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Lean Kanban India 2018 | Keynote | David J Anderson

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Session Title : Evolving Fit-for-Purpose Organizations using the Kanban Maturity Model

Session Overview:
There are two recognized failure modes in Kanban implementations: aborted start - the kanban system design was too ambitious; false summit plateau - a failure to aspire to effective business outcomes, and, or, a failure to create just enough stress to catalyze further changes. Business are subject to evolutionary forces in the marketplace: only the fittest survive and thrive. Kanban provides the mechanism to drive evolutionary change and enure the survival of fit-for-purpose products and services. The main and first purpose of the Kanban Maturity Model is to guide appropriate implementation to avoid both failure modes. The secondary purpose is to provide a roadmap to guide further improvements whilst continuing to avoid both failure modes. The results should enable steady improvement towards fit-for-purpose products and services, and a fit-for-purpose, sustainable, thriving organization with satisfied customers and reliable, predictable economic results. Appropriate use of the Kanban Maturity Model increases the probability of a successful outcome.

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Lean Kanban India 2018 | Keynote | David J Anderson

  1. 1. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja
  2. 2. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Evolving Fit-for-Purpose Organizations Using the Kanban Maturity Model Presenter David J. Anderson Lean Kanban India Bangalore September 2018
  3. 3. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Kanban Maturity Model In April we launched the Kanban Maturity Model beta program, together with its companion book This talk takes the model further explaining how to improve organizational maturity with the KMM Evolutionary Change Model
  4. 4. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja KMM Evolutionary Change Model NEW!
  5. 5. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Organizational Maturity
  6. 6. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Follow procedure & improve Panic & RegressOrganizational Maturity Model
  7. 7. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja What is the purpose of the Kanban Maturity Model?
  8. 8. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja The Kanban Maturity Model exists to drive appropriate application of Kanban practices
  9. 9. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja The Two Failure Modes of Kanban Adoption ● Overreaching ○ “Failure to install” ○ Ambitious transition plan ○ Designed by a the “smartest guy in the room” (a consultant) ○ Too much, too soon ○ Organization isn’t ready ○ Resistance to change ○ Aborted transition ○ Regress to existing practices ● False Summit Plateau ○ “We’ve done Kanban! It helped us […]” ○ Usually shop floor, bottom-up initiative ○ Relief from overburdening, stressful, abusive environment ○ Improved transparency ○ Improved collaboration ○ Kanban gave us what we needed
  10. 10. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja The Kanban Maturity Model prevents both failure modes seen in Kanban implementations
  11. 11. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja
  12. 12. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja The Kanban Maturity Model maps 130+ Kanban practices against organizational maturity levels and provides a map for appropriate practice adoption
  13. 13. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja What do we mean by a fit-for-purpose organization?
  14. 14. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja A fit-for-purpose organization continually satisfies its customers with products and services designed, implemented and delivered in a sustainable manner
  15. 15. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja Fit for Purpose Unfit for Purpose Marginal (customer satisfaction delivered in an unsustainable manner)
  16. 16. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja We must strive to create an organization of at least… Maturity Level 4
  17. 17. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja How can we get to Maturity Level 4?
  18. 18. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja Sustainable change requires an evolutionary approach to change Start where you are! Designed & managed revolutionary changes are inherently fragile
  19. 19. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja Maturity Level 0 Maturity Level 1 Maturity Level 2 Maturity Level 3 Maturitry Level 4 Maturity Level 5 Transition Current processes & methods New processes & methods Designed & managed change initiative The Fast Track to ML4
  20. 20. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja During changes, things get worse before they get better Safety! Patience! time Capability Failure! Lower maturity organizations panic under stress
  21. 21. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja KMM Evolutionary Change Model
  22. 22. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Learning&improvement Formula for evolutionary change … ▪ Stressor ▪ Reflection Mechanism ▪ Leadership Stressors ReflectionMechanisms Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Delivery Planning Personal Reflection Ops Review Triage Replenishment Maturity Level 6 Maturity Level 0
  23. 23. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja KMM Evolutionary Change Model
  24. 24. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja KMM Evolutionary Change Model
  25. 25. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja Unhappy – Unhappy Don’t like the status quo – Fearful of the future Disrupt equilibrium Old Equilibrium Plateau, Stability, Comfort Next Maturity Level Transition “Push” Practices Acts of leadership to catalyze change Happy Introduce new cultural values & specific practices & metrics to create stress & enable reflection Hubris, Arrogance, Lack of Ambition, Lack of Self-belief Current Maturity Level Remove illusions Invoke cognitive dissonance Safety Mutation&Adaptation Climbingtothenextlevel risk of settling Possible Collateral Damage ➢ Desirable ➢ Neutral ➢ Undesirable Risk Losing People Risk Bad Behavior ➢ Genuine Concern ➢ Belief-based ➢ Malevolent Risk Equilibrium Disrupting the current equilibrium
