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Scrum Day 2013 - Co-Innovation and Intrapreneurship
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Scrum Day 2013 - Co-Innovation and Intrapreneurship

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Nach der Umsetzung von “Lean Development” und agilen Praktiken in allen wesentlichen Entwicklungsbereichen steht für die SAP als führendem Unternehmenssoftware-Hersteller nun die Sicherstellung ...

Nach der Umsetzung von “Lean Development” und agilen Praktiken in allen wesentlichen Entwicklungsbereichen steht für die SAP als führendem Unternehmenssoftware-Hersteller nun die Sicherstellung und Förderung von Innovation auf der Agenda. Um dabei verschiedenste Kundenwünsche, technische Machbarkeit und unternehmerische Wirtschaftlichkeit auszubalancieren bedarf es insbesondere Projekte mit schnellen Feedback-Zyklen. Gerade in Co-Innovationsszenarien sowie “Binnenunternehmertum” (Englisch: “Intrapreneurship”) erweist sich die Kombination aus Lean Thinking, agilen Entwicklungspraktiken wie Scrum sowie Design Thinking als erfolgreich. Der Vortrag erläutert dies anhand aktueller Beispiele aus der Unternehmenspraxis und gibt Handlungsempfehlungen im Sinne von bewährten Praktiken.

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Scrum Day 2013 - Co-Innovation and Intrapreneurship Scrum Day 2013 - Co-Innovation and Intrapreneurship Presentation Transcript

