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Agile Gurugram 2019 Conference | Playing to Win “Gamification to improve agility and innovation” | Priya Patra

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Session Title : Playing to Win “Gamification to improve agility and innovation”

Session Overview : The digital revolution has brought massive changes in technology advancement. Organizations are now exploring innovative and often fundamental changes in their business processes to incorporate digital solutions. This process, coined as digital transformation, is a change that companies should explore in order to remain competitive in the digital economy.

According to MIT SLOAN there are three pillars, each with three other elements for digital transformation: customer experience, operational processes and business models. These nine areas are the building blocks for digital transformation. Some common challenges of digital transformation include changing culture and perception, resources, and communication. For large organizations, this transition can be slow, which is can be detrimental.

Leading this digital change requires managers to have a vision of how to transform their company for a digital world. Gamification is a process of integrating game mechanics into a traditional medium, such as a website, training program, or product, to engage users to help solve or drive a business goal.

Can we as project managers achieve the three goals of digital transformation - customer experience, operational processes and business models through gamification? Can gamification help us to address the top challenges with digital transformation? Last but not the least can gamification propel digital transformation ?

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Agile Gurugram 2019 Conference | Playing to Win “Gamification to improve agility and innovation” | Priya Patra

  1. 1. Priya Patra Jan, 2019 Playing to win : Gamification to improve agility and innovation #PlayToWin
  2. 2. https://www.starbucks.co.uk/card https://www.jetprivilege.com/ https://www.marriott.com
  3. 3. Level 1Digital Transformation & Gamification1 The Game ( Project )2 Digital Transformation - Challenges3 Gamification - Enhancing Agility & Innovation4 The End Game5 Let’s discuss6
  4. 4. Project Management Professional Avid Agile Evangelist A Certified SCRUM Professional TOGAF Certified Enterprise Architect Let’s connect @ priya.patra@gmail.com www.linkedin.com/in/priyapatra Twitter: @priyaPatra Priya Patra
  5. 5. You are at Level 1
  6. 6. https://www.express.co.uk/entertainment/gaming/1035553/Pokemon-Go-Halloween-2018-Event-spooky-new-shiny-pokemon
  7. 7. What is Gamification?
  8. 8. https://greenbookblog.org/2011/12/19/debating-research-gamification/ Gamification is the application of game- design elements and game principles in non-game contexts
  9. 9. Gamification – The Gaming Trend
  10. 10. What is Digital Transformation ?
  11. 11. Let me ask Siri
  12. 12. You are at Level 2
  13. 13. https://pixabay.com/en/graphic-abstract-threads-windmill-922193/ The Game !Project ! A Digital thread program Track parts from assembly to implementation to retirement A Fortune 10 Healthcare Equipment manufacturer A year long transformation across multiple geographies
  14. 14. Manual process to send data from one system to another Multiple Disparate systems Business Rules - Excel macros - Mind of the project manager Manual updating of data Time lag of 24 hours to reflect data in different systems No single Source of truth 5 vendors + customer team Cost for maintaining the systems Team across 3 continents , 6 locations
  15. 15. You are at Level 3
  16. 16. Audience Speak What do you think are the challenges with Digital transformation ?
  17. 17. Expert Speak Lack of expertise Change resistance Customer Engagement
  18. 18. Does Business need to be serious always ?
  19. 19. Upskilling and Reskilling Application Training People make it happen !- Lack of Expertise https://www.shutterstock.com/image-illustration/career-planning- 174102737?irgwc=1&utm_medium=Affiliate&utm_campaign=Hans%20Braxmeier%20und%20Simon%20Steinberger%20GbR&utm_source=44814&utm_term= https://pixabay.com/en/training-development-business-396524/ https://signalinc.com/the-game-of-gamification/
  20. 20. People make it happen ! – Resistance to Change Idea Decision Change Disengaged employees = more resistance to change Multiplied financial success X 4 Increased customer satisfaction by 18% Decreased employee turnover by 14% Increase employee performance by 40% https://signalinc.com/the-game-of-gamification/
  21. 21. https://thedailyprosper.com/en/a/its-no-longer-enough-satisfy-your-customers-you-must-delight-them
  22. 22. EXPERIENCE ADVOCACY ENGAGEMENT REVENUE POTENTIAL RETENTIONLOYALTY DRIVEN EVENUE Game On ! – Customer readiness
  23. 23. You are at Level 4
  24. 24. Can Gaming enhance Agility and innovation?
