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The Innovation Stack: Five OD Practices To Unleash The Creative Potential of Lean Enterprise Teams, Mark Raheja, Founding Team, August

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Eventually, every successful business struggles to produce their next killer product or service. A strong business model might work miracles for decades, but it too will stumble in the face of perpetual shifts in technology and culture. Innovation paralysis in enterprise is no mystery – rather, it’s the direct consequence of how we’ve designed large organizations and their teams. During this talk, Mark Raheja will share classic (and, at times funny) examples of the five most common inhibitors to Lean Enterprise innovation, and introduce The Innovation Stack – a holistic set of five practices designed to jumpstart the innovative capacity of any team implementing Lean Startup.

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The Innovation Stack: Five OD Practices To Unleash The Creative Potential of Lean Enterprise Teams, Mark Raheja, Founding Team, August

  1. 1. THE INNOVATION STACKFive OD practices to unleash the creative potential of Enterprise Mark Raheja May 11, 2017
  2. 2. Hi! I’m Mark Raheja. @markraheja www.aug.co This is where I work. 22017 | www.aug.co
  3. 3. 32017 | www.aug.co #team #equity #learning #joy #publicbenefit
  4. 4. 42017 | www.aug.co I make people uncomfortable
  5. 5. 52017 | www.aug.co How might unleash innovation? (the way we organize)
  6. 6. 62017 | www.aug.co Two relevant beliefs that I hold Work doesn’t work PRODUCTIVITY SPEED ENGAGEMENT LIFESPAN We aren’t learning fast enough
  7. 7. 72017 | www.aug.co Innovation is a racket
  8. 8. 82017 | www.aug.co ILLUMINATING FAILURE #1 Embedded Innovation Squads
  9. 9. 92017 | www.aug.co Takeaways from the approach Top talent difficult to retain New ideas; Same broken systems Rule exceptions breed distrust Embedded Squads
  10. 10. 102017 | www.aug.co ILLUMINATING FAILURE #2 Lab In A Lobby
  11. 11. 112017 | www.aug.co Takeaways from the approach First thing to be cut… Who’s playing defense? What platforms do we build on? Innovation Lab
  12. 12. 122017 | www.aug.co 12
  13. 13. IN THE U.S. ALONE 108.5 millionpeople are bummed at work 132017 | www.aug.co
  14. 14. 142017 | www.aug.co
  15. 15. 2017 | www.aug.co Ideas aren’t the problem 15
  16. 16. 2017 | www.aug.co Talent isn’t the problem 16
  17. 17. 172017 | www.aug.co How we organize?
  18. 18. 182016 | www.aug.co We’re in the middle of a big, multi-decade technological shift Closed ControlledEfficient Open NetworkLearning PurposePurpose INDUSTRIAL RESPONSIVE
  19. 19. 2017 | www.aug.co Theory Practice
  20. 20. 202017 | www.aug.co Five reasons organizations aren’t innovating learning! ¯_(ツ)_/ ¯_(ツ)_/¯ ¯_(ツ)_/¯ ¯_(ツ)_/¯ ¯_(ツ)_/¯
  21. 21. 212017 | www.aug.co Too few perspectives REASON #1 Unsafe to speak up! Lack of diversity! Ideas don’t collide with others!
  22. 22. 222017 | www.aug.co Everything is implicit REASON #2
  23. 23. 232017 | www.aug.co REASON #3 Slow (or no) cycles of iteration
  24. 24. 242017 | www.aug.co Consensus Bias REASON #4
  25. 25. 252017 | www.aug.co ¯_(ツ)_/¯Impact blindness REASON #5
  26. 26. 262017 | www.aug.co THE INNOVATION STACK INTRODUCING Rounds Agreements (eg. Decision Rights) Ship Weekly Consent Metrics Five practices to unleash the creative potential of Enterprise
  27. 27. 272017 | www.aug.co Too few perspectives, no idea collision Rounds (Facilitated) TRYWHEN Also: Team Design Networking
  28. 28. 282017 | www.aug.co Talk time Talk time Talk timeTalk time 8:20 2:15 0:3611:13 Typical meeting Using ‘Rounds’ Start End Ordered, Sequential Input
  29. 29. 292017 | www.aug.co Everything is implicit TRYWHEN Agreements (eg. Decision Rights!)
  30. 30. 302017 | www.aug.co Want to inhibit fresh ideas + experimentation? Just keep this stuff really fuzzy…
  31. 31. 312017 | www.aug.co Your cycle time is slow TRYWHEN Ship Weekly
  32. 32. 322017 | www.aug.co Regular rhythm keeps teams alive Hey pals, it’s that time of the week!
  33. 33. 332017 | www.aug.co week 1 week 2 week 3 week 4 Align Make Ship Align Make Ship Align Make Ship Align Make Ship Mon Fri Backlog Experiment Experiment Experiment Experiment Experiment Experiment Lock the week on Monday Deliver on your commitments Learn with user feedback, as a team }
  34. 34. 342017 | www.aug.co Agreement is out of reach TRYWHEN Consent
  35. 35. 352017 | www.aug.co In-meeting consensus Yes Sure Totes Yup Yes Def (Nod)
  36. 36. 362017 | www.aug.co Post-meeting blockage Yes Sure Totes Yup Yes Absolutely Not (Nod)
  37. 37. 372017 | www.aug.co No objection No objection Safe to try! No objection No objection New behavior! Seek + integrate dissent to move forward Consent looks like: ‘Any objections?’ I object! Yeah, me too
  38. 38. 382017 | www.aug.co Consent = No objections
  39. 39. 392017 | www.aug.co Consent → A process for rapid, safe decision-making Start with a proposal Questions to better understand? Reactions! Surface + integrate objections Commit (‘Safe to try’) Refine proposal (or not!)
  40. 40. 402017 | www.aug.co The impact of your work isn’t clear Metrics ¯_(ツ)_/¯ TRYWHEN
  41. 41. 412017 | www.aug.co Week ending Hunch metric #1 Hunch metric #2 Hunch metric #3 Hunch metric #4 Hunch metric #5 4/7/2017 0 17 — 0 40% 4/14/2017 1 17 — 0 51% 4/21/2017 3 16 2312 0 55% 4/28/2017 15 18 2314 112 36% 5/5/2017 18 19 2312 120 42% 5/12/2017 17 20 — 128 54% 5/19/2017 60 21 — 400 83%
  42. 42. 422017 | www.aug.co What that looks like (This is open on the internet, btw > public.aug.co)
  43. 43. 432017 | www.aug.co THE INNOVATION STACK Few perspectives? Everything implicit? Slow iteration? Struggling to agree? Impact unclear? Five practices to unleash the creative potential of Enterprise Rounds Agreements (Decision Rights) Ship Weekly Consent Metrics
  44. 44. Change is possible and please steal our stuff here! Mark Raheja mark@aug.co
  45. 45. Stay lean, NYC Mark Raheja mark@aug.co and please steal our stuff here!

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