SlideShare a Scribd company logo
1 of 26
Download to read offline
Discovery Kanban
Managing knowledge work as an enabler to innovation and change
Lean Kanban Russia, Oct 2015
© Patrick Steyaert, 2015 1
Is this Lean?
© Patrick Steyaert, 2015 2
Episodic
improvement
Normal
daily
work
Normal
daily
work
Normal
daily
work
Normal
daily
work
This is Lean!
Improvement as part
of normal daily
management
© Patrick Steyaert, 2015 3
Work
Improvement
Is this Lean?
4
Episodic
innovation
Work Work Work Work
© Patrick Steyaert, 2015
This is Lean!
© Patrick Steyaert, 2015 5
Innovation as part of
the daily work
Work
Innovation
© Patrick Steyaert, 2015 6
A glue that
does not
stick
7© Patrick Steyaert, 2015
The entrepreneur’s perspective - Path creation
8
Solution looking
for a problem
Looking for a
fitting problem
Problem/Solutio
n fit
hunches options commitments
Path Dependence and Creation
Garud, Raghu, Karnøe, Peter
© Patrick Steyaert, 2015
De-framing Transformation Mobilization
The organization’s perspective - Path dependence
© Patrick Steyaert, 2015 9
The Hidden Dynamics of Path Dependence,
Georg Schreyögg & Jörg Sydow, Eds.
Emerging path
Varietyofoptions
Problems looking
for a solution
Looking for a
fitting solution
Problem/Solutio
n fit
Pre-formation Formation Lock-in
hunches options commitments
Commitment Uncertainty
© Patrick Steyaert, 2015 10
Contradiction
Dynamic
capabilities
 Ensuring sufficient options
 Fast learning and decision cycles
 Attention to weak signals
© Patrick Steyaert, 2015 11
Capabilities to overstep
the contradiction
between commitment
and uncertainty
Discovery
Kanban
© Patrick Steyaert, 2015 12
Deliver
© Patrick Steyaert, 2015 13
Inbound – exploring options
Outbound – meeting commitments
• Need
• Opportunity
The end-to-end
value stream • Output results
Ensure sufficient options
© Patrick Steyaert, 2015 14
Inbound Outbound
Need Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start
Upstream kanban
Options
Downstream kanban
Commitments
Inbound
Outbound
Minimum option
limits to ensure that
sufficient options
are available
>5 >8
Maximum WIP limits
to ensure flow of
work
5 4 6
1st order (work) flow
2nd order (information) flow
… there’s
also
feedback
loops …
© Patrick Steyaert, 2015 15
feedforward
feedback
work
Learn
© Patrick Steyaert, 2015 16
Decide
Observe
Check
PlanOrient
Do1st order
(work)
flow
Act
O-O-D-A: Decision making
PDCA:Validated learning
Adjust
Decision and
learning loops
Fast decision and learning loops
© Patrick Steyaert, 2015 17
Decision making Hypothesis Experimentation
Observe Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Observation kanban
O-O-D-A
Experiment kanban
PDCA
Hypothesis
We believe that
<Building this feature>/
<Implementing this technology>/
<Adopting this practice>
Will achieve <this outcome>
We will know we are successful when we see
<this signal or measurable result>
Experiments
Observations
5 4 655 6 88
… there’s
also weak
signals …
© Patrick Steyaert, 2015 18
Every movie the company makes starts out
"ugly”; ill-defined ideas need protection the most,
lest they die too young.
- Pixar president Ed Catmull
We think we see ourselves and the world as
they really are, but we're actually missing a
whole lot.
- ChristopherChabris and Daniel Simons
Grow
© Patrick Steyaert, 2015 19
Pay attention to
weak signals
Solution looking
for a problem
Looking for a
fitting problem
Problem/Solutio
n fit
Problems looking
for a solution
Looking for a
fitting solution
Problem/Solutio
n fit
Attention to weak signals
© Patrick Steyaert, 2015 20
Weak signals Seeking fit Fit/lock-in
Ugly babies
(Invisible) gorillas
transformation
formation
Solutions
looking for a
problem
Problems
looking for a
solution
Visualizing innovation
© Patrick Steyaert, 2015 21
Weak signals Seeking fit Fit/lock-in
Ugly babies
(invisible) gorilla’s
(Trans-)formation
Observations Hypothesis Experiments
OutboundInbound
More than
visualization
© Patrick Steyaert, 2015 22
Fast decision cycles
by limiting decisions
in progress
Fast learning cycles
by limiting
experiments in
progress
Ensuring sufficient
options by minimum
limits
Smooth flow of work
by limiting work in
progress
Summary
© Patrick Steyaert, 2015 23
Dynamics
capabilities
Contradiction
Discovery Kanban
This is Lean!
© Patrick Steyaert, 2015 24
Innovation as part of
the daily work
Deliver
value
Create new
value
Reach out
patrick.steyaert@okaloa.com
@PatrickSteyaert
www.discovery-kanban.com
© Patrick Steyaert, 2015 25
Discovery canvas
© Patrick Steyaert, 2015
Decision making Hypothesis Experimentation
Observe Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Weak signals Seeking fit Fit/lock-in
Ugly babies
(Invisible) gorillas
(Trans-) formation
Inbound Outbound
Need Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start

