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CREATING A
LEAN & AGILE
ENTERPRISE
CRAIG
STRONG
craig@strongandagile.co.uk
@craigstrong
uk.linkedin.com/in/craigstrong/
Craig Strong
Chief Technology Officer
www.LeanProdu...
THE WORLD HAS
CHANGED!
UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS—
HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT
COUNTERPRODUCTIVE, THE KIND...
ANNUAL PERFORMANCE TRAP
Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap....
TRADITIONAL MODELS ARE CHANGING
ENTERPRISE INVESTMENT STRATEGIES
High Probability
Low Probability
Low Impact
Most
Organisations
High Impact
Start Ups
INNOVATION FUNNELS LIMITED IN ENTERPRISES - GOVERNANCE
New Ideas
Products
Long development time
18 months+
Bottleneck of i...
LEAN & AGILE
PRODUCT
DEVELOPMENT
“THE LEAN STARTUP METHOD TEACHES YOU HOW TO
DRIVE A STARTUP-HOW TO STEER, WHEN TO TURN, AND
WHEN TO PERSEVERE-AND GROW A B...
BASIC AGILE PRINCIPLES
COMPLEX SIMPLICITY
EXECUTION VS DISCOVERY
CONTEXT IS EVERYTHING! - CYNEFIN
LEAN PRODUCT LIFECYCLE
BUILDING AN INNOVATIVE
ENTERPRISE
TRANSFORMATION AREAS
1.Lean Product Lifecycle
2.Product Portfolio Management
3.Annual Budgeting
4.Communities
5.Training &...
PRODUCT LIFECYCLE FRAMEWORK - STAGE QUESTIONS
Can you
identify a
core user
problem in a
target
market?
Are there real
cust...
SEARCHING & EXECUTING
Status Before Market-Fit After Market-Fit
Focus Searching for a Business Model Executing Against Bus...
SEARCH VS EXECUTE
BUSINESS MODEL INNOVATION
NON-LINEAR PROCESS
LEAN GOVERNANCE
MORE IDEAS, MORE BETS, MORE EXPERIMENTATION
Not all the ideas
survive but all the
learnings are recorded
All the ideas are...
LOTS OF SMALL BETS
PROJECTS VS PRODUCTS
LEAN EMERGENT GOVERNANCE
PRODUCT COUNCILS
PORTFOLIO MANAGEMENT & PERFORMANCE
INTERNAL SKILLS MARKETPLACE
ADAPTIVE BUDGETIN...
CUSTOMER EVIDENCE !
GROWTH HYPOTHESES - RELATIVE PERFORMANCE
Quarterly
Hypotheses
Product
Metrics
Strategic
Growth
Hypotheses
Legal
CULTURE & TEAMS
LEAN & AGILE - NOT JUST SOFTWARE TEAMS
FINANCE HR LEGAL DEV TEAM MARKETING SALES
WAGILE
CROSS-FUNCTIONAL KNOWLEDGE NETWORK - LEARNING ORGANISATION
* Agile and Lean
feed in at a
Principles level
Design
Lead has
...
LEARNING & COLLABORATIVE COMMUNITIES
Today Tomorrow
Decentralized
Network
Distributed
Network
Product team
has better
acce...
CONTINUOUSLY IMPROVING - BE COMFORTABLE WITH DIFFERENCE
Open Source Product Lifecycle Criteria V1.0
Learning about
practic...
INCLUSIVE LANGUAGE
TRAINING & COMMUNITY
Lean Startup
Agile
Design Thinking
Beyond Budgeting
Customer Interviews
Minimal Viable Experiments
MV...
LEAN TRANSFORMATION TAKEAWAYS
1. AGILE/LEAN IS AN ORGANISATIONAL MINDSET
2. CONTEXT IS EVERYTHING!
3. SEARCHING ISN’T THE ...
THANK YOU
craig.strong@gohubble.com
craig@strongandagile.co.uk
@craigstrong
uk.linkedin.com/in/craigstrong/
Creating a lean and agile enterprise - The Lean Product Lifecycle
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Creating a lean and agile enterprise - The Lean Product Lifecycle

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Exploring the Lean Product Lifecycle for Enterprise innovation and product management using Agile and Lean Startup Practices. How to capture and scale ideas across businesses.

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Creating a lean and agile enterprise - The Lean Product Lifecycle