  25. 25. The Game Changer - Enhancing Agility http://www.objectfrontier.com/blog/tag/gamification-and-the-enterprise/
  26. 26. Individual and Interactions https://pixabay.com/en/tic-tac-toe-love-heart-play-1777933/
  27. 27. Working Software Over Comprehensive documentation https://pixabay.com/en/cog-wheels-gear-wheel-machine-2125183/
  28. 28. Customer Collaboration over contract negotiation https://pixabay.com/en/team-team-building-success-computer-3373638/
  29. 29. Responding to Change over Following a Plan https://www.slideshare.net/TriFinanceBelgium/adaptability-44871118
  30. 30. The Game Changer - Enhancing Innovation http://www.objectfrontier.com/blog/tag/gamification-and-the-enterprise/
  31. 31. The Game Changer - Enhancing Innovation Diversity is the mother of creativity “company must-do” mindset to “I contribute towards my organization’s goals” Autonomy of Self expression
  32. 32. You at Level 5
  33. 33. Zero Manual touch points One single source of truth Configurable Rule Engines Savings worth of 5 MD within 6 months Real time decision making 30% improvement in customer base Reduction of errors by 95% The End Game ! CIO award
  34. 34. You are a Champion – Level 6
  35. 35. https://greenbookblog.org/2011/12/19/debating-research-gamification/ Gamification is a GAME Changer ! Let’s Play to Win !! #PlayToWin
  36. 36. @sudiptal Lean-Agile Transformation with DT
  37. 37. @sudiptal Agile/Lean Practitioner Head of Engineering and Products @ Digité • Development of SwiftKanban, SwiftALM, SwiftEASe products • Organize the LimitedWIP Societies in India Sudipta Lahiri (Sudi) 3 decades in the industry 2
  38. 38. @sudiptal Our Customer - Global Consulting Services PORTFOLIO
  39. 39. @sudiptal Their problem statement • They tasted some success with agile, but that wasn’t enough to move up the maturity curve • With increasing opportunities for business facing solutions and applications, adopting agile became the need of the hour • They understood the theory but practice wasn’t easy • Agile model for services and consulting was not very well understood or practiced
  40. 40. • They spoke with multiple agile consultants/coaches, understood their approach • They made their choice based on: • Practical approach to Agile coaching • Knowledge of tools, methods and metrics • Experience from services and consulting world • Confidence to partner with them in making them successful in their Agile transformation journey
  41. 41. What they wanted • Understand their pain, their teams, customer context and design an approach what would work for them • Discussion led approach: Propagate an energy of collaboration • Be part of their adoption and maturity journey as a coach • Sustain the Lean-Agile adoption, and improve incrementally
  42. 42. @sudiptal • We didn’t want to jump to anything • We wanted to understand them a lot more before we suggested anything at all: • The problem • The people/culture • The pace of change • Existing perceptions and myths Our approach for the partnership…
  43. 43. @sudiptal@sudiptal https://twitter.com/gartner_sym/status/799174404068560896
  44. 44. @sudiptal The 1st Step: Empathy • Empathy is about standing in someone else’s shoes, feeling with his or her heart, seeing with his or her eyes! • It is hard to outsource and automate • Daniel Pink https://www.adam-eason.com/scientific-ways-improve-increase-empathy/
  45. 45. @sudiptal If Empathy is “Why” we do it… … “How” do we go about it? … “What” do we do?