More Related Content

What's hot

Customer and Medical Device Development
Customer and Medical Device DevelopmentCustomer and Medical Device Development
Customer and Medical Device DevelopmentStefan Baggström
 
Test Driven Development – how it benefits business and teams alike
Test Driven Development – how it benefits business and teams alikeTest Driven Development – how it benefits business and teams alike
Test Driven Development – how it benefits business and teams alikeScrum Australia Pty Ltd
 
Evidence Based Management - Measuring value to enable improvement and agility
Evidence Based Management - Measuring value to enable improvement and agilityEvidence Based Management - Measuring value to enable improvement and agility
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
 
Flow Efficiency, the most powerful improvement driver
Flow Efficiency, the most powerful improvement driverFlow Efficiency, the most powerful improvement driver
Flow Efficiency, the most powerful improvement driverScrum Australia Pty Ltd
 
Agile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsAgile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsCelerity
 
Lean Startup Masterclass
Lean Startup MasterclassLean Startup Masterclass
Lean Startup MasterclassChi-Kai Huang
 
Bundledarrows120.2 @ OAC SF
Bundledarrows120.2 @ OAC SFBundledarrows120.2 @ OAC SF
Bundledarrows120.2 @ OAC SFshadowboxingtv
 
Impediments: Silent killer of agile teams
Impediments: Silent killer of agile teamsImpediments: Silent killer of agile teams
Impediments: Silent killer of agile teamsPooja Wandile
 
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014Sachidananda Benegal
 
WEBINAR: "Agile Development"
WEBINAR: "Agile Development"WEBINAR: "Agile Development"
WEBINAR: "Agile Development"Ontuitive
 
Help we are doing Lean but we are not improving by ING
Help we are doing Lean but we are not improving by INGHelp we are doing Lean but we are not improving by ING
Help we are doing Lean but we are not improving by INGInstitut Lean France
 
Understanding the Lean Startup
Understanding the Lean StartupUnderstanding the Lean Startup
Understanding the Lean StartupRic Pratte
 
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...Cprime
 
Overview of the Implementing Innovation Course
Overview of the Implementing Innovation CourseOverview of the Implementing Innovation Course
Overview of the Implementing Innovation CourseBrad Power
 
Scrum Marketing Methodology PowerPoint Presentation Slides
Scrum Marketing Methodology PowerPoint Presentation SlidesScrum Marketing Methodology PowerPoint Presentation Slides
Scrum Marketing Methodology PowerPoint Presentation SlidesSlideTeam
 

What's hot (20)

Customer and Medical Device Development
Customer and Medical Device DevelopmentCustomer and Medical Device Development
Customer and Medical Device Development
 
Multi team release framework
Multi team release frameworkMulti team release framework
Multi team release framework
 
Test Driven Development – how it benefits business and teams alike
Test Driven Development – how it benefits business and teams alikeTest Driven Development – how it benefits business and teams alike
Test Driven Development – how it benefits business and teams alike
 
Scrum: Project Focus or Product Focus
Scrum: Project Focus or Product FocusScrum: Project Focus or Product Focus
Scrum: Project Focus or Product Focus
 
Evidence Based Management - Measuring value to enable improvement and agility
Evidence Based Management - Measuring value to enable improvement and agilityEvidence Based Management - Measuring value to enable improvement and agility
Evidence Based Management - Measuring value to enable improvement and agility
 
Flow Efficiency, the most powerful improvement driver
Flow Efficiency, the most powerful improvement driverFlow Efficiency, the most powerful improvement driver
Flow Efficiency, the most powerful improvement driver
 
Agile Development in Highly Regulated Organizations
Agile Development in Highly Regulated OrganizationsAgile Development in Highly Regulated Organizations
Agile Development in Highly Regulated Organizations
 
Lean Startup Masterclass
Lean Startup MasterclassLean Startup Masterclass
Lean Startup Masterclass
 
Bundledarrows120.2 @ OAC SF
Bundledarrows120.2 @ OAC SFBundledarrows120.2 @ OAC SF
Bundledarrows120.2 @ OAC SF
 
Lean startup
Lean startupLean startup
Lean startup
 
Impediments: Silent killer of agile teams
Impediments: Silent killer of agile teamsImpediments: Silent killer of agile teams
Impediments: Silent killer of agile teams
 
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014
Presentation to swissnex on behalf of NSRCEL-IIMB on 12/11/2014
 
WEBINAR: "Agile Development"
WEBINAR: "Agile Development"WEBINAR: "Agile Development"
WEBINAR: "Agile Development"
 
Help we are doing Lean but we are not improving by ING
Help we are doing Lean but we are not improving by INGHelp we are doing Lean but we are not improving by ING
Help we are doing Lean but we are not improving by ING
 
Understanding the Lean Startup
Understanding the Lean StartupUnderstanding the Lean Startup
Understanding the Lean Startup
 
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...
Addressing Disengagement: How to Run a Value-Driven Virtual SAFe Problem-Solv...
 
