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ASSUMPTIONS AND
AMBIGUITY BE DAMNED
2
DENNIS STEVENS
dennis@leadingagile.com
770-851-8025
www.leadingagile.com
twitter.com/dennisstevens
facebook.com/leadingagile
linkedin.com/in/dennisstevens/
3
Download the deck
from Today’s Talk
TEXT AGILITY TO 33777
4
WHAT I’M TALKING ABOUT
THE PROBLEM THE MODEL THE APPROACH
5
HOW TO LEVERAGE AGILE TO
IMPROVE STRATEGIC EXECUTION
W HAT MAKE S I T HARD TO E X E CUTE YO UR S TRATE G Y
6
THE EXECUTION PROBLEM
S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T:
• Long Planning Cycles
• Long Term Delivery Commitments
• Lots of upfront planning
• Rampant Assumptions
7
THE EXECUTION PROBLEM
S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T :
• Long Planning Cycles
• Long Term Delivery Commitments
• Lots of upfront planning
• Rampant Assumptions
B U T I T ’ S I M P O S S I B L E TO G E T R I G H T:
• Missed Requirements & Rework
• Misunderstood and Changing Stakeholder Requirements
• Mis-aligned Product Fit
• Strategy Not Aligned to Delivery
• Under Estimation for Operations
8
THE EXECUTION PROBLEM
S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T:
• Long Planning Cycles
• Long Term Delivery Commitments
• Lots of upfront planning
• Rampant Assumptions
B U T I T ’ S I M P O S S I B L E TO G E T R I G H T:
• Missed Requirements & Rework
• Misunderstood and Changing Stakeholder Requirements
• Mis-aligned Product Fit
• Strategy Not Aligned to Delivery
• Under Estimation for Operations
I T R E S U LT S I N P O O R
P E R F O R M AN C E :
• Cost Overruns
• Workforce Fatigue & Moral Issues
• Long Lead Times
• Delays in Value Delivery
9
WHY IS IT SO HARD?
E N V I R O N M E N T A L
S C A N N I N G
M A R K E T S A N D
C U S T O M E R S
S T R A T E G Y
F O R M U L A T I O N
C U S T O M E R P R O B L E M
S O L U T I O N
S T R A T E G Y E X E C U T I O N
S O L U T I O N D E S I G N A N D
I M P L E M E N T
The pace of technology and
communication means
markets shift faster than
ever before so your scans
are not current by the time
you execute
Customers have more
choices and lower barriers
to switch than ever before
so your solutions are not
defensible against
competition
Our system of delivery is
optimized for productivity
resulting in the inability to
effectively respond to
change
10
WHAT IF…
You were effective at
sensing, predicting, and
creating changes in market
conditions
You could rapidly identify
solutions to problems
you’re the customers you
wanted were interested in
buying from you
Your system of delivery
was able to validate
assumptions, rapidly create
learnings, and effectively
respond to changing
market and customer
conditions within
constraints
E N V I R O N M E N T A L
S C A N N I N G
M A R K E T S A N D
C U S T O M E R S
S T R A T E G Y
F O R M U L A T I O N
C U S T O M E R P R O B L E M
S O L U T I O N
S T R A T E G Y E X E C U T I O N
S O L U T I O N D E S I G N A N D
I M P L E M E N T
11
The only viable strategy
is to become the kind of business that can operate
with agility
STRATEGIC
EXECUTION
SUCCESS
13
Explicitly manage the
flow of decisions
Align your organization
around value
Continuously measure
and manage
assumptions
A L I G N T H E
O R G A N I Z A T I O N
W I T H V A L U E
15
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
I M P L E M E N
T
16
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
I M P L E M E N
T
S T R AT E G Y E X E C U T I O N
17
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
I M P L E M E N
T
S T R AT E G Y E X E C U T I O N
I N I T I A T I V E
I N I T I A T I V E
I N I T I A T I V E
P R O J E C T 1
P R O J E C T 2 P R O J E C T 2
P R O J E C T 3
P R O J E C T 1
P R O J E C T 3
18
Value Propositions tied to customer segments
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
C O N T I N U O U S L Y
M E A S U R E A N D
M A N A G E
A S S U M P T I O N S
20
Measurable outcomes are created to explicitly govern learning
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
O R D E R
21
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
A S S U M P T I O N S
L E A R N I N G S
E X P L I C I T L Y
M A N A G E T H E F L O W
O F V A L U E A N D
L E A R N I N G
23
DECISION
DECISION
DECISION
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
A S S U M P T I O N S
L E A R N I N G S
DECISION
24
DECISION
DECISION
DECISION
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
A S S U M P T I O N S
L E A R N I N G S
DECISION
T R A D E O F F
D E C I S I O N S
CONSTRAINTS
25
M A R K E T
S
C U S T O M E R
S
P R O B L E M
S
S O L U T I O N S D E S I G N
E X E C U T I O
N
S T R AT E G Y E X E C U T I O N
V A L U E P R O P O S I T I O N C A P A B I L I T Y
C A P A B I L I T Y
C A P A B I L I T Y
V A L U E P R O P O S I T I O N
V A L U E P R O P O S I T I O N
SHARED
SERVICES
A S S U M P T I O N S
L E A R N I N G S
T R A D E O F F
D E C I S I O N S
CONSTRAINTS
S T R A T E G Y
O K R O K R O K R A C
P O R T F O L I O P R O G R A M D E L I V E R Y
26
Download the deck
from Today’s Talk
TEXT AGILITY TO 33777
WHAT DO YOU DO?
28
KEYS TO SUCCESS-GOVERNANCE
01
02
03
Applies lean approaches to the flow of value copy
Creates opportunities for feedback, learning, and trade-offs
Integrates compliance concerns with minimal impact on flow
29
INTIAL END-STATE VISION
Clearly define the rules of the game in a governance model – while
focusing on making decisions flow
Pick a slice of your
organization (a product,
value stream or capability).
• Take a look at where and
when decisions are made
• Are the right people in
the room with the right
information at the right
time
Using the framework
identify when certain
decisions should be made
and who should be
involved
• Identify where you are
stuck with early
assumptions
• Lack of agency
• Lack of adaptability
Define how you will
measure the success of
your execution and how
you will validate
assumptions
• Portfolio OKR’s
• Product OKR’s
• Delivery AC
30
FINAL THOUGHTS
W HAT ARE THE TO P TW O THI NG S S TANDI NG I N YO UR WAY TO
LE V E RAG I NG AG I LE TO I MP RO V E S TRATE G I C E X E CUTI O N?
W HO W O ULD YO U HAV E TO E NLI S T I N YO UR
ORGANIZ ATI ON TO MAKE THIS W ORK?
W HAT CAN YO U DO TO O V E RCO ME THO S E O BS TACLE S
TO DAY?
31
Download the deck
from Today’s Talk
TEXT AGILITY TO 33777

