Patrick Steyart, Discovery Kanban - канбан открытий
•Download as PPTX, PDF•
4 likes•1,247 views
Инновации и изменения — вызов номер один для современной организации. Не сколько, потому что организации должный управлять изменениями в процессе перехода от аналогового прошлого к цифровому будущему, сколько потому что им нужно осуществить сдвиг парадигмы в сторону отказа от нацеленности на выполнение и поставку и сосредоточения на инновациях и открытиях. Всё большую значимость приобретает интеллектуальный труд в смысле применения уже имеющихся и, что еще более важно, получения новых знаний. Системы Discovery Kanban — это специальная разновидность систем канбан, которая предназначена для организации процессов интеллектуального труда, выступающих в качестве главного катализатора инноваций и изменений. Примеры систем Discovery Kanban: Upstream Kanban (управление входящими процессами), Experiment Kanban (обоснованное обучение) и Observation Kanban (принятие стратегических решений). В данной презентации мы расскажем о каждой из систем Discovery Kanban, обратим внимание на сходства и различия между Discovery Kanban и Delivery Kanban, укажем место этих систем в цикле открытий и объясним, почему они должны стать чем-то большим, чем просто стикерами на доске.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Patrick Steyart, Discovery Kanban - канбан открытий
Similar to Patrick Steyart, Discovery Kanban - канбан открытий (20)
More from ScrumTrek
More from ScrumTrek (20)
Recently uploaded
Recently uploaded (20)
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
- 6. © Patrick Steyaert, 2015 6
- 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
- 12. Discovery Kanban © Patrick Steyaert, 2015 12
- 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
- 25. Reach out patrick.steyaert@okaloa.com @PatrickSteyaert www.discovery-kanban.com © Patrick Steyaert, 2015 25 Discovery canvas
- 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
- 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
- In analogy with improvement… What does this mean? What are the obstacles? What role can Kanbanization play here?
- 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
- 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.
- 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.
- Contradiction between commitment and uncertainty OPTIONS THINKING
- 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
- 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.
- 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.
- 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.
- This illustrates creation and exercising options