Overview of the Implementing Innovation Course
Overview of the Implementing Innovation CourseOverview of the Implementing Innovation Course
Overview of the Implementing Innovation Course
 
GE Lean and FastWorks
GE Lean and FastWorksGE Lean and FastWorks
GE Lean and FastWorks
 
Scrum Marketing Methodology PowerPoint Presentation Slides
Scrum Marketing Methodology PowerPoint Presentation SlidesScrum Marketing Methodology PowerPoint Presentation Slides
Scrum Marketing Methodology PowerPoint Presentation Slides
 
Bundledarrows120.3
Bundledarrows120.3Bundledarrows120.3
Bundledarrows120.3
 

Viewers also liked

LLKD13 thriving under uncertainty
LLKD13 thriving under uncertaintyLLKD13 thriving under uncertainty
LLKD13 thriving under uncertaintyOkaloa
 
Discovery Kanban @ LKSE15
Discovery Kanban @ LKSE15Discovery Kanban @ LKSE15
Discovery Kanban @ LKSE15Okaloa
 
Listas de clase_por_unidades 2015-16
Listas de clase_por_unidades 2015-16Listas de clase_por_unidades 2015-16
Listas de clase_por_unidades 2015-16Miguel Rojas
 
Learnings from Real eZ Publish 5 Projects
Learnings from Real eZ Publish 5 ProjectsLearnings from Real eZ Publish 5 Projects
Learnings from Real eZ Publish 5 ProjectsDonat Fritschy
 
Presentación in mode español
Presentación in mode españolPresentación in mode español
Presentación in mode españolDesplayte s.l
 
Digitales
DigitalesDigitales
DigitalesCD2000
 
Orientacion educativados2012
Orientacion educativados2012Orientacion educativados2012
Orientacion educativados2012blognms
 
Sample statement of work
Sample statement of workSample statement of work
Sample statement of workAlisa DeHoyos
 
Asassn 15ih a_highly_super_luminous_supernova
Asassn 15ih a_highly_super_luminous_supernovaAsassn 15ih a_highly_super_luminous_supernova
Asassn 15ih a_highly_super_luminous_supernovaSérgio Sacani
 
D:\Boletin Oficial-9 08 10
D:\Boletin Oficial-9 08 10D:\Boletin Oficial-9 08 10
D:\Boletin Oficial-9 08 10diluro
 
3 pres avance_protocolos_con_eeuu ica
3 pres avance_protocolos_con_eeuu ica3 pres avance_protocolos_con_eeuu ica
3 pres avance_protocolos_con_eeuu icaProColombia
 

Viewers also liked (20)

LLKD13 thriving under uncertainty
LLKD13 thriving under uncertaintyLLKD13 thriving under uncertainty
LLKD13 thriving under uncertainty
 
Discovery Kanban @ LKSE15
Discovery Kanban @ LKSE15Discovery Kanban @ LKSE15
Discovery Kanban @ LKSE15
 
Listas de clase_por_unidades 2015-16
Listas de clase_por_unidades 2015-16Listas de clase_por_unidades 2015-16
Listas de clase_por_unidades 2015-16
 
Learnings from Real eZ Publish 5 Projects
Learnings from Real eZ Publish 5 ProjectsLearnings from Real eZ Publish 5 Projects
Learnings from Real eZ Publish 5 Projects
 
140926 programa jornada tdah
140926 programa jornada tdah140926 programa jornada tdah
140926 programa jornada tdah
 
Seeking angel capital dos and donts
Seeking angel capital  dos and dontsSeeking angel capital  dos and donts
Seeking angel capital dos and donts
 
RDS - Presse Nationale 2013
RDS - Presse Nationale 2013RDS - Presse Nationale 2013
RDS - Presse Nationale 2013
 
Presentación in mode español
Presentación in mode españolPresentación in mode español
Presentación in mode español
 
Digitales
DigitalesDigitales
Digitales
 
Orientacion educativados2012
Orientacion educativados2012Orientacion educativados2012
Orientacion educativados2012
 
Doc asesor fincas
Doc asesor fincasDoc asesor fincas
Doc asesor fincas
 
Sample statement of work
Sample statement of workSample statement of work
Sample statement of work
 
Asassn 15ih a_highly_super_luminous_supernova
Asassn 15ih a_highly_super_luminous_supernovaAsassn 15ih a_highly_super_luminous_supernova
Asassn 15ih a_highly_super_luminous_supernova
 
Spam profilaktyka-i-obrona
Spam profilaktyka-i-obronaSpam profilaktyka-i-obrona
Spam profilaktyka-i-obrona
 