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Toyota Kata Coaching for Agile Teams & TransformationsToyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & Transformations
 

Assumptions & Ambiguity be Damned

  • 3. 3 Download the deck from Today’s Talk TEXT AGILITY TO 33777
  • 4. 4 WHAT I’M TALKING ABOUT THE PROBLEM THE MODEL THE APPROACH
  • 5. 5 HOW TO LEVERAGE AGILE TO IMPROVE STRATEGIC EXECUTION W HAT MAKE S I T HARD TO E X E CUTE YO UR S TRATE G Y
  • 6. 6 THE EXECUTION PROBLEM S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T: • Long Planning Cycles • Long Term Delivery Commitments • Lots of upfront planning • Rampant Assumptions
  • 7. 7 THE EXECUTION PROBLEM S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T : • Long Planning Cycles • Long Term Delivery Commitments • Lots of upfront planning • Rampant Assumptions B U T I T ’ S I M P O S S I B L E TO G E T R I G H T: • Missed Requirements & Rework • Misunderstood and Changing Stakeholder Requirements • Mis-aligned Product Fit • Strategy Not Aligned to Delivery • Under Estimation for Operations
  • 8. 8 THE EXECUTION PROBLEM S T R AT E G I C F O R M U L AT I O N I S H AR D AN D I T N E E D S TO B E R I G H T: • Long Planning Cycles • Long Term Delivery Commitments • Lots of upfront planning • Rampant Assumptions B U T I T ’ S I M P O S S I B L E TO G E T R I G H T: • Missed Requirements & Rework • Misunderstood and Changing Stakeholder Requirements • Mis-aligned Product Fit • Strategy Not Aligned to Delivery • Under Estimation for Operations I T R E S U LT S I N P O O R P E R F O R M AN C E : • Cost Overruns • Workforce Fatigue & Moral Issues • Long Lead Times • Delays in Value Delivery
  • 9. 9 WHY IS IT SO HARD? E N V I R O N M E N T A L S C A N N I N G M A R K E T S A N D C U S T O M E R S S T R A T E G Y F O R M U L A T I O N C U S T O M E R P R O B L E M S O L U T I O N S T R A T E G Y E X E C U T I O N S O L U T I O N D E S I G N A N D I M P L E M E N T The pace of technology and communication means markets shift faster than ever before so your scans are not current by the time you execute Customers have more choices and lower barriers to switch than ever before so your solutions are not defensible against competition Our system of delivery is optimized for productivity resulting in the inability to effectively respond to change
  • 10. 10 WHAT IF… You were effective at sensing, predicting, and creating changes in market conditions You could rapidly identify solutions to problems you’re the customers you wanted were interested in buying from you Your system of delivery was able to validate assumptions, rapidly create learnings, and effectively respond to changing market and customer conditions within constraints E N V I R O N M E N T A L S C A N N I N G M A R K E T S A N D C U S T O M E R S S T R A T E G Y F O R M U L A T I O N C U S T O M E R P R O B L E M S O L U T I O N S T R A T E G Y E X E C U T I O N S O L U T I O N D E S I G N A N D I M P L E M E N T
  • 11. 11 The only viable strategy is to become the kind of business that can operate with agility
  • 13. 13 Explicitly manage the flow of decisions Align your organization around value Continuously measure and manage assumptions
  • 14. A L I G N T H E O R G A N I Z A T I O N W I T H V A L U E
  • 15. 15 M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N I M P L E M E N T
