Boundaries of Kanban –
Disruptive Innovation
LKCE13, 04 November 2013

@markusandrezak
@ueberproduct
http://www.ueberprodu...
•  Extrapolation does not help
•  Toyota does not design products with
Kanban
•  Administration vs. Forward / backward
thi...
What‘s beyond?

???
Big, highly scaling enterprises need
ccontinuous innovation
Nokia Revenue
Apple vs Nokia revenue
More than 200 models –
innovation for sure?
One model, deep innovation
Models that weren‘t
Innovators dilemma
„ ... successful companies can put too
much emphasis on customers' current
needs, and fail to adopt new...
h"p://www.flickr.com/photos/zeevveez/
4729638702/	
  
Not understanding own business

h"p://www.flickr.com/photos/paukrus/9190431210/	
  

h"p://www.flickr.com/photos/joebehr/685...
Transport – not horses

h"p://www.flickr.com/photos/jsome1/3345895824/	
  

h"p://www.flickr.com/photos/24736216@N07/4192915...
Data driven =
h"p://www.flickr.com/photos/nostri-­‐imago/
2871268793/	
  

h"p://www.flickr.com/photos/
beanFn/7649183772/	
...
h"p://www.flickr.com/photos/Ipc/8723975166/	
  
„No one has to
change.
Survival is
optional“
Deming
„To be ahead of the
competition, you
need to leapfrog
them. Creativity
needs to be
involved“
Ackoff
The knowledge funnel
Cynefin

Radical Innovation

h"p://upload.wikimedia.org/wikipedia/commons/4/45/Cynefin_framework_Feb_2011.jpeg	
  

Feature ...
Analytical Thinking
Worst	
  form:	
  solu,on	
  mindedness	
  

projecFon	
  

ExisFng	
  
Data	
  

Projected	
  
produc...
Abductive Thinking

Vision	
  

Needs	
  

Research	
  

Derived	
  	
  
Product	
  
Analytical vs. abductive thinking
(What if ...?)

Operational Excellence

Innovation
Agile = innovation ...?
Agile / Kanban / Scrum / Lean
visualisation
Transparency
start where you are
small steps
evolutionary change
small batch s...
A certain innovation process

Apple
Another one

ZigZag / Sawyer
Design Thinking
Diverging / Converging
Loop: Diverging / Converging

non linear
often backwards stepping
find the right problem!
understand human beings
synthesis...
A fit?
linearity
small batch size
small steps
optionality
eliminate waste
transparency

h"p://www.flickr.com/photos/veggiefrog/257...
eliminate waste

h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
portfolio kanban

h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
transparency ...
Cooperation needs tacit knowledge
Examples for conflict???
•  Non linearity: bugs
•  Depth vs. Flow / transparency etc:
Redesign
•  Exploration and impatienc...
No way out???
h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
A solution
analytical thinking
focus grroups
online surveys
web analytics
abductive thinking
prototypes
interviews / anthropology
des...
A solution
MulFple	
  safe-­‐to-­‐
Buying	
  
fail	
  experiments,	
  
informaFon	
  
contained	
  
cheaply	
  
Steps ... patience
• 
• 
• 
• 
• 
• 
• 

Follow the suction
Get designers in as trojan horses
Show, don’t tell!
Show what ...
More important
•  Innovation != Innovation
•  Be conscious there are different worlds
and different questions
•  They need...
Nokia Revenue
Apple revenue
Modelle die es nicht gab
A solution
Literatur
•  Jeannie Liedtka, Tim Ogilvie: Designing
for growth
•  Jeannie Liedtka: Solving problems with
Design Thinking
...
h"p://www.flickr.com/photos/theredproject/3302110152/	
  
h"p://www.flickr.com/photos/dullhunk/202872717/	
  
BOUNDARIES OF KANBAN - DISRUPTIVE INNOVATION (MARKUS ANDREZAK) - LKCE13
BOUNDARIES OF KANBAN - DISRUPTIVE INNOVATION (MARKUS ANDREZAK) - LKCE13
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BOUNDARIES OF KANBAN - DISRUPTIVE INNOVATION (MARKUS ANDREZAK) - LKCE13

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Kanban is phantastic in the support the flow of product development and self improvement of teams in that area. However, at each time the process defined through Kanban poses an impediment to work in the creative field. While Kanban may very well fit to work in the domains of product maintenance and iterative, feature by feature innovation, it does not support evolutionary or disruptive innovation. These types of innovation dip slightly or even more into chaos and are completely non linear processes which simply do not fit the Kanban board and process. The talk will show how to protect innovation from delivery and otoh how to create the necessary level of communication between these areas w/o creating silos.