  46. 46. @sudiptal A two pronged approach… Top down… • Leadership Alignment sessions • Middle Management Alignment sessions Bottom Up • Understanding the “Gemba” https://www.mrcpa.org/events/gemba-walk/
  47. 47. @sudiptal Doing the “Gemba” Walk https://traccsolution.com/resources/gemba-walk-questions/ Participate in as many team interactions, customer meetings Look at Status Reports – internal or external Tools LISTEN – Don’t judge or conclude
  48. 48. @sudiptal From Empathy => To Definition
  49. 49. @sudiptal Their pain points • Maturity on delivery processes was evolving as nature of majority of work in the past was consulting and customer managed • Getting started on agile journey to bring cultural shift was a tough goal • Rapid changes in their service delivery model prompted a re-think of our agile execution • Cadences and transparency were a bit inconsistent • Requirements could be managed better • Early view/demos to business could improve • Estimates were still must-do • Quality/entry-exit gates needed a tune-up (DoR/DoD) • Automations and tools
  50. 50. @sudiptal Consultant’s “definition” view of the problem • What is “Agile”? • No reference to “Lean” • Focus is on the team; most problems elsewhere • Upstream • Estimation • Commit scope and timeline • Requirement Decomposition • Automation – team level problem • Agility in parts of the Value Stream
  51. 51. @sudiptal From Empathy => To Definition => To Ideation www.etpowerofideas.com
  52. 52. @sudiptal@sudiptal Visualise Upstream and Downstream separately Start with practices like Standup, Retrospectives Make team members own the stories Focus on flow. Stop starting and start finishing Visualize scope; not tasks From large scope to small stories From effort estimates to relative sizing Try and make the Customer align to Agile Encourage Automation – unit and functional Re-align the role of the Leads to Agile way Re-align the role of Project and Program Managers
  53. 53. @sudiptal@sudiptal Working Model Value StreamsKanban Practices SCRUM Practices Engineering Practices Communication Practices Tools Plan DoCheck Act http://ustore.com.br/disaster-recovery/hiperconvergencia-disaster-recovery/
  54. 54. @sudiptal@sudiptal
  55. 55. @sudiptal@sudiptal P R O T O T Y P I N G https://blog.prototypr.io/what-the-hell-is-rapid-prototyping-fe101e446a78
  56. 56. @sudiptal Where do you start? • We decided to pilot Agile model in a few pilot projects • We shortlisted with mix of projects • Projects that could benefit the most from the transformation – we chose most “challenged” project as opposed to just low risk • Co-located, bonded and willing to adapt teams • Where customer buy-in was achievable
  57. 57. @sudiptal Onboarding • Once the pilot teams/projects are identified… • Explain the Why, How and What (Golden Circle) • Explain the Working Model => Let them “Adapt” the Working Model • Give flexibility => Some teams chose SCRUMBAN, some teams chose Kanban • On-boarding each project/team • Training • Setting up the Board with the Value Stream and the Cards
  58. 58. @sudiptal Testing the Prototypes…
  59. 59. @sudiptalhttps://pixabay.com/en/river-flow-water-rocks-cascade-89180/ Execute, execute… execute • Keep hand-holding teams; share “Observations”; encourage course- correction • Do not make rapid changes frequently… let change stabilize and then evolve • Understand the impediments • Identify Short Term adaptation + Long term impact to Working Model • Stay away from “Religion”
  60. 60. @sudiptal This is how we started …
  61. 61. @sudiptal … and how they work now
  62. 62. @sudiptal This is how our cards flow…
  63. 63. @sudiptal This is how EPIC Value Stream flows…
  64. 64. @sudiptal© 2018 Software AG. All rights reserved Let’s interpret our CFD… Our intermediate lanes are flowing better than the last lane… We are doing Scrumban…so, we will still some batch movement for the last lane! Throughput is continuously improving… UT Automation is the bottleneck in the VS now
  65. 65. @sudiptal We see a few more interesting things… We see some VS stages skips… We see a wide variation in CT between 2 Sprints… This shouldn’t take this long! Notice the increase (improvement) in the CT of the pre-Development VS Stage; however, there is still a lack of CT in the NFR Analysis lane!
  66. 66. @sudiptal PDCA – with Standards • Lean-Agile community is very light about the importance of “standards” • Processes degenerate unless there is a focussed attempt to sustain them • Therefore, we defined a set of Lean-Agile practices
  67. 67. @sudiptal Defining a “Guidance” framework From SCRUM BOK • Sprint Planning • Stand-ups • Burndown Tracking • Retrospective • SCRUM Roles • Velocity Tracking From Kanban BOK • EPIC Value Stream • Story Value Stream • WIP • Pull based execution • Flow Metrics • Throughput Metric Common to both • Transparency (Customer) • Story Ownership • Demo by Story Owner • Independent small stories • CI/CD • Unit Test Automation • Functional Test Automation
  68. 68. @sudiptal … with a 10 point “rating” scale Not understood theory 0 Theory understood but not practiced 2 Occasionally practiced 3 Practiced but significant scope for improvement 4 Mature, Consistently practiced 7 Very Mature, Continuously improving 10 The scale is not linear to reflect the increasing level of difficulty between the subsequent levels.