  26. 26. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja New Equilibrium Plateau, Stability, Comfort Next Maturity Level Consolidation HappyNext Maturity Level Safety Mutation&Adaptation Climbingtothenextlevel Stabilize new equilibrium Unhappy – Unhappy Don’t like the status quo – Fearful of the future “Pull” Practices Potentially suggested or coached Accept new reality. Cognitive congruence Over-reaching Choose practices appropriate to the maturity level Risk Coached Identity Change (individuals or social groups) Resistance Use the Model of Escalating MotivationRisk ➢ Go around the rock ➢ Emotional engagement ➢ Alpha Geek Leader ➢ Isolation Strategy ➢ Personal Identity Coaching ➢ Invoke a stronger emotion ➢ Create a punctuation point Addiction Vanity metrics can be addictive ➢ Use addiction solution Risk Equilibrium Consolidating to a new equilibium
  27. 27. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja KMM Evolutionary Change Model
  28. 28. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja
  29. 29. email dja@leankanban.comCopyright Lean Kanban Inc.Twitter @lki_dja
  30. 30. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Revolutionize your business – evolve using the Kanban Maturity Model
  31. 31. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Do you aspire to be a Fit For Purpose Organization?
  32. 32. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Does Maturity Level 4 look like an attractive destination?
  33. 33. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Get started with an appraisal of your current organizational maturity
  34. 34. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Adopt appropriate Kanban practices
  35. 35. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Drive successful, sustainable improvement with the KMM Evolutionary Change Model
  36. 36. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Thank you! More information from http://www.kanbanmaturitymodel.com
  37. 37. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Questions?
  38. 38. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Essay Competition More information from http://www.fitterforpurpose.com
  39. 39. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja About David Anderson is an innovator in management for 21st Century businesses that employ creative people who “think for a living” . He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing new management thinking & methods for professional services firms… He has 30+ years experience in the high technology industry starting with computer games in the early 1980’s. He has led software organizations delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola. David defined the Fit-for-Purpose Framework, Enterprise Services Planning, the Kanban Maturity Model and originated the Kanban Method. His latest book, is, Kanban Maturity Model – Evolving fit-for-purpose organizations. David is Chairman of Lean Kanban Inc., a Seattle-based business operating globally, dedicated to providing quality training & events to bring Kanban, Fit-for-Purpose and Enterprise Services Planning to all professional services businesses who employ those who must “think for a living.”
  40. 40. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja My main collaborator on the Leadership extension for KMM, also known as KMMX Leadership Practices has been Steve McGee. Steve and I collaborated for 1 week in early June in Bilbao, Spain to create the new models presented here. Acknowledgements
  41. 41. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Appendices
  42. 42. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Kanban Maturity Model Benefits Beta Release
  43. 43. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Full Kanban Maturity Model Beta Release
  44. 44. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Learning&improvement Formula for evolutionary change … ▪ Stressor ▪ Reflection Mechanism ▪ Leadership Stressor ReflectionMechanism Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Delivery Planning Personal Reflection Ops Review Triage Replenishment Maturity Level 6 Maturity Level 0
  45. 45. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Learning&improvement Formula for evolutionary change … ▪ Stressor ▪ Reflection Mechanism ▪ Leadership Stressors ReflectionMechanisms Kanban Meeting Risk Review & SDR Ops Review Strategy Review Personal WIP Limit Column WIP Limit Row WIP Limit Strategy vs Capability Visualization Delivery Planning Personal Reflection Ops Review Triage Replenishment Maturity Level 6 Maturity Level 0
  46. 46. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja Books
  47. 47. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2010 – Kanban “blue book”
  48. 48. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2012 Lessons in Agile Management The heavily under-rated book that underpins the Kanban Coaching Masterclass and most of the theory behind the Kanban Method
  49. 49. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2014 Kanban from the Inside
  50. 50. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2016 Essential Kanban Condensed
  51. 51. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2017 Fit for Purpose Our new book on product management, service design and strategic planning
  52. 52. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja 2018 Kanban Maturity Model Matching kanban design & implementation appropriately to organizational maturity and desired business outcomes The new powerful tool for Kanban coaches & consultants to lead change in an incremental & evolutionary fashion
  53. 53. Copyright Lean Kanban Inc.Email: dja@leankanban.com Twitter: @LKI_dja

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