  • MARTIN GEORG FASSUNGE & TOBIAS HILDENBRAND | SAP AG | 12 JUNE 2013 CO-INNOVATION AND INTRAPRENEURSHIP IN AGILE SOFTWARE DEVELOPMENT HOW TO INNOVATE COST-EFFECTIVELY IN LARGE ORGANIZATIONS?
  • © SAP 2012 | 2 “Ich wollte Mitarbeiter so motivieren, dass sie mehr leisten als der Durchschnitt. Freie Entfaltung und Kreativität, ohne bürokratische Zwänge und Regeln. Dazu passt auch keine Stempeluhr, die mir immer zuwider war.” Dietmar Hopp (one of the founders of SAP)
  • © SAP 2013 | 3 WHAT DOES SAP DO?
  • © SAP 2013 | 4 A LOT MORE THAN 40 YEARS AGO WHEN WE STARTED Cloud HANA Mobile 67k Analytics Applications
  • © SAP 2013 | 5 WHERE DO WE COME FROM?
  • © SAP 2013 | 6 40 YEARS OF SAP… Source: SAP
  • © SAP 2013 | 7 DON‘T WAIT ANOTHER 40 YEARS 1. Take an Economic View 2. Actively Manage Queues 3. Exploit Variability 4. Reduce Batch Size 5. Apply WIP Constraints 6. Control Flow: Cadence and Synchronization 7. Apply Fast Feedback 8. Decentralize Control Source: Donald G. Reinertsen (2009) – Lean Product Development Flow The Principles of Product Development FLOW Second Generation Lean Product Development Donald G. Reinertsen
  • © SAP 2013 | 8 SCRUM IMPLEMENTS MOST PRINCIPLES OF LEAN  Iterative feedback  Empirical process control  Velocity understood  Limited team size  Iteration cycles,  Limited WIP* *) WIP = work-in-progress
  • © SAP 2013 | 9 WE MANAGE OUR REQUIREMENTS THE AGILE WAY fixed estimated Requirements Requirements Resources Release Date Resources Release Date Plan-driven (traditional) Value-driven (agile)
  • © SAP 2013 | 10 OUR DELIVERY IS MORE RELIABLE AND EFFICIENT TODAY Chief Product team release backlog sprint backlog product backlog Scrum Teams
  • © SAP 2013 | 11 AGILE = “QUICK AND WELL COORDINATED”
  • © SAP 2013 | 12 SCRUM REDUCES PRODUCT RISKS DRAMATICALLY Conduct regular Retrospectives Split organization into teams Split work Split time Deliver more frequently Risk Risk
  • © SAP 2013 | 13 WITH LEAN, WE LEARNED HOW TO CHANGE AND SCALE Improve ratio of planning and execution Build quality into products from the inside out. Incorporate feedback early Build Coaches within the organization
  • © SAP 2013 | 14 WE LEARNED TO DELIVER RELIABLY AND PREDICTABLY
  • © SAP 2013 | 15 HOW TO INNOVATE COST-EFFECTIVELY IN LARGE ORGANIZATIONS?
  • © SAP 2013 | 16 INNOVATION = VALIDATED IDEA + COMMERCIALIZATION Idea Commercialization Development
  • © SAP 2012 | 17 “What innovation boils down to is one per cent inspiration and ninety-nine per cent perspiration.” (Thomas Edison)
  • © SAP 2013 | 18 SUSTAINING VERSUS DISRUPTIVE INNOVATION Sustaining Innovation Disruptive Innovation  Problem well understood  Existing market  Incremental improvement  Customer is believable  Market is predictable  Traditional approaches are more or less sufficient  Problem not well understood  New market  Dramatic, game-changing  Customer doesn’t know  Market is unpredictable  Traditional approaches and business methods fail…
  • © SAP 2013 | 19 PRINCIPLES OF COST-EFFECTIVE INNOVATION 1. Make your mistakes faster and cheaper 2. Bet on people not just on ideas – 3. Recognize real intrapreneurs 4. Don’t filter the truth 5. Treat the team as a single entity 6. Don’t trigger the corporate immune system 7. Value all kinds of innovation 8. Choose innovation that fit who you are 9. Live with your customers 10. Build financial systems early … Source: Pinchot and Pellman (1999) – Intrapreneuring in Action Intrapreneuring in Action A Handbook for Business Innovation Gifford Pinchot and Ron Pellman
  • © SAP 2013 | 20 MAKE YOUR MISTAKES FASTER AND CHEAPER Source: Eric Ries (2011) – The Lean Startup …but beware of ”vanity metrics”! Iterate…
  • © SAP 2013 | 21 BUSINESS MODEL DESIGN WITH THE LEAN CANVAS
  • © SAP 2013 | 22 ITERATE ENTIRE BUSINESS MODELS, NOT JUST PRODUCTS Source: Ash Maurya (2012) – Running Lean
  • © SAP 2013 | 23 TREAT THE TEAM AS A SINGLE ENTITY
  • © SAP 2013 | 24 DON’T FILTER OUT THE TRUTH, LOOK AT THE FACTS
  • © SAP 2013 | 25 “There Are No Facts Inside Your Building, So Get Outside.” (Steve Blank)
  • © SAP 2013 | 26 LIVE WITH YOUR CUSTOMERS
  • © SAP 2013 | 27 EXAMPLE: CO-INNOVATION SETUP AND WORKING MODEL Common Roadmap
  • © SAP 2013 | 28 …AND WHAT ABOUT DISRUPTIVE INNOVATION IN LARGE ORGS?
  • © SAP 2013 | 29 PRINCIPLES OF A “LEAN STARTUP” 1. There are no facts inside your building 2. Pair customer development with agile development 3. Failure is an integral part of the search 4. Make continuous iterations and pivots 5. No business plan survives first contact with customers 6. Validate your hypotheses 7. Agree on market type. It changes everything. 8. Startup metrics differ from those in existing companies 9. Fast decision making, cycle time and speed 10. Startup job titles are very different from a large company’s… Source: Blank and Dorf(2012) – The Starup Owner’s Manual The Startup Owner’s Manual A Step-by-Step Guide for Building Great Companies Steve Blank and Bob Dorf
  • © SAP 2013 | 30 CUSTOMER DEVELOPMENT INCORPORATES AGILE VALUES Short Iterations Incremental Delivery Small Cross-Functional Teams
  • © SAP 2013 | 31 CONCLUSION
  • © SAP 2013 | 32 CONCLUSION: INNOVATION IN LARGE ORGANIZATION Intrapreneurship Customer Development Agile Software Development Business Model
  • Thank You! Dr. Tobias Hildenbrand SAP AG Dietmar-Hopp-Allee 16 69190 Walldorf tobias.hildenbrand@sap.com Martin Georg Fassunge SAP AG Dietmar-Hopp-Allee 16 69190 Walldorf martin.georg.fassunge@sap.com