How to turn around in a previous agile transformation that did not give effective results? How to engage and not hurt the identity of people and teams? Working in a century-old global company, the challenge of changing the status quo in a 300-person silos department can be considered impossible but using STATIK as a Trojan Horse to initiate organizational transformation and Kanban as a change manager, little by little, the agile practices were gradually leveraged. How was that possible? When we talk about STATIK most people already think in the system approach of implementing Kanban in the teams, right? But have you ever considered using it as a guide to organizational transformation? I will share how STATIK drove us through the changes, primarily by focusing on problem-solving and its improvements. How this helped us gain leadership and team support, so that when the time for “Kanbanization” came, there would not have the widespread resistance that we normally encounter when talking about using Kanban on teams.

1. Kanban System: the trojan horse of
organizational transformation

2. Michelle Teodoro
3
• Enterprise Agile Coach
• Kanban Coaching Professional (KCP), Accredited
Kanban Trainer (AKT), PMI-ACP, Certified Agile Coach
and Agile Team Facilitator, etc.
• Hands-on Agile practices and extensive training and
coaching experience with different levels of the
organizations

3. • Mainframe Team
• Large and diversified portfolio of products and services
• Local and remote people
Scenario
4
~ 300 people
+ 80 customers
5 countries

4. Organizational
• Cross-team collaboration
• Culture shit
Technology
• Innovation
Skills
• Employee engagement
Background
5

5. Organization Level: Sponsorship
6
Managers
Support Team
Executive

6. Overview Kanban principles
Kanban Workshop
7

7. Step 1: Understand what makes the service fit for purpose
for the customer
Step 2: Understand the sources of dissatisfaction of the
current system
Step 3: Analyze demand
Step 4: Analyze capability
Step 5: Model Workflow
Step 6: Discover classes of service
Step 7: Design Kanban System
Step 8: Socialize the design and negotiate implementation
STATIK (System Thinking Approach to Implement Kanban)
8

8. Evolution
9
• Review Squad
purpose
• Service list
mapping
GENESIS

9. • Review squad purpose
• Why you do what you do?
Genesis
10

10. Defined that the analysis of each service will be done by Iteration
Identify the service
11
More than 200 services identified
17 61 11 *
13
22 32
17
17 10

11. Evolution
12
• Review Squad
purpose
• Service list
mapping
GENESIS
• Map flow
• Map Hand Off
• Wait time
• Active Time
• Pain Points
WORKFLOW
MODELING

12. Workflow Modeling
13
• Streamline process using dominant steps
• Estimate Lead Time
• Calculate Process Efficiency
• List pain points
Activity
A
Activities
TEAM A
TEAM B
TEAM C
Lead time (hours)
Activity
B
Activity
C
Activity
D
Activity
E
Activity
F
Activity
G
5 8 5 0 0
Wait time: 18
Total Time: 38 Activity Time: 20 P.E: 52.63%
0.5 18 1 0.5
0.5
Work type:
Commitment
Point
Delivery
Point

13. Evolution
14
• Review Squad
purpose
• Service list
mapping
GENESIS
• Map flow
• Map Hand Off
• Wait time
• Active Time
• Pain Points
WORKFLOW
MODELING
• Work Type
• Client list
• Demand volume
• Expectations
• Lead time
DEMAND &
CAPABILITY

14. Demand Analysis
15
• Understand nature of demand:
• Who are the customers
• What do they ask for
• What is the arrival rate and pattern of requests
• What are their expectations
Clients Volume Expectations
Work Type

15. Capability Analysis
16
• Study historical data:
• Lead Time
• Quality both functional and non-functional
• Conformance with regulatory requirements or standards
• Compare data to the service level expectations
• Identify gaps between current capacity and existing client expectations
Quality Regulations Identify gap
Lead Time

16. Evolution
17
• Review Squad
purpose
• Service list
mapping
GENESIS
• Map flow
• Map Hand Off
• Wait time
• Active Time
• Pain Points
WORKFLOW
MODELING
• Work Type
• Client list
• Demand volume
• Expectations
• Lead time
DEMAND &
CAPABILITY
• Solution proposed:
automation,
process
improvement,
upskilling and team
redesign
• Idea log
SOLUTION
PROPOSAL

17. Solution Proposal
18
Automation
Continuous
Improvement
Cross
Training
Redesign
Team

18. • Kanban & Replenishment Meeting
• Delivery Planning Meeting
Kanban Board: Evolution
19

19. Evolution
20
• Review Squad
purpose
• Service list
mapping
GENESIS
• Map flow
• Map Hand Off
• Wait time
• Active Time
• Pain Points
WORKFLOW
MODELING
• Work Type
• Client list
• Demand volume
• Expectations
• Lead time
DEMAND &
CAPABILITY
• Solution proposed:
automation,
process
improvement,
upskilling and team
redesign
• Idea log
SOLUTION
PROPOSAL
• Continuous
improvement in
proposed solution
KAIZEN

20. Prioritize proposed solution
Kaizen
21

21. Kaizen
22
Prioritization
Selection of the most
important solution
according to the
defined criteria
Validation
Stakeholders decide
how feasible the
solutions are
Planning
Identify the customers
the solution will be
applied to; Involve the
responsibles; Break
the plan into tasks.
Implementation
Distribute and
identify the planned
tasks
Evaluation
Measure results, collect
feedback from
customers and
stakeholders
Quality
Document and share the
solution. New improvement
cycle, if applicable for a
different customer
Applicable for
other customers?
If so, restart the
cycle
Applicable for
other customers?
If don’t, end the
cycle

