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written, illustrated
and performed by
Claudio Perrone
agilesensei.com
a3thinker.com
@agilesensei
EV OLV e
UPT
&
This…
… Is jim
He wants to get
things done
Grow
Be part of an high-performance team
He dreams of
changing the world
BUT
IT’S Just
A dream
His company went through many
reorganizations, only to stay the same
Organization chart
Blame flow
Rule makers
Controllers...
ORGANIZATIONs CAN’t BE AGILE IF ONLY THE
DEVELOPMENT TEAMS ARE DOING AGILE
SMs
JIM IS THE victim of
A system HE cannot
defeat
LIKE MANY OTHERS, HE learns nothing that
matters, and nothing changes.
“all is left is a desolate, lifeless place, with
seemingly little to offer humans.”
But What if
an “alien” technology
could change it?
LEAN
MANAGEMENT
1
@agilesensei
And we are reducing that timeline by
removing the non-value-added
wastes.
-­‐-­‐-­‐	
  Taiichi	
  Ohno,	
  Founder	
  of	
...
“but that’s only part of the story…”
In lean, managers are servant leaders.
Value Stream (from concept to cash)
“ -- Claudio Perrone
It’s not what you do but rather what
you learn by doing it that matters.
My (validated) Hypothesis: By bringing
learning streams to the surface,
companies reward the real heroes
Value Stream (fro...
WITH GUIDANCE AND METHOD, MANAGERS
grow to become problem solverS, critical
thinkers and mentorS
-­‐-­‐-­‐	
  Jurgen	
  Appelo	
  
“Management is too important
to leave to the managers.
Management is everyone’s job.
(YO...
…TO BETTER SERVE
INDIVIDUALS AND INTERACTIONS.
In lean, we co-design and continuously
improve processes and tools…
Lean Thinkers capture their understanding of a
problem (typically) ON A (A3-format) sheet OF PAPER.
Why are we
talking abo...
Once the nature of the problem is clear, they take
steps to move towards the target condition
systematically.
What counter...
Lean Problem solvers act like AN investigator at a
crime scene…
Traditionally, a mentor would challenge
a problem solver’s line of thought with
quick coaching cycles
What do you mean by ...
A3 thinking is not about problem solving…
… it’s about creating problem solvers.
Without guidance It’s all too easy to develop
shallow A3 reports.
… and Good
mentors are
rarer than
plutonium.
So, with the motto:
“Toyota supplier in 2 years or less”…
… I released a family of thinking tools…
www.a3thinker.com	
  
to help you change the world.
one problem at a time.
www.a3thinker.com/deck	
  
Arguably, an A3 report “surfaces” a learning stream
around a problem
What other
Learning streams
can we seek to
surface?
POPCORN
FLOW
2
@agilesensei
A while ago, I worked with a team who
had not deployed in months
We worked together and evolved using
the kanban method
But the real “secret” was our ability to
SYSTEMATICALLY DEFINE AND negotiate
explicit change experiments…
Problems & observations
Options
Possible experiments
Committed
Ongoing
Review
Next
… a powerful learning stream that I def...
It starts with Problems & Observations...
...which I use to elicit options.
Promising options lead to a backlog of
possible experiments.
experiments that we Commit to pursue have
an action, reason, expectation and Review
date.
At Each retrospective, we ask exactly these
questions:
Some people fear “failure”…
Gap = Frustration
Reality
Expectation
…but we only really “fail” when we limit
our opportunities to learn
Gap = Frustration
Reality
Expectation
Learning
It’s Not “fail fast, fail often”...
… It’s “Learn fast, learn often”.
Right from the beginning, I knew this was
different.
... Because the team COULD easily handle 5-10
change experiments each week, rapidly enabling it
to DELIVER multiple times ...
…and then it spread.
Popcorn boards started to appear to other
parts of the organization.
Imagine a continous flow of experiments to
dramatically accelerate the rate of change
in every corner of your organization...
One more thing…
Dublin, November 16th 2014.
a popcorn board enters our sitting room…
... At kid’s level.
Popcornflow for families
is born.
JOBS TO BE DONE3
@agilesensei
“How do you create customer value?”
Through the
development
of people
Attend to
folks’ needs
Listen to the
“Voice of the
C...
Operational excellence is not enough
Customer
12 min
16.5 min
73%
5.5 min 0.5 min 1.0 min 5.0 min
2.0 min 0.5 min 2.0 min
...
No matter how hard we try,
We are still wide open to disruption
faster
cheaper
better quality
(incrementally)
innovative
C...
the Traditional approaches are not that
effective
we have one fundamental assumption
Customers don’t know
what they want!
What causes people to buy?
They “hire” a product or service
to get the job done.
Prof	
  Clayton	
  Christensen	
  