  69. 69. @sudiptal Defined the “Initial” state… Let teams define their “to be” state in 3 months
  70. 70. @sudiptal Teams choose 3-4 quarterly objectives…
  71. 71. @sudiptal Challenges from Customers POV • Development followed Lean-Agile; E2E value stream is still waterfall • Distributed teams created need for redundant communications • Demos to business IT missed feedback from end business user • Process alignment are still underway
  72. 72. @sudiptal Challenges from People POV • Sustaining the initial enthusiasm and pace of adoption • Ways to avoid pit-falls • Agile champions • Internal Gemba walks and observation sharing • Increased process focus required discipline • Agile does not assure quality; it makes quality issues visible faster • No getting away from engineering steps for high quality • Continuous churn of product functionality creates fatigue
  73. 73. @sudiptal Outcome from Customer POV • Improved visibility with better use of JIRA, Confluence and SwiftKanban • Metric created some aha moments • Impediments /Risks visible earlier • Improved collaboration between Customer and us • Story Maps were useful in getting big picture of the projects • Quality metrics, defined in collaboration the customer, helped in alignment • Frequent demos helped set business expectations
  74. 74. @sudiptal ANONYMOUS SURVEY CONDUCTED IN JUNE’18 • 75% feel that they understand the customer priority • 75% say identification of blockers have improved • 68% said Demos are effective and helpful now in terms of getting early feedback from customer. • 78% are confident within the team to take up tasks and execute • 77% said Sprint planning is helping for work transparency and effective work planning. • 75% said turnaround time for requirement clarification has reduced. • 85% say that daily stand-up is more effective and helpful to get update from each other and know the dependencies • 68% said working together as a team has improved • 81% say that we have a safe environment to raise impediments and challenges • 90% say that we have learning culture and are making active, regular improvements: technical competence + process Team Work Planning and effectiveness Learning Culture Requirements turnaround time Improvement Areas: • 41% feel that Defect notification and triage mechanism is not sufficient and effective • 40% say that it has not helped to get early feedback from customer • 40% said work-life balance is not OK Outcome from People POV
  75. 75. @sudiptal © 2018 Software AG. All rights reserved What worked • Great partner and coaches who could empathize with their problems and watched our back • Right tools to solve problems • Drive to continuously improve • An “open” team!
  76. 76. @sudiptal@sudiptal https://www.oceanit.com/services/design-thinking
  77. 77. @sudiptal Summary… • Understand the customer before you suggest • Follow a structured process to understand your customer • Avoid names to create “reactions” • The steps are so logical that no one will say NO • Ideate with the customer; iterate with the customer to close on a Working Model • Continuous Gemba and feedback loop • Focus on the principles • Don’t attempt to do anything without a VSM • For greenfield projects, INVEST is a major challenge! • Do 5Why to identify the real source of an issue • Standardise to baseline the maturity achieved; then, push for next Kaizen
  78. 78. @sudiptal Thank you… you can reach us at: • Sudipta Lahiri • Heads of Products and Engineering, Digité • slahiri@digite.com • @sudiptal • lahiri.sudipta@gmail.com Join us at the LimitedWIPSociety Meetup groups…
  79. 79. Global Organizational Agile Transformation Journey Importance of transformational goal Importance of alignment in organization Do not go by process, but by challenge Ashutosh Rai Agile Learner, Transformation Consultant, Trainer, Event Speaker
  80. 80. A global technology partner ... continuing to evolve 2
  81. 81. 3 ENTERTAINMENT ENTERPRISEHEALTHCARE
  82. 82. Transformation goal Maximize Business value Every Release Predictable System Delivery 4
  83. 83. 5 Centers involved in this phase of transformation GER BEL IND • Product organization • Having multiple centers across globe – e.g. USA, Canada, China, Belgium, Germany, India
  84. 84. Partnership: Barco & Xebia Initial Assessment • Team understands Scrum & doing scrum ceremonies • Leadership was clear with Agile transformation goal and aligned. Discovery Phase • Teams are busy and work hard for the goal. • Technology Teams • Reporting Structure (QA, Dev(UI, Backend) • Individual team meetings with Product team • Infrastructure for integration 6
  85. 85. Challenges Organization Structure Collaboration with Business Involvement of Product Management Team Challenges • Hierarchy in team • Members of one product team were reporting to different people (functional team) • For conflicts always involve multiple managers Empowering team • Technology specific teams -> focusing on individual achievements -> not on product goals • Unable to challenge PM • Strong alignment among geographically distributed was needed to enhance focus on product goal • Focused on how – not why• Discussions in silo with different teams for product • Customer exposure lacking 7
  86. 86. Approach Flat organization structure Partnership with business for product roadmap Empowering Teams THE THREE STEP APPROACH 8 Portfolio THREELEVEL System Teams