1 mocc book
1 mocc book1 mocc book
1 mocc book
 
D:\Boletin Oficial-9 08 10
D:\Boletin Oficial-9 08 10D:\Boletin Oficial-9 08 10
D:\Boletin Oficial-9 08 10
 
E learning and design concepts
E learning and design conceptsE learning and design concepts
E learning and design concepts
 
3 pres avance_protocolos_con_eeuu ica
3 pres avance_protocolos_con_eeuu ica3 pres avance_protocolos_con_eeuu ica
3 pres avance_protocolos_con_eeuu ica
 
10 autoinmunidad
10 autoinmunidad10 autoinmunidad
10 autoinmunidad
 
Migraña y variantes
Migraña y variantesMigraña y variantes
Migraña y variantes
 

Similar to Patrick Steyart, Discovery Kanban - канбан открытий

[ppt][2018] Think Beyond Methods - Lean Kanban.pdf
[ppt][2018] Think Beyond Methods - Lean Kanban.pdf[ppt][2018] Think Beyond Methods - Lean Kanban.pdf
[ppt][2018] Think Beyond Methods - Lean Kanban.pdfDavidChagas8
 
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...LeanKanbanIndia
 
Toyota kata for continuous improvement
Toyota kata for continuous improvementToyota kata for continuous improvement
Toyota kata for continuous improvementSudipta Lahiri
 
ALI2018 Think Beyond Methods
ALI2018 Think Beyond MethodsALI2018 Think Beyond Methods
ALI2018 Think Beyond MethodsOkaloa
 
Three Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working SmartThree Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
 
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...strongandagile.co.uk
 
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth Culture
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth CultureGrowth Marketing Conference '17 Atlanta - Creating a Company Wide Growth Culture
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth CultureThibault Imbert
 
Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1Dominik Ortelt
 
Three Secrets of Agile Management
Three Secrets of Agile ManagementThree Secrets of Agile Management
Three Secrets of Agile ManagementPeter Stevens
 
Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101MaRS Discovery District
 
Doing #noProjects in Large Organizations (Codemotion 2015)
Doing #noProjects in Large Organizations (Codemotion 2015)Doing #noProjects in Large Organizations (Codemotion 2015)
Doing #noProjects in Large Organizations (Codemotion 2015)Unai Roldán
 
Capturing Processes For Your Company
Capturing Processes For Your CompanyCapturing Processes For Your Company
Capturing Processes For Your CompanyARC2008
 
Startup Acceleration Onderzoek
Startup Acceleration OnderzoekStartup Acceleration Onderzoek
Startup Acceleration OnderzoekEelke Pollé
 
From Project to Product: Leaders, Here's What It Means to You
From Project to Product: Leaders, Here's What It Means to YouFrom Project to Product: Leaders, Here's What It Means to You
From Project to Product: Leaders, Here's What It Means to YouCprime
 
Navigating Through the Culture Conundrum...
Navigating Through the Culture Conundrum...Navigating Through the Culture Conundrum...
Navigating Through the Culture Conundrum...Arlyne Aranda Clark
 
Scaling Agile at enterprise Chema Garcia
Scaling Agile at enterprise   Chema GarciaScaling Agile at enterprise   Chema Garcia
Scaling Agile at enterprise Chema GarciaChema Garcia Martinez
 
How to Jumpstart Enterprise Agile Adoption
How to Jumpstart Enterprise Agile AdoptionHow to Jumpstart Enterprise Agile Adoption
How to Jumpstart Enterprise Agile AdoptionTechWell
 

Similar to Patrick Steyart, Discovery Kanban - канбан открытий (20)

[ppt][2018] Think Beyond Methods - Lean Kanban.pdf
[ppt][2018] Think Beyond Methods - Lean Kanban.pdf[ppt][2018] Think Beyond Methods - Lean Kanban.pdf
[ppt][2018] Think Beyond Methods - Lean Kanban.pdf
 
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...
Lean Kanban India 2015 | Continuous Improvement with Toyota Kata | Sudipta La...
 
Toyota kata for continuous improvement
Toyota kata for continuous improvementToyota kata for continuous improvement
Toyota kata for continuous improvement
 
ALI2018 Think Beyond Methods
ALI2018 Think Beyond MethodsALI2018 Think Beyond Methods
ALI2018 Think Beyond Methods
 
Three Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working SmartThree Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working Smart
 
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
 
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth Culture
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth CultureGrowth Marketing Conference '17 Atlanta - Creating a Company Wide Growth Culture
Growth Marketing Conference '17 Atlanta - Creating a Company Wide Growth Culture
 
Improvement Kata Workshop
Improvement Kata WorkshopImprovement Kata Workshop
Improvement Kata Workshop
 
Kaizen e devops
Kaizen e devopsKaizen e devops
Kaizen e devops
 
Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1
 
Three Secrets of Agile Management
Three Secrets of Agile ManagementThree Secrets of Agile Management
Three Secrets of Agile Management
 
Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101Introduction to Entrepreneurial Management - Entrepreneurship 101
Introduction to Entrepreneurial Management - Entrepreneurship 101
 
The Agile Mindset: Easier Said Than Done
The Agile Mindset: Easier Said Than DoneThe Agile Mindset: Easier Said Than Done
The Agile Mindset: Easier Said Than Done
 
Doing #noProjects in Large Organizations (Codemotion 2015)
Doing #noProjects in Large Organizations (Codemotion 2015)Doing #noProjects in Large Organizations (Codemotion 2015)
Doing #noProjects in Large Organizations (Codemotion 2015)
 
Capturing Processes For Your Company
Capturing Processes For Your CompanyCapturing Processes For Your Company
Capturing Processes For Your Company
 
Startup Acceleration Onderzoek
Startup Acceleration OnderzoekStartup Acceleration Onderzoek
Startup Acceleration Onderzoek
 
From Project to Product: Leaders, Here's What It Means to You
From Project to Product: Leaders, Here's What It Means to YouFrom Project to Product: Leaders, Here's What It Means to You
From Project to Product: Leaders, Here's What It Means to You
 
Navigating Through the Culture Conundrum...
Navigating Through the Culture Conundrum...Navigating Through the Culture Conundrum...
Navigating Through the Culture Conundrum...
 
Scaling Agile at enterprise Chema Garcia
Scaling Agile at enterprise   Chema GarciaScaling Agile at enterprise   Chema Garcia
Scaling Agile at enterprise Chema Garcia
 
How to Jumpstart Enterprise Agile Adoption
How to Jumpstart Enterprise Agile AdoptionHow to Jumpstart Enterprise Agile Adoption
How to Jumpstart Enterprise Agile Adoption
 

More from ScrumTrek

Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...
Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...
Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...ScrumTrek
 
Светлана Байгалиева (MindGym). Встань за штурвал
Светлана Байгалиева (MindGym). Встань за штурвалСветлана Байгалиева (MindGym). Встань за штурвал
Светлана Байгалиева (MindGym). Встань за штурвалScrumTrek
 
Александр Тупиков. Введение в Scrum
Александр Тупиков. Введение в ScrumАлександр Тупиков. Введение в Scrum
Александр Тупиков. Введение в ScrumScrumTrek
 
Сергей Чирва. Как Scrum превращает завод в IT-компанию
Сергей Чирва. Как Scrum превращает завод в IT-компаниюСергей Чирва. Как Scrum превращает завод в IT-компанию
Сергей Чирва. Как Scrum превращает завод в IT-компаниюScrumTrek
 
Юрий Соболев. Проблемы и решения Scrum на практике
Юрий Соболев. Проблемы и решения Scrum на практикеЮрий Соболев. Проблемы и решения Scrum на практике
Юрий Соболев. Проблемы и решения Scrum на практикеScrumTrek
 
Анна Обухова. Scrum и сила воли
Анна Обухова. Scrum и сила волиАнна Обухова. Scrum и сила воли
Анна Обухова. Scrum и сила волиScrumTrek
 
TealTeam. Главный критерий при выборе нового члена команды
TealTeam. Главный критерий при выборе нового члена командыTealTeam. Главный критерий при выборе нового члена команды
TealTeam. Главный критерий при выборе нового члена командыScrumTrek
 
Анастасия Мизитова. Компетенции для Agile HR
Анастасия Мизитова. Компетенции для Agile HRАнастасия Мизитова. Компетенции для Agile HR
Анастасия Мизитова. Компетенции для Agile HRScrumTrek
 
Марина Львова. Изменение роли HR в Agile-компании
Марина Львова. Изменение роли HR в Agile-компанииМарина Львова. Изменение роли HR в Agile-компании
Марина Львова. Изменение роли HR в Agile-компанииScrumTrek
 
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коуча
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коучаАсхат Уразбаев. Три вопроса к HR службе от аджайл-коуча
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коучаScrumTrek
 
Александр Корольков. LeSS Huge
Александр Корольков. LeSS HugeАлександр Корольков. LeSS Huge
Александр Корольков. LeSS HugeScrumTrek
 
DevOps для Legacy-продуктов
DevOps для Legacy-продуктовDevOps для Legacy-продуктов
DevOps для Legacy-продуктовScrumTrek
 
Сергей Баранов. Enterprise DevOps
Сергей Баранов. Enterprise DevOpsСергей Баранов. Enterprise DevOps
Сергей Баранов. Enterprise DevOpsScrumTrek
 
Петр Клименко. DevOps Трансформация для SIEBEL CRM
Петр Клименко. DevOps Трансформация для SIEBEL CRMПетр Клименко. DevOps Трансформация для SIEBEL CRM
Петр Клименко. DevOps Трансформация для SIEBEL CRMScrumTrek
 