  • 16. 16 M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N I M P L E M E N T S T R AT E G Y E X E C U T I O N
  • 17. 17 M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N I M P L E M E N T S T R AT E G Y E X E C U T I O N I N I T I A T I V E I N I T I A T I V E I N I T I A T I V E P R O J E C T 1 P R O J E C T 2 P R O J E C T 2 P R O J E C T 3 P R O J E C T 1 P R O J E C T 3
  • 18. 18 Value Propositions tied to customer segments M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES
  • 19. C O N T I N U O U S L Y M E A S U R E A N D M A N A G E A S S U M P T I O N S
  • 20. 20 Measurable outcomes are created to explicitly govern learning M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES O R D E R
  • 21. 21 M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES A S S U M P T I O N S L E A R N I N G S
  • 22. E X P L I C I T L Y M A N A G E T H E F L O W O F V A L U E A N D L E A R N I N G
  • 23. 23 DECISION DECISION DECISION M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES A S S U M P T I O N S L E A R N I N G S DECISION
  • 24. 24 DECISION DECISION DECISION M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES A S S U M P T I O N S L E A R N I N G S DECISION T R A D E O F F D E C I S I O N S CONSTRAINTS
  • 25. 25 M A R K E T S C U S T O M E R S P R O B L E M S S O L U T I O N S D E S I G N E X E C U T I O N S T R AT E G Y E X E C U T I O N V A L U E P R O P O S I T I O N C A P A B I L I T Y C A P A B I L I T Y C A P A B I L I T Y V A L U E P R O P O S I T I O N V A L U E P R O P O S I T I O N SHARED SERVICES A S S U M P T I O N S L E A R N I N G S T R A D E O F F D E C I S I O N S CONSTRAINTS S T R A T E G Y O K R O K R O K R A C P O R T F O L I O P R O G R A M D E L I V E R Y
  • 26. 26 Download the deck from Today’s Talk TEXT AGILITY TO 33777
  • 27. WHAT DO YOU DO?
  • 28. 28 KEYS TO SUCCESS-GOVERNANCE 01 02 03 Applies lean approaches to the flow of value copy Creates opportunities for feedback, learning, and trade-offs Integrates compliance concerns with minimal impact on flow
  • 29. 29 INTIAL END-STATE VISION Clearly define the rules of the game in a governance model – while focusing on making decisions flow Pick a slice of your organization (a product, value stream or capability). • Take a look at where and when decisions are made • Are the right people in the room with the right information at the right time Using the framework identify when certain decisions should be made and who should be involved • Identify where you are stuck with early assumptions • Lack of agency • Lack of adaptability Define how you will measure the success of your execution and how you will validate assumptions • Portfolio OKR’s • Product OKR’s • Delivery AC
  • 30. 30 FINAL THOUGHTS W HAT ARE THE TO P TW O THI NG S S TANDI NG I N YO UR WAY TO LE V E RAG I NG AG I LE TO I MP RO V E S TRATE G I C E X E CUTI O N? W HO W O ULD YO U HAV E TO E NLI S T I N YO UR ORGANIZ ATI ON TO MAKE THIS W ORK? W HAT CAN YO U DO TO O V E RCO ME THO S E O BS TACLE S TO DAY?
  • 31. 31 Download the deck from Today’s Talk TEXT AGILITY TO 33777

Editor's Notes

  1. Park – get audience input – tell a story
  2. Park – get audience input – tell a story
  3. Park – get audience input – tell a story
  4. Too much governance is bad –especially when it limits flow Too little governance can be just as expensive –teams with dependencies and compliance constraints can’t self organize to solve higher-order problems