  87. 87. Organization Structure - before Functional Structure with Hierarchy 9 Director SW Lab Software Development Advance TechnologyTesting Architecture SolutionsAdvance Technology
  88. 88. Current Organization Structure Flat structure focused on business divisions 10 Director Software Lab TECHNOLOGY TO CROSS FUNCTIONAL Entertainment Enterprise HealthCare
  89. 89. Concept Centered aroud the Scrum team • Product owner or technical lead • Scrum master • Team R&D Lead Mentor 11 Basis Points addressed while designing structure: One person – one role Product Owner shall not have reporting of scrum team Do not distribute team for one product development to multiple people managers
  90. 90. Empowering Teams 12 Educate Teams Teams themselves decided composition Encouraged teams to discuss business value Teams moving towards multi- skilled individuals e.g. full stack, dev & test automation 1 2 3 4
  91. 91. Challenges Succession plan Breaking hierarchy mindset Showing career growth to people • For existing people • For new positions 13
  92. 92. Partnership with Business PARTNERSHIP • System Goal - based on business value in alignment with PM and PO • System sprint demo • Team members visiting customer & trade shows CHALLENGES • Unable to demo at system level initially • Strengthen CI and TA for efficient & timely integration – business value?? • Cannot send all team members to meet international customer 14
  93. 93. Outcomes of first phase ACHIEVEMENTS • Team Level Predictability • Team decided to have Quality as part of DoD • Quick Feedback Implementation Cycle • Business Alignment at System Level • Scrum master sync to share best practices across globe • Focus on CI / CD CHALLENGES • Aligning product management vision for incremental releases • Organization level prioritization • Common teams across systems • Product managers collaboration 15
  94. 94. Consideration for Portfolio level scaling Frequency of deployment in Market Number of global teams involved for system development Dependencies on common teams Prioritization across systems in a portfolio Scalable and iterative Architecture 1 2 3 4 5 16
  95. 95. Scaling at portfolio COACH COMMUNITY + BARCO TEAM Involvement of Leadership Business + Engineering Leadership + PMs + POs + SAs + Coaches Leadership + PMs + POs + SA + Teams PORTFOLIO ALINGMENT SYSTEM RELEASE PLANNING Business value across systems Must go features Improving architectural runway to improve performance Business goal for each system for next quarter PO's picking highest priorities items for respective teams Understanding on high level system business values Clarifying all doubts/ question Identifying and mitigating all risks and dependencies Forecasting for release goal 17
  96. 96. Achievement from scaling Teams working closely to resolve Transparency among each other Quick and actionable collaboration Value focused Confidence of collective delivery Capacity based forecast Happy Teams Leadership resolving impediments Quick product priority decisions 18
  97. 97. What’s next? What's Next? Creating a culture of innovation Community Involvement Thought Leadership 19
  98. 98. 20
  99. 99. Mike Burrows mike@agendashift.com Twitter: @asplake @agendashift #changeban Web: agendashift.com/changeban Slack: agendashift.com/slack, channel #changeban Version 1.0, November 2018 Copyright © 2017-2018 Agendashift™ (a trading name of Positive Incline Ltd) Changeban by Mike Burrows of Positive Incline Ltd is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License.To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Visit www.agendashift.com/changeban for facilitation information and downloads. ChangebanA Lean Startup-flavoured Kanban simulation
  100. 100. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB B MBSC B AW AW B Visualise our work… – product ideas – improvement ideas: - process, organisation, policy Iteration 1:Visual management MB MB MB MB MB MB MB MB MB MB
  101. 101. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB B MBSC B AW AW B …and our workflow Iteration 1:Visual management MB MB MB MB MB MB MB MB MB MB
  102. 102. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP AW AW B Iteration 1:Visual management Valuable FeasibleUsable
  103. 103. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP • Teams of 3 to 5 people (4 is ideal) • Stickies in two colours, 8 stickies per colour • A deck of cards per team Setup MB MB MB MB MB MB MB MB MB MB
  104. 104. Question: What do the cards represent? https://openphoto.net/gallery/image/view/21316
  105. 105. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP EITHER advance an item you own… MB MB MB B Red ♥฀♦฀you win… MB MB MB MB MB MB MB MB MB MB
  106. 106. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB B/ MB OR unblock one of your blocked items (without moving it)… MB MB MB MB MB MB MB MB MB MB Red ♥฀♦฀you win…
  107. 107. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP OR start a new item, taking ownership of it MB B MB MB MB MB MB MB MB MB MB MB Red ♥฀♦฀you win… MB
  108. 108. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VPMB MB B/ MB If you own any unblocked items, block one. Don’t block multiple items, or anyone else’s KF B Black ♠฀♣฀you lose? MB MB MB MB MB MB MB MB MB MB
  109. 109. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VPMB MB B/ MB AND cheer yourself up by starting a new item, taking ownership KF B MBKFMB MB MB MB MB MB MB MB MB Black ♠฀♣฀you lose?