Кирилл Толкачев. Микросервисы: огонь, вода и девопс
Кирилл Толкачев. Микросервисы: огонь, вода и девопсКирилл Толкачев. Микросервисы: огонь, вода и девопс
Кирилл Толкачев. Микросервисы: огонь, вода и девопсScrumTrek
 
Евгений Кривошеев. Beyond DevOps
Евгений Кривошеев. Beyond DevOpsЕвгений Кривошеев. Beyond DevOps
Евгений Кривошеев. Beyond DevOpsScrumTrek
 
Асхат Уразбаев. Крутые организации, счастливые сотрудники
Асхат Уразбаев. Крутые организации, счастливые сотрудникиАсхат Уразбаев. Крутые организации, счастливые сотрудники
Асхат Уразбаев. Крутые организации, счастливые сотрудникиScrumTrek
 
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" Agile
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" AgileОлег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" Agile
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" AgileScrumTrek
 
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?ScrumTrek
 
Иван Дубровин. Почему государство должно быть Agile?
Иван Дубровин. Почему государство должно быть Agile?Иван Дубровин. Почему государство должно быть Agile?
Иван Дубровин. Почему государство должно быть Agile?ScrumTrek
 

More from ScrumTrek (20)

Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...
Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...
Александра Баптизманская, Никита Романов. Хочешь Agile в маркетинге - спроси ...
 
Светлана Байгалиева (MindGym). Встань за штурвал
Светлана Байгалиева (MindGym). Встань за штурвалСветлана Байгалиева (MindGym). Встань за штурвал
Светлана Байгалиева (MindGym). Встань за штурвал
 
Александр Тупиков. Введение в Scrum
Александр Тупиков. Введение в ScrumАлександр Тупиков. Введение в Scrum
Александр Тупиков. Введение в Scrum
 
Сергей Чирва. Как Scrum превращает завод в IT-компанию
Сергей Чирва. Как Scrum превращает завод в IT-компаниюСергей Чирва. Как Scrum превращает завод в IT-компанию
Сергей Чирва. Как Scrum превращает завод в IT-компанию
 
Юрий Соболев. Проблемы и решения Scrum на практике
Юрий Соболев. Проблемы и решения Scrum на практикеЮрий Соболев. Проблемы и решения Scrum на практике
Юрий Соболев. Проблемы и решения Scrum на практике
 
Анна Обухова. Scrum и сила воли
Анна Обухова. Scrum и сила волиАнна Обухова. Scrum и сила воли
Анна Обухова. Scrum и сила воли
 
TealTeam. Главный критерий при выборе нового члена команды
TealTeam. Главный критерий при выборе нового члена командыTealTeam. Главный критерий при выборе нового члена команды
TealTeam. Главный критерий при выборе нового члена команды
 
Анастасия Мизитова. Компетенции для Agile HR
Анастасия Мизитова. Компетенции для Agile HRАнастасия Мизитова. Компетенции для Agile HR
Анастасия Мизитова. Компетенции для Agile HR
 
Марина Львова. Изменение роли HR в Agile-компании
Марина Львова. Изменение роли HR в Agile-компанииМарина Львова. Изменение роли HR в Agile-компании
Марина Львова. Изменение роли HR в Agile-компании
 
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коуча
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коучаАсхат Уразбаев. Три вопроса к HR службе от аджайл-коуча
Асхат Уразбаев. Три вопроса к HR службе от аджайл-коуча
 
Александр Корольков. LeSS Huge
Александр Корольков. LeSS HugeАлександр Корольков. LeSS Huge
Александр Корольков. LeSS Huge
 
DevOps для Legacy-продуктов
DevOps для Legacy-продуктовDevOps для Legacy-продуктов
DevOps для Legacy-продуктов
 
Сергей Баранов. Enterprise DevOps
Сергей Баранов. Enterprise DevOpsСергей Баранов. Enterprise DevOps
Сергей Баранов. Enterprise DevOps
 
Петр Клименко. DevOps Трансформация для SIEBEL CRM
Петр Клименко. DevOps Трансформация для SIEBEL CRMПетр Клименко. DevOps Трансформация для SIEBEL CRM
Петр Клименко. DevOps Трансформация для SIEBEL CRM
 
Кирилл Толкачев. Микросервисы: огонь, вода и девопс
Кирилл Толкачев. Микросервисы: огонь, вода и девопсКирилл Толкачев. Микросервисы: огонь, вода и девопс
Кирилл Толкачев. Микросервисы: огонь, вода и девопс
 
Евгений Кривошеев. Beyond DevOps
Евгений Кривошеев. Beyond DevOpsЕвгений Кривошеев. Beyond DevOps
Евгений Кривошеев. Beyond DevOps
 
Асхат Уразбаев. Крутые организации, счастливые сотрудники
Асхат Уразбаев. Крутые организации, счастливые сотрудникиАсхат Уразбаев. Крутые организации, счастливые сотрудники
Асхат Уразбаев. Крутые организации, счастливые сотрудники
 
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" Agile
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" AgileОлег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" Agile
Олег Бахмутов, Михаил Плотников, Илья Емельянов. 3 "кита" Agile
 
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?
Алексей Ионов. Agile-трансформация: что делать, чтобы потом не искать виноватых?
 
