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Oka dicsovery kanban_llkd14


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Discovery Kanban
– Building corporate entrepreneurship for large and small organizations –

Published in: Business, Education
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Oka dicsovery kanban_llkd14

  1. 1. © Patrick Steyaert, Evolving agile entrepreneurship in large and small organizations April 2014 Patrick Steyaert © Patrick Steyaert, 2014
  2. 2. © Patrick Steyaert, Agenda 2 1. Why Discovery Kanban? 2. What is Discovery Kanban? WHY HOW WHAT
  3. 3. © Patrick Steyaert, Two types of change Paradigm consistent §  In accord with the prevailing climate Paradigm cracking §  Challenges the prevailing climate, involving an unfamiliar perspective of the problem 3
  4. 4. © Patrick Steyaert, A paradigm cracking change: A shift in management discipline The discipline of market disruptors §  Technology innovation §  Efficiency innovation §  Sustaining innovation §  Disruptive innovation Excel in 4 of 4 4 The discipline of market leaders §  low cost “operational excellence” §  customized offerings “customer intimacy” §  constant innovation “product leadership” Excel in 1 of 3 Paradigm cracking change Corporate management Corporate entrepreneurship
  5. 5. © Patrick Steyaert, The monkey trap Start-ups §  Explore and develop new value streams §  Entrepreneurship §  Vulnerable to stagnation §  Not getting traction §  Lock in by early customers and early revenue §  Growth pains 5 Incumbents §  Grow and sustain existing value streams §  Performance oriented management system §  Vulnerable to disruption §  Paradigm blinders §  Massive internal resistance to moving resources away from the current business
  6. 6. © Patrick Steyaert, Buzzcar, Google drive, Wikispeed Car as a service Discover new products and services under uncertainty 6 Toyota Deliver what the customer wants when the customer wants it Flow, continuous improvement Paradigm cracking in industry Ford Everyone can own a car (as long as it is a black model-T) Economic efficiency and predictability Mass production Lean manufacturing, Lean product development Extreme manufacturing, Lean start-up
  7. 7. © Patrick Steyaert, The cycle of innovation 7 Efficiency innovation Sustaining innovation Disruptive innovationTechnology innovation Differentiators Enablers Table stakes Delighters
  8. 8. © Patrick Steyaert, Changes in the business landscape 8 Ford: Mount Fuji business landscape Efficiency innovation Businessfitness Toyota: Rugged business landscape Sustaining innovation Businessfitness Future: Dancing business landscape Disruptive innovation Businessfitness Mist between mountains Poisonous gas in the valleys
  9. 9. © Patrick Steyaert, The new management discipline 9 Exploration Exploitation Using options to explore a rugged business landscape Businessfitness Current position Option Option Option Using optimization to climb a peak in the business landscape Businessfitness Current position Optimization Plan-Do-Check-Adjust (PDCA) Observe-Orient-Decide-Act (OODA) Commitment The new management discipline requires excellence at both exploiting existing value streams as well as exploring new value streams.
  10. 10. © Patrick Steyaert, Change is the bottleneck 10 Policies and procedures Optimization and efficiency Incremental change Chaos and self- organization Failure and learning Disruptive change Not just a change from exploitation to exploration but to exploitation AND exploration. It requires a corporate entrepreneurship. exploitation exploration
  11. 11. © Patrick Steyaert, Agenda 11 1. Why Discovery Kanban? 2. What is Discovery Kanban? WHY HOW WHAT
  12. 12. © Patrick Steyaert, Start where you are Discovery Kanban 12 Shared visual understanding Improve collaboratively Just like The Kanban Method (and lean startup), Discovery kanban is an evolutionary approach for paradigm cracking change.
  13. 13. © Patrick Steyaert, A simple discovery Kanban for large business transformation programmes 13 §  Reformation driven by business transformation programmes §  Programmes require collaboration between business, IS, suppliers §  Need for better collaboration and a more entrepreneurial spirit §  Execution alone is not sufficient §  Many elements of uncertainty that need to be dealt with §  Exploration alone is not sufficient §  The programme does need to efficiently deliver