  110. 110. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// KF B MB B MBSC B Endgame 1: Prune decisively MB MB MB MB MB MB MB MB MB MB Each time you advance an item into Accepted (yay!), choose an uncompleted item to reject (yay!). Your team colleagues will help you decide which one. MBKF B
  111. 111. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB B MBSC B Endgame 1: Prune decisively MB MB MB MB MB MB MB MB MB Perhaps one of these items will never be worth starting MBKF B
  112. 112. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB B MBSC B Endgame 1: Prune decisively MB MB MB MB MB MB MB MB MB MB MB B Perhaps you’re having difficulty agreeing a feasible solution acceptable to all stakeholders MBKF B
  113. 113. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB B SC B Endgame 1: Prune decisively MB MB MB MB MB MB MB MB MB MB MBSC B Perhaps this one isn’t going to stick MBKF B
  114. 114. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MBSC B Endgame 1: Prune decisively MB MB MB MB MB MB MB MB MB MB MB BBB// Perhaps this one isn’t proving as valuable as you hoped MBKF B
  115. 115. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VPMBKF B If – and only if – you can’t advance, unblock, or start an item of your own, help someone else by unblocking or moving one of theirs Endgame 2: When you’re out of options ML B TP MB BBB// MBKF B MB B AW B AW MB MB MB MB MB MB MB MB MB MB B
  116. 116. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B 1 point for each Accepted item, up to a maximum of 4 per colour – 8 points available 1 point for each colour represented in each subcolumn of Rejected – 8 points available A bonus point for each subcolumn of Rejected that contains exactly 2 items, 1 of each colour – 4 points available Here: 6 + 6 + 1 = 13 out of a possible 20, a par score MB B AW B AW MB MB MB MB MB MB MB MB MB MB MBSC B Score for maximum learning across the board
  117. 117. Iteration 1:Visual management – play! • After everyone has drawn a card, discuss your intended moves in your daily standup meeting • Make your moves according to the rules below • Repeat these simulated “days” until your facilitator tells you to stop Red ♥฀♦฀ Black ♠฀♣฀ • EITHER advance an item you own one column rightwards • OR unblock one of your blocked items • OR start a new item, taking ownership • BOTH block one of your currently unblocked items if you have any • AND start a new item if any remain, taking ownership Endgame: Red ♥฀♦฀or Black ♠฀♣฀ • If and only if you can’t move, start, or unblock for yourself, help someone! Move or unblock for another player • When you accept an item, reject another, chosen by the whole team
  118. 118. Iteration 1:Visual management – timeout! Questions: • How would you describe your board in its current state? • If your backlog was inexhaustible, what would happen?
  119. 119. Iteration 1:Visual management – play! • After everyone has drawn a card, discuss your intended moves in your daily standup meeting • Make your moves according to the rules below • Repeat these simulated “days” until your facilitator tells you to stop Red ♥฀♦฀ Black ♠฀♣฀ • EITHER advance an item you own one column rightwards • OR unblock one of your blocked items • OR start a new item, taking ownership • BOTH block one of your currently unblocked items if you have any • AND start a new item if any remain, taking ownership Endgame: Red ♥฀♦฀or Black ♠฀♣฀ • If and only if you can’t move, start, or unblock for yourself, help someone! Move or unblock for another player • When you accept an item, reject another, chosen by the whole team
  120. 120. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B 1 point for each Accepted item, up to a maximum of 4 per colour – 8 points available 1 point for each colour represented in each subcolumn of Rejected – 8 points available A bonus point for each subcolumn of Rejected that contains exactly 2 items, 1 of each colour – 4 points available Here: 6 + 6 + 1 = 13 out of a possible 20, a par score MB B AW B AW MB MB MB MB MB MB MB MB MB MB MBSC B Score for maximum learning across the board
  121. 121. WIP limits Perfect 20!