People encounter situations that
...
Pull of the new solution
4 forces affect purchasing decisions
Push of the situation
Drive FORWARD
New
way
Habit of the pre...
Forces evolve over time
Based on the work
Of the re-wired group
(jobstobedone.org)
#JTBD
First Thought
Passive
Looking
Act...
Bob	
  Moesta	
  
The	
  Re-­‐Wired	
  Group	
  
We only talk to people who have
bought because embedded in
their choice s...
How do we capture it?
First
Thought
Active
Looking Deciding
Buying
Consuming
Event #1 Event #2 “Finished” or
Experienced
S...
Anthony	
  Ulwick	
  
Strategyn	
  
Before you can determine what
solutions they’ll want, figure out:
•  What jobs custome...
Anatomy of a story
As a mobile user,
I want a longer antenna
so that I can have
a better reception
I want to minimise
the ...
Job Stories Selected Options Product Backlog
(User stories)2
Once you have jobs stories (problem
space), you can easily ge...
Are you competing like any other
product in a pharmacy shelf?
Disrupt or die
Final Thoughts
Claudio	
  Perrone	
  
claudio@agilesensei.com	
  
www.agilesensei.com	
  
@agilesensei	
  
www.a3thinker.com	
  
Next is ...
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Evolve & Disrupt

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Keynote, presented at Agile Practitioners 2015

Published in: Software
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Evolve & Disrupt