  14. 14. © Patrick Steyaert, Visualization 14 A discovery kanban used by a programme management team to manage issues, risks, options, actions, counter measures and probes.
  15. 15. © Patrick Steyaert, Items that are visualized PDCA §  Probe §  Time-boxed activity to validate an option §  Countermeasure §  Pro-active activity to address a risk or implement an improvement §  Action §  Re-active activity to deal with an issue 15 OODA §  Option §  The right to do something, not the obligation §  Opportunity & Risk §  A future problem or event that, should it occur, will affect you for good or bad §  Issue §  A current problem or event that has occurred and will adversely affect you
  16. 16. © Patrick Steyaert, Visualizing exploration and exploitation Decide Observe Check PlanOrient DoProgramme & Business environment Act O-O-D-A: Issues, Risks & Options PDCA: Actions, counter measures and probes Adjust 16
  17. 17. © Patrick Steyaert, Managing balance 17 Too much “purple tickets” The programme is in fire fighting mode, programme management is reactive. Introduce risk management and continuous improvement Absence of “blue tickets” Does the programme only have a downside (risk) and no upside (options)? Or is it an indication of a risk averse mindset of the programme management team? Introduce real options thinking to promote a more entrepreneurial spirit in the PM team.
  18. 18. © Patrick Steyaert, Collaboratively improve FEEDFORWARD §  Focuses on learning in the future to reach a new pattern of operation §  Work as a team §  Anticipating, indicates a desired future §  Rapid learning – we learn from the future more rapidly than we learn from the past. 18 FEEDBACK §  Responding to abnormalities and try to get back to predictable zone §  Uses information from a past event to provide reflection §  Troubleshooting alone is not an effective form of learning
  19. 19. © Patrick Steyaert, A more elaborate discovery Kanban to manage renewal of a flagship product 19 §  Renewal of the flagship product §  Re-engineering §  New markets §  Product management and development need to collaborate §  Need for renewal of the flagship product while maintaining efficient delivery of the current product
  20. 20. © Patrick Steyaert, Visualization 20 Visualize different types of features in the end-to-end value stream.
  21. 21. © Patrick Steyaert, The items that are visualized 21 §  Differentiator §  Unique and disruptive value propositions §  Enabler §  Platform to deliver the critical quality §  Table stakes §  Minimal features to be competitive §  Delighter §  Extend current value proposition by delighting the customer Table stakes Delighters Differentia- torsEnablers
  22. 22. © Patrick Steyaert, Plan-execute-verify (enablers, table stakes) Build-measure-learn (differentiators, delighters) Visualizing exploration and exploitation 22 UVP Idea Option Real option Exercised option Validated option Lean canvas MVP Buying customers Pivot / persevere 1st commitment point 2nd commitment point narrative Request concept Commitment DeploymentVerificationOption feature accepted feature deployed feature
  23. 23. © Patrick Steyaert, Managing balance 23 >4 5 4 >4 5 4 Managing the balance between exploration and exploitation. 3 3 9 4 B A L A N C E
  24. 24. © Patrick Steyaert, Collaboratively improve 24 Building on Kanban and Lean startup to collaboratively improve. create a new product or service under conditions of extreme uncertainty improving the fitness for purpose of an established product or service delivery Using Discovery Kanban to initiate a collaborative improvement based on kanban and lean startup.
  25. 25. © Patrick Steyaert, Conclusion 25 1. Why Discovery Kanban? 2. What is Discovery Kanban? Excellence in a dancing business landscape requires a new management discipline -  Market disruption -  Corporate entrepreneurship Change is the bottleneck -  Not just from exploitation to exploration but to exploitation AND exploration Discovery kanban is a change approach for catalyzing this new management discipline -  Integrating exploration and exploitation in the value stream WHY HOW WHAT 3. How: Grab free templates at:
  26. 26. © Patrick Steyaert, Special thanks! 26 Sean Murphy SKMurphy @skmurphy Arlette Vercammen Okaloa @ArletteVercamme
  27. 27. © Patrick Steyaert, Thank You @PatrickSteyaert