  122. 122. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP MB MB MB MB MB MB MB MB MB BBB// MBKF B MB MBSC B AW AW B Exactly the same rules as before, except that these WIP limits must be respected Iteration 2:WIP limits and pull systems MB AW B
  123. 123. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP MB BBB// KF B MB MBSC AW AW B ✔ MBKF B AW B MB MB MB MB MB MB MB MB MB Respect theWIP limits Work gets accepted (yay!) and rejected (yay!) exactly as before
  124. 124. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB SC AW AW B MBKF B ✖ MBSC Iteration 2: Respect theWIP limits MB MB MB MB MB MB MB MB MB AW B You can’t push work into an activity that’s already operating at capacity
  125. 125. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB MBSC AW AW B ✔ MB AW B MB MB MB MB MB MB MB MB MB Iteration 2: Respect theWIP limits But it’s fine to pull work into an activity that has capacity available
  126. 126. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP MB BBB// MBKF B MB SC AW AW B MBKF B Iteration 2: Respect theWIP limits MB MB MB MB MB MB MB MB MB AW B ✖ MB Oops! Now what?
  127. 127. Iteration 2:WIP limits and pull systems – play! • After everyone has drawn a cards, discuss your intended moves in your daily standup meeting • Make your moves according to the rules below • Respect the WIP limits: Move only if there is capacity in the receiving column Red ♥฀♦฀ Black ♠฀♣฀ • EITHER advance an item you own one column rightwards • OR unblock one of your blocked items • OR start a new item, taking ownership • BOTH block one of your currently unblocked items if you have any • AND start a new item if any remain, taking ownership Endgame: Red ♥฀♦฀or Black ♠฀♣฀ • If and only if you can’t move, start, or unblock for yourself, help someone! Move or unblock for another player • When you accept an item, reject another, chosen by the whole team
  128. 128. Agree Urgency In progress ( ) Complete Negotiate Change ( ) Validate Adoption ( ) Verify Performance ( ) Accepted Rejected AU NC VA VP MB BBB// MBKF B 1 point for each Accepted item, up to a maximum of 4 per colour – 8 points available 1 point for each colour represented in each subcolumn of Rejected – 8 points available A bonus point for each subcolumn of Rejected that contains exactly 2 items, 1 of each colour – 4 points available Here: 6 + 6 + 1 = 13 out of a possible 20, a par score MB B AW B AW MB MB MB MB MB MB MB MB MB MB MBSC B Score for maximum learning across the board
  129. 129. Iteration 2: Reflections • What just happened? • What was different? • What is a winning strategy? • Implications for practice?
  130. 130. Agree Urgency In progress ( ) Complete Negotiate Change ( 2 ) Validate Adoption ( 2 ) Verify Performance ( 2 ) Accepted Rejected AU NC VA VP Valuable, feasible, usable – fail/reject fast Is it valuable? Will we get to it soon? Is it feasible? Is it acceptable to all parties? Is it usable? Will it stick? Is it actually valuable? Is it meeting needs? X X X X ✔
  131. 131. A retrospective on your rejected ideas For each activity (column) in the process, describe an experiment that rejected a product or improvement idea: “We believed <hypothesis> but found while <activity> that <insight> and rejected this idea” And a pilot experiment that might have helped: “Had we tried <x>, we might have discovered this <sooner, more cheaply, &/or more safely>” Reflect on what you learned Reflect on your learning process
  132. 132. A Lean Startup-inspired hypothesis template Frame two more promising hypotheses (one of each kind): We believe that (actionablechange) ____________________________ will result in (meaningfuloutcome) ____________________________. If successful,we might expect to see (observableimpact) ___________________________ ___________________________ ___________________________.