Иван Дубровин. Почему государство должно быть Agile?
Иван Дубровин. Почему государство должно быть Agile?Иван Дубровин. Почему государство должно быть Agile?
Иван Дубровин. Почему государство должно быть Agile?
 

Recently uploaded

Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Designshakkardaddy
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
Leveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementLeveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
 
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsThe Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsCIToolkit
 
Flowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsFlowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsCIToolkit
 
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...dsnow9802
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONsivani14565220
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBusiness of Software Conference
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project ManagementCIToolkit
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
Overview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationOverview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationPMIUKChapter
 
Characteristics of professional in professional ethics
Characteristics of professional in professional ethicsCharacteristics of professional in professional ethics
Characteristics of professional in professional ethicsmourale176
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfcoolsnoopy1
 

Recently uploaded (19)

Management 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational DesignManagement 11th Edition - Chapter 11 - Adaptive Organizational Design
Management 11th Edition - Chapter 11 - Adaptive Organizational Design
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
Leveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous ImprovementLeveraging Gap Analysis for Continuous Improvement
Leveraging Gap Analysis for Continuous Improvement
 
The Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data InsightsThe Role of Histograms in Exploring Data Insights
The Role of Histograms in Exploring Data Insights
 
Flowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of FlowchartsFlowcharting: The Three Common Types of Flowcharts
Flowcharting: The Three Common Types of Flowcharts
 
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & EngineeringBoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
BoSUSA23 | Chris Spiek & Justin Dickow | Autobooks Product & Engineering
 
Exploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram AnalysisExploring Variable Relationships with Scatter Diagram Analysis
Exploring Variable Relationships with Scatter Diagram Analysis
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project Management
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
Overview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentationOverview PMI Infinity - UK Chapter presentation
Overview PMI Infinity - UK Chapter presentation
 
Characteristics of professional in professional ethics
Characteristics of professional in professional ethicsCharacteristics of professional in professional ethics
Characteristics of professional in professional ethics
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
 

Patrick Steyart, Discovery Kanban - канбан открытий

  • 1. Discovery Kanban Managing knowledge work as an enabler to innovation and change Lean Kanban Russia, Oct 2015 © Patrick Steyaert, 2015 1
  • 2. Is this Lean? © Patrick Steyaert, 2015 2 Episodic improvement Normal daily work Normal daily work Normal daily work Normal daily work
  • 3. This is Lean! Improvement as part of normal daily management © Patrick Steyaert, 2015 3 Work Improvement
  • 4. Is this Lean? 4 Episodic innovation Work Work Work Work © Patrick Steyaert, 2015
  • 5. This is Lean! © Patrick Steyaert, 2015 5 Innovation as part of the daily work Work Innovation
  • 7. A glue that does not stick 7© Patrick Steyaert, 2015
  • 8. The entrepreneur’s perspective - Path creation 8 Solution looking for a problem Looking for a fitting problem Problem/Solutio n fit hunches options commitments Path Dependence and Creation Garud, Raghu, Karnøe, Peter © Patrick Steyaert, 2015 De-framing Transformation Mobilization
  • 9. The organization’s perspective - Path dependence © Patrick Steyaert, 2015 9 The Hidden Dynamics of Path Dependence, Georg Schreyögg & Jörg Sydow, Eds. Emerging path Varietyofoptions Problems looking for a solution Looking for a fitting solution Problem/Solutio n fit Pre-formation Formation Lock-in hunches options commitments
  • 10. Commitment Uncertainty © Patrick Steyaert, 2015 10 Contradiction
  • 11. Dynamic capabilities  Ensuring sufficient options  Fast learning and decision cycles  Attention to weak signals © Patrick Steyaert, 2015 11 Capabilities to overstep the contradiction between commitment and uncertainty
  • 13. Deliver © Patrick Steyaert, 2015 13 Inbound – exploring options Outbound – meeting commitments • Need • Opportunity The end-to-end value stream • Output results
  • 14. Ensure sufficient options © Patrick Steyaert, 2015 14 Inbound Outbound Need Concept Continue Abandon Specification Elaborate Develop Verify Ready to start Upstream kanban Options Downstream kanban Commitments Inbound Outbound Minimum option limits to ensure that sufficient options are available >5 >8 Maximum WIP limits to ensure flow of work 5 4 6
  • 15. 1st order (work) flow 2nd order (information) flow … there’s also feedback loops … © Patrick Steyaert, 2015 15 feedforward feedback work
  • 16. Learn © Patrick Steyaert, 2015 16 Decide Observe Check PlanOrient Do1st order (work) flow Act O-O-D-A: Decision making PDCA:Validated learning Adjust Decision and learning loops
  • 17. Fast decision and learning loops © Patrick Steyaert, 2015 17 Decision making Hypothesis Experimentation Observe Orient Continue Abandon Decide Act Plan Do Check Adjust Observation kanban O-O-D-A Experiment kanban PDCA Hypothesis We believe that <Building this feature>/ <Implementing this technology>/ <Adopting this practice> Will achieve <this outcome> We will know we are successful when we see <this signal or measurable result> Experiments Observations 5 4 655 6 88
  • 18. … there’s also weak signals … © Patrick Steyaert, 2015 18 Every movie the company makes starts out "ugly”; ill-defined ideas need protection the most, lest they die too young. - Pixar president Ed Catmull We think we see ourselves and the world as they really are, but we're actually missing a whole lot. - ChristopherChabris and Daniel Simons
  • 19. Grow © Patrick Steyaert, 2015 19 Pay attention to weak signals Solution looking for a problem Looking for a fitting problem Problem/Solutio n fit Problems looking for a solution Looking for a fitting solution Problem/Solutio n fit
  • 20. Attention to weak signals © Patrick Steyaert, 2015 20 Weak signals Seeking fit Fit/lock-in Ugly babies (Invisible) gorillas transformation formation Solutions looking for a problem Problems looking for a solution
  • 21. Visualizing innovation © Patrick Steyaert, 2015 21 Weak signals Seeking fit Fit/lock-in Ugly babies (invisible) gorilla’s (Trans-)formation Observations Hypothesis Experiments OutboundInbound
  • 22. More than visualization © Patrick Steyaert, 2015 22 Fast decision cycles by limiting decisions in progress Fast learning cycles by limiting experiments in progress Ensuring sufficient options by minimum limits Smooth flow of work by limiting work in progress
  • 23. Summary © Patrick Steyaert, 2015 23 Dynamics capabilities Contradiction Discovery Kanban
  • 24. This is Lean! © Patrick Steyaert, 2015 24 Innovation as part of the daily work Deliver value Create new value
  • 26. © Patrick Steyaert, 2015 Decision making Hypothesis Experimentation Observe Orient Continue Abandon Decide Act Plan Do Check Adjust Weak signals Seeking fit Fit/lock-in Ugly babies (Invisible) gorillas (Trans-) formation Inbound Outbound Need Concept Continue Abandon Specification Elaborate Develop Verify Ready to start