  1. 1. written, illustrated and performed by Claudio Perrone agilesensei.com a3thinker.com @agilesensei EV OLV e UPT &
  2. 2. This…
  3. 3. … Is jim
  4. 4. He wants to get things done
  5. 5. Grow
  6. 6. Be part of an high-performance team
  7. 7. He dreams of changing the world
  8. 8. BUT IT’S Just A dream
  9. 9. His company went through many reorganizations, only to stay the same Organization chart Blame flow Rule makers Controllers Enforcers VictimsOrganization chart God Losers
  10. 10. ORGANIZATIONs CAN’t BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE SMs
  11. 11. JIM IS THE victim of A system HE cannot defeat
  12. 12. LIKE MANY OTHERS, HE learns nothing that matters, and nothing changes.
  13. 13. “all is left is a desolate, lifeless place, with seemingly little to offer humans.”
  14. 14. But What if an “alien” technology could change it?
  15. 15. LEAN MANAGEMENT 1 @agilesensei
  16. 16. And we are reducing that timeline by removing the non-value-added wastes. -­‐-­‐-­‐  Taiichi  Ohno,  Founder  of  TPS   “All we are doing is looking at the timeline from the moment the customer gives us an order to the point we can collect the cash.
  17. 17. “but that’s only part of the story…”
  18. 18. In lean, managers are servant leaders. Value Stream (from concept to cash)
  19. 19. “ -- Claudio Perrone It’s not what you do but rather what you learn by doing it that matters.
  20. 20. My (validated) Hypothesis: By bringing learning streams to the surface, companies reward the real heroes Value Stream (from concept to cash) Learning Stream(s) (from question to knowledge base)
  21. 21. WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS
  22. 22. -­‐-­‐-­‐  Jurgen  Appelo   “Management is too important to leave to the managers. Management is everyone’s job. (YOU MAY ALSO CONSIDER THAT…)
  23. 23. …TO BETTER SERVE INDIVIDUALS AND INTERACTIONS. In lean, we co-design and continuously improve processes and tools…
  24. 24. Lean Thinkers capture their understanding of a problem (typically) ON A (A3-format) sheet OF PAPER. Why are we talking about it? Where do things stand today? What should be happening? What would be a step in the right direction? What causes prevent us from reaching our target condition?
  25. 25. Once the nature of the problem is clear, they take steps to move towards the target condition systematically. What countermeasures should neutralize the causes? What steps are required to implement the selected countermeasures? How will you know if the countermeasures work? Based on the results, what’s next?
  26. 26. Lean Problem solvers act like AN investigator at a crime scene…
  27. 27. Traditionally, a mentor would challenge a problem solver’s line of thought with quick coaching cycles What do you mean by it? (Clarity) Is it always the case? (Assumptions) How do you know? (Evidence) What are you implying by that? (Implications) Would that necessarily happen? (consequences) Do anyone see it another way? (Alternative Point of views)
  28. 28. A3 thinking is not about problem solving… … it’s about creating problem solvers.
  29. 29. Without guidance It’s all too easy to develop shallow A3 reports. … and Good mentors are rarer than plutonium.
  30. 30. So, with the motto: “Toyota supplier in 2 years or less”…
  31. 31. … I released a family of thinking tools… www.a3thinker.com  
  32. 32. to help you change the world. one problem at a time. www.a3thinker.com/deck  
  33. 33. Arguably, an A3 report “surfaces” a learning stream around a problem
  34. 34. What other Learning streams can we seek to surface?
  35. 35. POPCORN FLOW 2 @agilesensei
  36. 36. A while ago, I worked with a team who had not deployed in months
  37. 37. We worked together and evolved using the kanban method
  38. 38. But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…
  39. 39. Problems & observations Options Possible experiments Committed Ongoing Review Next … a powerful learning stream that I defined and captured on a parallel “Popcorn board”
  40. 40. It starts with Problems & Observations...
  41. 41. ...which I use to elicit options.
  42. 42. Promising options lead to a backlog of possible experiments.
  43. 43. experiments that we Commit to pursue have an action, reason, expectation and Review date.
  44. 44. At Each retrospective, we ask exactly these questions:
  45. 45. Some people fear “failure”… Gap = Frustration Reality Expectation
  46. 46. …but we only really “fail” when we limit our opportunities to learn Gap = Frustration Reality Expectation Learning
  47. 47. It’s Not “fail fast, fail often”... … It’s “Learn fast, learn often”.
  48. 48. Right from the beginning, I knew this was different.
  49. 49. ... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
  50. 50. …and then it spread. Popcorn boards started to appear to other parts of the organization.
  51. 51. Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization... ... How far would you go?
  52. 52. One more thing…
  53. 53. Dublin, November 16th 2014. a popcorn board enters our sitting room…
  54. 54. ... At kid’s level.
  55. 55. Popcornflow for families is born.
  56. 56. JOBS TO BE DONE3 @agilesensei
  57. 57. “How do you create customer value?” Through the development of people Attend to folks’ needs Listen to the “Voice of the Customer” Get out of the building Just do it Growth hack it
  58. 58. Operational excellence is not enough Customer 12 min 16.5 min 73% 5.5 min 0.5 min 1.0 min 5.0 min 2.0 min 0.5 min 2.0 min Value Adding Time (VAT) Non VAT Proc. Lead Time:: Total Cycle Time: Proc. Efficiency:
  59. 59. No matter how hard we try, We are still wide open to disruption faster cheaper better quality (incrementally) innovative Customer “Different” Competition
  60. 60. the Traditional approaches are not that effective
  61. 61. we have one fundamental assumption Customers don’t know what they want!
  62. 62. What causes people to buy?
  63. 63. They “hire” a product or service to get the job done. Prof  Clayton  Christensen   People encounter situations that drive the need to accomplish a job. The job – not the customer – is the fundamental unit of analysis.
  64. 64. Pull of the new solution 4 forces affect purchasing decisions Push of the situation Drive FORWARD New way Habit of the present Anxiety of the new choice Hold back Business as usual Based on the work Of the re-wired group (jobstobedone.org) #JTBD
  65. 65. Forces evolve over time Based on the work Of the re-wired group (jobstobedone.org) #JTBD First Thought Passive Looking Active Looking Deciding Consuming Satisfaction “Finished” or Experienced Event #1 Event #2 Buying Or
  66. 66. Bob  Moesta   The  Re-­‐Wired  Group   We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.
  67. 67. How do we capture it? First Thought Active Looking Deciding Buying Consuming Event #1 Event #2 “Finished” or Experienced Satisfaction Passive Looking Climax (and Hook) Moment of struggle Time bombInciting incident Resolution Documentary: “The Switch”
  68. 68. Anthony  Ulwick   Strategyn   Before you can determine what solutions they’ll want, figure out: •  What jobs customers want to get done •  What metrics they use to define the successful execution of a job Can we go even further?
  69. 69. Anatomy of a story As a mobile user, I want a longer antenna so that I can have a better reception I want to minimise the likelihood that the conversation drops Context, situation, job, or job step Outcome, need, or measure of improvement Warning: early assumptions V.S. When I’m calling a friend User story Job story/outcome
  70. 70. Job Stories Selected Options Product Backlog (User stories)2 Once you have jobs stories (problem space), you can easily get to user stories (solution space)
  71. 71. Are you competing like any other product in a pharmacy shelf?
  72. 72. Disrupt or die
  73. 73. Final Thoughts
  74. 74. Claudio  Perrone   claudio@agilesensei.com   www.agilesensei.com   @agilesensei   www.a3thinker.com   Next is now

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