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Why you need Lean Thinking in your Digital Transformation

Companies are more and more interested in so-called “digital transformations”, be it for the opportunity to optimize and innovate business models or because they fear they will fall behind their competitors or the most disruptive players in the market.
Changing customer expectations increasingly include products and service based on digital technologies, the use of mobile devices, Internet of Things (IoT), cloud computing, data analysis, and so on. This opens up many opportunities for organizations that have not yet been explored in their entirety.
For us to tap into the full potential of digital technologies, however, we need to integrate lean into our strategic thinking, to ensure that our digital transformations actually help us to add value and eliminate waste. Disconnected technology-based initiatives that lack a clear purpose won’t go very far. A presentation by Lean Institute Brasil director Christopher Thompson at the Lean Digital Summit 2018.
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Why you need Lean Thinking in your Digital Transformation

  1. 1. 1 Why you need Lean Thinking in your Digital Transformation Christopher G. Thompson
  2. 2. 2 Digital Transformation ◼ Digital business: Digital businesses win, serve, and retain customers by continuously creating and exploiting digital assets to simultaneously deliver new sources of customer value and increase their operational agility. Source: Forrester
  3. 3. 3 Clear purpose ◼ In lean, purpose must always be associated with the creation of value from the customer's perspective. What problem are we trying to solve?
  4. 4. 4 Alignment in the strategy deployment ◼ Everyone, every day, solving problems connected to customer needs. FOCUS
  5. 5. 5 It is not enough to be possible ... it necessary?
  6. 6. 6 Business-oriented transformation... ... supported by technology
  7. 7. 7 Lean Startup ◼ Scientific method with short learning cycles First: Value Hypothesis Then: Growth Hypothesis Solves a customer's problem?
  8. 8. 8
  9. 9. 9 Uri Levine
  10. 10. 10 Deep Dive Genba Real Place Lean behaviour - 8 Gs 現場 Genjyou Real Condition 現状 Genchi Real Position 現地 Genbutsu Real Thing 現物 Genjitsu Real Fact 現実 Genji Real Moment 現時 Genpō Real Method 現法 Genin Real Cause 現因
  11. 11. 11 Value Stream
  12. 12. 12 Customer Journey? Value Stream
  13. 13. 13 Beware of isolated improvements ... ... the journey is end-to-end
  14. 14. 14 Seeing the Whole Waste Processes Functional / Departmental Silo Functional / Departmental Silo Functional / Departmental Silo
  15. 15. 15 Improving the Value Stream Processes Continuous flow of value generation, using technology as a means to achieve a lower lead time and improve customer experience Smart Factory IOT
  16. 16. 16 The Lean Digital Transformation of an Organization Leader of the Value Stream Leader of Specialty / Function MKT Development Technology Providers Sales Production Value Stream - A Value Stream - B Value Stream - C It will be achieved by the digital transformation of the value streams
  17. 17. 17 Lean Transformation Framework
  18. 18. 18