Editor's Notes

  1. In many aspects this is not lean: It does not show respect for people It does not exhibit flow (to the contrary it will show uneven load, …) It clearly is not continuous improvement
  2. In analogy with improvement… What does this mean? What are the obstacles? What role can Kanbanization play here?
  3. Popular account = Accident + immediate success Spence Silver Experiment Solution looking for a problem 3M resistance glues that stick versus a piece of paper that eliminates tape Bob oliviera Weak glue was applied to a bulleting board on which small pieces of paper could be stuck This only got luke warm reaction Art fry Solving a problem
  4. The 3M story gives us an insight in the innovation from the perspective of the innovator or entrepreneur. Spence Silver started with doing something different (using more polymers in the mixture). Often this is the starting point. Doing something different, using something in a context that it has not been used. A process of dis-embedding or deframing. Often this gives us a solution that is looking for a problem. So the next step is that of interacting and translation. Interacting with stakeholders that can help identify problems to your solution. Often this is a process of mutual adaptation. Each stakeholder brings a new perspective to which the innovation may have to be adapted. After finding a problem/solution fit, the organization and customers are mobilized.
  5. While the perspective of the entrepreneur is one of path creation, the perspective of the organization is one of path dependence. Path dependence is the idea that decisions we are faced with depend on past knowledge trajectory and decisions made in the past. In other words, history matters. In the case of 3M, it was the long history of making glues that stick which made it difficult to envisage applications of a glue that does not stick.
  6. Contradiction between commitment and uncertainty OPTIONS THINKING
  7. Attention to weak signals Not just the stories of Nokia, Blockbuster or Kodak that did not detect the signals from the market or did not react appropriately to signals of disruption; But also the stories of people like spence silver that are working on an invention of wich the value might not be clear at the start
  8. Discovery Kanban is an aggregation of Kanban Systems that support innovation and change by developing the capabilities that are needed to overstep the contradiction between commitment and uncertainty. It combines what we think are the three critical elements for integrating innovation in the day-to-day work.
  9. Making sure that items are not stalled. On the outbound side most the often, the attention needs to go to items that are blocked. On the inbound side the attention needs to go to items that may be stalled because they receive insufficient attention. For example because the focus is entirely on the outbound delivery.
  10. Above and beyond the organized feeedback loops that are part of the day-to-day work, organizations in a fast changing environment need to pay attention to weak signals. Weak signals can take the form of the famous invisble gorilla, i.e. major threads or opportunities that may or may not be visible to the organization but to which the organization does not seem to have an appropriate response.
  11. This illustrates creation and exercising options