  133. 133. www.agendashift.com/a3 Change: Owner: Mentor: Context / scope: Aligned to objective: (owner) Copyright © 2016-2017 Agendashift™(a trading name of Positive Incline Ltd). Visit www.agendashift.com/ resources for downloads. This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit https:/ / creativecommons.org/ licenses/ by-sa/ 4.0/ We believe that will result in I f successful, we might expect to see Hypothesis Risks Downside (to be invalidated/ mitigated) Upside (to be nurtured) Pilot experiments (new A3s) Directly impacted Other stakeholders & influencers Assumptions & dependencies People I nsights Assumptions to be validated Dependencies to be resolved
  134. 134. Topics for discussion • Single loop and double loop learning1: 1. Single loop learning: Acting on what you learned 2. Double loop learning: Acting on what you learned about your approach to learning • Deliberately accelerating learning through: 1. Experiment design 2. Process design – workflow, policies, parameters etc 3. Frequent opportunities for reflection and action 4. Deeper reflection (eg Agendashift) 1 Chris Argyris
  135. 135. From the Agendashift stable agendashift.com/resources • Agendashift A3 template • Featureban • 15-minute FOTO • …and more agendashift.com/slack • Dedicated #changeban channel agendashift.com/books agendashift.com/reading agendashift.com/linkedin agendashift.com/partner Mike Burrows mike@agendashift.com Twitter: @asplake @agendashift Profile: agendashift.com/mike (2019)
  136. 136. 1 Strategic Agility - An Introduction to Blue Ocean Strategy Beyond Operational Agility
  137. 137. 2 • Beyond Operational Agility • Introduction to Blue Ocean Strategy • Our Journey of executing BOS (at tactical level) Key Takeaways
  138. 138. 3
  139. 139. 4 Key Findings IT research firm ISG findings (out of 180 deals) [VALU E]% [VALU E]% Competitive Renegotiation No Competitive Renegotiation [VALU E]% [VALU E]% [VALU E]% Lose whole contract Scope reduction As It is
  140. 140. 5 • Increasing Demand • Saturated Demand • Declining Demand RED OCEAN – When Business operates in a over saturated market
  141. 141. 6 What Players do? Is it biased towards Supplier driven Value Proposition?
  142. 142. 7 RED OCEAN - How long can you sustain?
  143. 143. 8 So what is Strategic Agility? ?
  144. 144. 9 NON CUSTOMERS BOS - From Market Competing to Market Creating EXISTING CUSTOMERS
  145. 145. 10 Is it Worth? 86% 62% 39% 14% 38% 61% Business Launch Revenue Impact Profit Impact Launch with Red Ocean Launches for creating Blue oceans
  146. 146. 1111 Our Experience with BOS (at tactical level) 11
  147. 147. 12 Problem Statement
  148. 148. 13 Product Feature Canvas Product B Product A B u y e r V a l u e
  149. 149. 14 4 Key things we were doing incorrect • Product development inside out • Value Proposition  Product and Features • Losing out on Critical Value Proposition (they are most sustainable) • Usage Experience > Entertainment, Data Saving • Value Proposition may not change frequently, only forms and factors does
  150. 150. 15 Identify Industry Non-customers Soon to be Non Customers Current Market Un-explored Customers Refusing Customers
  151. 151. 16 Uncover hidden pain points from Existing + Refusing customers What utility the Industry focusses on Information Accessible Installation Use Supplements/ Ecosystem Maintenance Disposal Customer Productivity Cost of Ownership Risk Convenience Outreach Psychological Entertainment Stages of Buyer Experience cycle UtilityLevers
  152. 152. 17 Uncover Opportunity areas for Non customers What utility the Industry focusses on Stages of Buyer Experience cycle UtilityLevers Information Accessible Installation Use Supplements/ Ecosystem Maintenance Disposal Customer Productivity Cost of Ownership Risk Convenience Outreach Psychological Entertainment
  153. 153. 18 Our success with BOS Provided Technology as a value proposition for Non Product users Introduced Lite version as New Product variant for Memory sensitive users
  154. 154. 1919 APPENDIX 19
  155. 155. 20 Blue Ocean Strategy vs Red Ocean Strategy Red Ocean Blue Ocean • Compete in existing Market space • Beat the competition • Exploit the existing demand • Make the value cost trade off • Align Strategy choice of differentiation or lost cost • Create uncontested market space • Make the competition irrelevant • Create and capture new demand • Break the value-cost tradeoff • Simultaneous pursuit of differentiation and low cost
  156. 156. 21 Value Innovation – The cornerstone of BOS Buyer Value Cost Value Innovation Cost Saving – Eliminate and Reduce Competing Factors Buyer Lifted Value – Raise and create new Elements Creation of Blue ocean is about driving costs down while simultaneously driving value up for buyers
  157. 157. 22 THANK YOU

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