of a startup: a human institutiondesigned to create new products and services underconditions of extreme uncertainty.” Eric Ries5
  5. 5. I am an entrepreneur! Running a Start-Up that hopefully can scale!! *Please visit Lean Startup 4 Change (Jeff Anderson)6
  6. 6. ING RBI Agile Expert Group Visit http://www.ing.com/7
  7. 7. BU’s Position regarding Agile Curious Not interested Want to try Already tried and failed Scaling8
  8. 8. Developing lean entrepreneurship using Lean Start-up principles
  9. 9. P1. Entrepreneurs are everywhereWe are a community of entrepreneurs. Target Business Unit Define Inception value Co-Create value Entrepreneurs Spread value locally (BML cycle)10
  10. 10. P2. Entrepreneurship is managementAppoint entrepreneurs & entrepreneurial skills. Seekers People Curious Providers Trying to succeed with similar products in complex environments. 11
  11. 11. P3. Validated learning Validate frequently & share that learning. Entrepreneur BusinessExpert group Hypothesis Unit to validate “Leap” Co-create Experiment hypothesis assumptions Experiment Collaboration & supportValidated learning knowledge base Share results Learn Measure Engine Validated Metrics learning Suggest action 12
  12. 12. P4. Build-Measure-LearnCreate a local BML gear & accelerate feedback loop Experiment Learn from Evaluate people Assumptions 13
  13. 13. P5. Innovation accounting Analyze pulled cultural switches. Hypothesis/ Assumption Learn Build Pivot or Experiment persevere Pulled *Minimum Viable cultural *MVI Implementation switch Don’t focus on practices but in pulling cultural Measure switches. behaviors14
  14. 14. A3 problem solving like experiment Sheet example• BU: Spain• Hypothesis o Problem: Poor Quality on CRs Delivery, current quality initiatives in IT and PMO are not leading to the expected results o Target cause (*from root cause analysis): IT and PM are not working as a team to solve quality issues o Assumptions: kaizen events (pivoted) & retrospectives can help• Experiment: o Run retrospectives bi-weekly with PM+IT people, perform a retrospective workshop so they can do it themselves.• Start date: o 10/10/2010 Duration: 2 months• Validated Learning: o PMs understand IT concerns such as stability on prioritization. o Teams serf-organize for running retrospectives o Top management got involved in retrospectives• Pivot or Persevere o Team 3 of 4 teams decide to keep performing PM+IT retrospectives o PM+IT Teams agreed that should become multidisciplinary teams o Teams agreed to help others performing retrospectives. 15
  15. 15. Peer review17
  16. 16. Thanks!! 18

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