22. • Kanban & Replenishment Meeting
• Delivery Planning Meeting
Kanban Board: Kaizen
23

23. Evolution in action
24
Kanban & Replenishment Meeting
Iteration:
choose one
service
Workflow
Modeling
Demand &
Capability
Analysis
Solution
Proposal
Kaizen
Participants: Delivery
Service Leader, Delivery
Service Manager and Agile
Champions
Delivery
Planning
Meeting
Service Delivery
Manager Review
Agile Champion analyze
Delivery Service with the
Team

24. 1. Make visual the problems
2. Find out the pain points
3. Use Kaizen
Focus on problem resolution
25

25. System Thinking
26
• Leader and client
expectation
• Satisfaction Criteria
• F4P Score
• Score satisfaction
FIT FOR
PURPOSE

26. Fit For Purpose
27
Explore the criteria that define customer satisfaction with the service delivery
Share your feedback in the
Engagement Pulse and shape the
change you want to see.
Net Promote Score

27. System Thinking
28
• Leader and client
expectation
• Satisfaction Criteria
• F4P Score
• Score satisfaction
FIT FOR
PURPOSE
• Kanban Board
• Card Design
• Rules &
Responsibilities
• Ceremonies
• Board Connections
(Portfolio)
SYSTEM
DESIGN

28. Kanban Board design is discussed and defined by the
squads
• Card Design
• Rules and Responsibilities
• Cadences (Kanban Meeting & Retrospective
Meeting)
System Design
29

29. System Thinking
30
• Leader and client
expectation
• Satisfaction Criteria
• F4P Score
• Score satisfaction
FIT FOR
PURPOSE
• Kanban Board
• Card Design
• Rules &
Responsibilities
• Ceremonies
• Board Connections
(Portfolio)
SYSTEM
DESIGN
• Prioritization rules
• Class of Service
definition
• Client agreement
SERVICE
CLASS

30. Classes of service help teams optimize the execution of their backlog items
Service Class
31
Class Policy
Expedite
Critical; top priority; no waiting; pre-
empts other work; don’t interrupt the
work on this task
Fixed date
Task has to be completed at a defined
date; give priority where necessary
Standard
Normal task; First in, first out (FIFO)
principle
Intangible
Not urgent, may become critical over
long term; assisting task and has no
prioritization and release assignment
risk
time

31. System Thinking
32
• Leader and client
expectation
• Satisfaction Criteria
• F4P Score
• Score satisfaction
FIT FOR
PURPOSE
• Kanban Board
• Card Design
• Rules &
Responsibilities
• Ceremonies
• Board Connections
(Portfolio)
SYSTEM
DESIGN
• Prioritization rules
• Class of Service
definition
• Client agreement
SERVICE
CLASS
• Socialize solutions for
interested parties
• Enable knowledge
transfer for a wider
audience
• Celebrate work
completed and
lessons learned
SHOWCASE

32. • Socialize solutions for interested parties
• Enable knowledge transfer for a wider audience
• Celebrate work completed and lessons learned
Showcase
33

33. 100%
10%
Backlog
20%
30%
80%
50%
60%
70% 90%
Closed
40%
Flow visualization, management and prioritization
Kanban Portfolio

34. Management System
35
Genesis Workflow
Modeling
Demand &
Capability
Solution
Proposal
Kaizen Fit for
Purpose
System
Design
Service
Class
Showcase
Evolution System Thinking
Leader and
client
expectation
Satisfaction
Criteria
F4P Score
Score
satisfaction
Kanban Board
Card Design
Rules &
Responsibilitie
s
Ceremonies
Board
Connections
(Portfolio)
Prioritization
rules
Class of
Service
definition
Client
agreement
Socialize
solutions for
interested
parties
Enable
knowledge
transfer for a
wider audience
Celebrate work
completed and
lessons learned
Review squad
purpose
Service list
mapping
Map flow
Map Hand Off
Wait time
Active Time
Pain Points
Work Type
Client list
Demand
volume
Expectations
Lead time
Solution
proposed:
automation,
process
improvement,
upskilling and
team redesign
Idea log
Continuous
improvement in
proposed
solution

35. Transformation Kanban feeds Teams Kanban
Management System
36
• 42 Quadros Kanban criados
• Liderança usando o Kanban
• Kanban Maturity Level 1 - 2
Kanban Portfolio
Kanban Evolution + System
Thinking
Kanban Kaizen
Team Kanban
Team Kanban
Team Kanban
Team Kanban
Leadership
Kanban
Management System
O Kanban da transformação alimenta o Kanban dos times

36. Quantitative Results
37
Review and/or redesign
after analyzing the
services provided and
their interdependencies
Everyone using online
tool
Of service optimization
47
Squads /
Chapters
200
Service listed
42
Kanban Board
278
Solution
proposal
50%
Analyzed
services 10%
Finalized
NPS increase in the area

37. Qualitative Results
38
Standard, integrated
and repeatable
processes
Agile practices
leverage skills
Optimized
Services
New Ways of
Working
Evolution of
organizational
maturity
Role Model
Increased effectiveness
Reference
Agile, Design Thinking
and Dev Ops

38. How to rethink agility?
39
Workshop
Kaizen
Showcases
Creation Kanban
Board
System Thinking
Role Model
Restless
Continuous
Improvement….
Evolution
Implement Strategy
Project

39. Thank you