  1. 1. CREATING A LEAN & AGILE ENTERPRISE CRAIG STRONG
  2. 2. craig@strongandagile.co.uk @craigstrong uk.linkedin.com/in/craigstrong/ Craig Strong Chief Technology Officer www.LeanProductLifecycle.com
  3. 3. THE WORLD HAS CHANGED!
  4. 4. UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS— HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT COUNTERPRODUCTIVE, THE KIND OF PLANNING MOST COMPANIES STILL PRACTICE: FORECASTING BASED 
 ON PROBABILITIES
 Peter Drucker THE NEED FOR ADAPTIVE MANAGEMENT
  5. 5. ANNUAL PERFORMANCE TRAP Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press.
  6. 6. TRADITIONAL MODELS ARE CHANGING
  7. 7. ENTERPRISE INVESTMENT STRATEGIES High Probability Low Probability Low Impact Most Organisations High Impact Start Ups
  8. 8. INNOVATION FUNNELS LIMITED IN ENTERPRISES - GOVERNANCE New Ideas Products Long development time 18 months+ Bottleneck of ideas
  9. 9. LEAN & AGILE PRODUCT DEVELOPMENT
  10. 10. “THE LEAN STARTUP METHOD TEACHES YOU HOW TO DRIVE A STARTUP-HOW TO STEER, WHEN TO TURN, AND WHEN TO PERSEVERE-AND GROW A BUSINESS WITH MAXIMUM ACCELERATION.” http://theleanstartup.com/principles LEAN STARTUP
  11. 11. BASIC AGILE PRINCIPLES
  12. 12. COMPLEX SIMPLICITY
  13. 13. EXECUTION VS DISCOVERY
  14. 14. CONTEXT IS EVERYTHING! - CYNEFIN
  15. 15. LEAN PRODUCT LIFECYCLE BUILDING AN INNOVATIVE ENTERPRISE
  16. 16. TRANSFORMATION AREAS 1.Lean Product Lifecycle 2.Product Portfolio Management 3.Annual Budgeting 4.Communities 5.Training & Coaching
  17. 17. PRODUCT LIFECYCLE FRAMEWORK - STAGE QUESTIONS Can you identify a core user problem in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate Product/
 Market Fit 
 or validated business model? How fast are you growing the business at scale? Are you continuing to deliver outcomes to a broader user set? Are you delivering revenue and outcomes while reducing costs? What residual value can be gleaned from the business? Idea Explore Validate Grow Sustain Retire
  18. 18. SEARCHING & EXECUTING Status Before Market-Fit After Market-Fit Focus Searching for a Business Model Executing Against Business Models Duration Days Weeks Months <1 Year Years Metrics Customer Discovery, Innovation Accounting, Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, ARR, NPV Key Activities Small Cross-Functional Teams, Safe To Fail/Learn, Scrum/Kanban, Hypotheses Driven Design, Lean Startup -Complex/ Emergence, Devops Delivery Frameworks, Scrum/Kanban, Portfolio, Growth Hypotheses Reviews, Cross-Departmental Performance, Growth Performance Mgmt, Devops
  19. 19. SEARCH VS EXECUTE
  20. 20. BUSINESS MODEL INNOVATION
  21. 21. NON-LINEAR PROCESS
  22. 22. LEAN GOVERNANCE
  23. 23. MORE IDEAS, MORE BETS, MORE EXPERIMENTATION Not all the ideas survive but all the learnings are recorded All the ideas are quickly captured and tested One to three months turnaround
  24. 24. LOTS OF SMALL BETS
  25. 25. PROJECTS VS PRODUCTS
  26. 26. LEAN EMERGENT GOVERNANCE PRODUCT COUNCILS PORTFOLIO MANAGEMENT & PERFORMANCE INTERNAL SKILLS MARKETPLACE ADAPTIVE BUDGETING KNOWLEDGE COMMUNITIES 1/4 SCALING FRAMEWORKSDESIGN THINKING/LEAN STARTUP AGILE PRACTICES 1/4
  27. 27. CUSTOMER EVIDENCE !
  28. 28. GROWTH HYPOTHESES - RELATIVE PERFORMANCE Quarterly Hypotheses Product Metrics Strategic Growth Hypotheses Legal
  29. 29. CULTURE & TEAMS
  30. 30. LEAN & AGILE - NOT JUST SOFTWARE TEAMS FINANCE HR LEGAL DEV TEAM MARKETING SALES WAGILE
  31. 31. CROSS-FUNCTIONAL KNOWLEDGE NETWORK - LEARNING ORGANISATION * Agile and Lean feed in at a Principles level Design Lead has been identified Slice is engaged with the lifecycle Everything is wrapped in Principles & Values, Governance and Quality
  32. 32. LEARNING & COLLABORATIVE COMMUNITIES Today Tomorrow Decentralized Network Distributed Network Product team has better access to all parts of the business Product team has restricted access to other parts of the business which can hinder or slow progress
  33. 33. CONTINUOUSLY IMPROVING - BE COMFORTABLE WITH DIFFERENCE Open Source Product Lifecycle Criteria V1.0 Learning about practice Common extensions can be incorporated into later versions Open Collaborative Learning Community
  34. 34. INCLUSIVE LANGUAGE
  35. 35. TRAINING & COMMUNITY Lean Startup Agile Design Thinking Beyond Budgeting Customer Interviews Minimal Viable Experiments MVP’s Lean Analytics Growth Hacking Hypotheses Business Model Experimentation Value Proposition Management Quality Community Contribution and More….
  36. 36. LEAN TRANSFORMATION TAKEAWAYS 1. AGILE/LEAN IS AN ORGANISATIONAL MINDSET 2. CONTEXT IS EVERYTHING! 3. SEARCHING ISN’T THE SAME AS EXECUTING 4. NURTURE COMMUNITIES AND KNOWLEDGE 5. BE COMFORTABLE WITH DIFFERENCE (HEURISTICS VS PROCESS)
  37. 37. THANK YOU craig.strong@gohubble.com craig@strongandagile.co.uk @craigstrong uk.linkedin.com/in/craigstrong/

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