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Lean enterprise fatma urek

Lean Enterprise - Definition & Transformation

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Lean enterprise fatma urek

  1. 1. Lean Enterprise Definition & Transformation Fatma Ürek Uludağ
  2. 2. –Womack and Jones, Lean Thinking “precisely specify value by specific product, identify the value stream for each product, make value flow without interruptions, let the customer pull value from the producer, and pursue perfection” Lean?
  3. 3. –Humble, Molesky and O’Reilly, Lean Enterprise “a complex, adaptive system composed of people who share a common purpose” Enterprise?
  4. 4. NUMMI http://www.thisamericanlife.org/radio-archives/episode/403/nummi
  5. 5. NUMMI
  6. 6. Technology is not enough!
  7. 7. Creative Destruction https://www.technologyreview.com/s/519226/technology-is-wiping-out-companies-faster-than-ever/
  8. 8. McKinsey Global Digital Survey 2014 tp://www.mckinsey.com/business-functions/business-technology/our-insights/the-digital-tipping-point-mckinsey-global-survey-resu
  9. 9. • High-performing IT organizations experience 60X fewer failures and recover from failure 168X faster than their lower-performing peers. They also deploy 30X more frequently with 200X shorter lead times. • Lean management and continuous delivery practices create the conditions for delivering value faster, sustainably. • IT managers play a critical role in promoting diversity and limiting burnout. 2015 State of DevOps Report: 10
  10. 10. 2014 State of DevOps Report: 11 • Companies with high-performing IT organizations are twice as likely to exceed their profitability, market share and productivity goals. • Culture matters. The cultural practices of DevOps are predictive of organizational performance. • Job satisfaction is the No. 1 predictor of performance against organizational goals.
  11. 11. Continuum of Safety Cultures by Ron Westrum - sociologist
  12. 12. Portfolio Management
  13. 13. Lifecycle of Innovation 14
  14. 14. Technology Adoption Lifecycle 15
  15. 15. Product Category Lifecycle 16
  16. 16. INNOVATION PORTFOLIO
  17. 17. INNOVATION PORTFOLIO
  18. 18. INNOVATION PORTFOLIO
  19. 19. INNOVATION PORTFOLIO
  20. 20. INNOVATION PORTFOLIO
  21. 21. INNOVATION PORTFOLIO
  22. 22. INNOVATION PORTFOLIO
  23. 23. INNOVATION PORTFOLIO DISRUPT!!!
  24. 24. Explore • Cross-functional multi-disciplined teams • Lots of small bets • Safe to fail experiments - only failure, is failure to learn • Enough funding to do something, but no so much as to do nothing • Create a sense of urgency • Demonstrable evidence of value to proceed
  25. 25. Exploit • Create end to end value stream customer facing teams • Continuous evaluation for funding model • Achieving break even point • Data-driven fact based decisions • Maintain a sense of urgency • Set a vision, trust the team to get there, clear blockers and support as they proceed • Make sharing and organisational learning easy
  26. 26. Sustain • Beware of feature factory fallacy • Keep laser focus on what is valuable - where we can win • Do no get lazy, success hides sub-optimal issues • Keep discipline with fact based decisions • What is being used, improved or removed? • How could we disrupt or get disrupted - do we care?
  27. 27. Retire • Has it serviced its purpose? Sunset • It is providing value? Kill it? • Are there better opportunities to invest in? • Remove product and system complexity • Simplify to support further innovation • Free up funds and capability
  28. 28. Lean Transformation
  29. 29. https://www.youtube.com/watch?v=oeRXOT8lv0g Lean Transformation Model by John Shook
  30. 30. Thanks
  31. 31. what an organisation aspires to become. vision is… the business the organisation is in. mission is…
  32. 32. Purpose? - Graham Kenny, MD of Strategic Factors “putting managers and employees in customers’ shoes”
  33. 33. strategy achieve purpose necessary culture for strategy = +

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