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BOUNDARIES OF KANBAN - DISRUPTIVE INNOVATION (MARKUS ANDREZAK) - LKCE13

  1. 1. Boundaries of Kanban – Disruptive Innovation LKCE13, 04 November 2013 @markusandrezak @ueberproduct http://www.ueberproduct.de
  2. 2. •  Extrapolation does not help •  Toyota does not design products with Kanban •  Administration vs. Forward / backward thinking •  Do the right thing •  Operations first
  3. 3. What‘s beyond? ???
  4. 4. Big, highly scaling enterprises need ccontinuous innovation
  5. 5. Nokia Revenue
  6. 6. Apple vs Nokia revenue
  7. 7. More than 200 models – innovation for sure?
  8. 8. One model, deep innovation
  9. 9. Models that weren‘t
  10. 10. Innovators dilemma „ ... successful companies can put too much emphasis on customers' current needs, and fail to adopt new technology or business models that will meet customers' unstated or future needs ...“ Wikipedia on Clayton Christensen
  11. 11. h"p://www.flickr.com/photos/zeevveez/ 4729638702/  
  12. 12. Not understanding own business h"p://www.flickr.com/photos/paukrus/9190431210/   h"p://www.flickr.com/photos/joebehr/6850012947/  
  13. 13. Transport – not horses h"p://www.flickr.com/photos/jsome1/3345895824/   h"p://www.flickr.com/photos/24736216@N07/4192915147/  
  14. 14. Data driven = h"p://www.flickr.com/photos/nostri-­‐imago/ 2871268793/   h"p://www.flickr.com/photos/ beanFn/7649183772/  
  15. 15. h"p://www.flickr.com/photos/Ipc/8723975166/  
  16. 16. „No one has to change. Survival is optional“ Deming
  17. 17. „To be ahead of the competition, you need to leapfrog them. Creativity needs to be involved“ Ackoff
  18. 18. The knowledge funnel
  19. 19. Cynefin Radical Innovation h"p://upload.wikimedia.org/wikipedia/commons/4/45/Cynefin_framework_Feb_2011.jpeg   Feature by feature & Maintenance
  20. 20. Analytical Thinking Worst  form:  solu,on  mindedness   projecFon   ExisFng   Data   Projected   product  
  21. 21. Abductive Thinking Vision   Needs   Research   Derived     Product  
  22. 22. Analytical vs. abductive thinking (What if ...?) Operational Excellence Innovation
  23. 23. Agile = innovation ...?
  24. 24. Agile / Kanban / Scrum / Lean visualisation Transparency start where you are small steps evolutionary change small batch size Opionality Linearity
  25. 25. A certain innovation process Apple
  26. 26. Another one ZigZag / Sawyer
  27. 27. Design Thinking
  28. 28. Diverging / Converging
  29. 29. Loop: Diverging / Converging non linear often backwards stepping find the right problem! understand human beings synthesis prototypes, prototypes, ...
  30. 30. A fit?
  31. 31. linearity small batch size small steps optionality eliminate waste transparency h"p://www.flickr.com/photos/veggiefrog/2573076568/  
  32. 32. eliminate waste h"p://www.flickr.com/photos/veggiefrog/2573076568/  
  33. 33. portfolio kanban h"p://www.flickr.com/photos/veggiefrog/2573076568/  
  34. 34. transparency ...
  35. 35. Cooperation needs tacit knowledge
  36. 36. Examples for conflict??? •  Non linearity: bugs •  Depth vs. Flow / transparency etc: Redesign •  Exploration and impatience
  37. 37. No way out??? h"p://www.flickr.com/photos/veggiefrog/2573076568/  
  38. 38. A solution
  39. 39. analytical thinking focus grroups online surveys web analytics abductive thinking prototypes interviews / anthropology design techniques out of the office skunkworks
  40. 40. A solution MulFple  safe-­‐to-­‐ Buying   fail  experiments,   informaFon   contained   cheaply  
  41. 41. Steps ... patience •  •  •  •  •  •  •  Follow the suction Get designers in as trojan horses Show, don’t tell! Show what design really is Excursion to design studios Undertand the role of prototyping Embrace a failure culture Claudia Kotchka (P&G)
  42. 42. More important •  Innovation != Innovation •  Be conscious there are different worlds and different questions •  They need different ways of thinking •  They require different work conditions, contexts and constraints. •  Don‘t force them to be one! •  But you need both.
  43. 43. Nokia Revenue
  44. 44. Apple revenue
  45. 45. Modelle die es nicht gab
  46. 46. A solution
  47. 47. Literatur •  Jeannie Liedtka, Tim Ogilvie: Designing for growth •  Jeannie Liedtka: Solving problems with Design Thinking •  Keith Sawyer: Group genius •  Tim Brown: Change by design •  Roger L. Martin: The design of business
  48. 48. h"p://www.flickr.com/photos/theredproject/3302110152/  
  49. 49. h"p://www.flickr.com/photos/dullhunk/202872717/  

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