Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The journey of a lean enterprise


Published on

A journey of a Lean Enterprise adopting Agile, Lean Startup and Lean practices beyond technology teams. This shares our journey so far and how we have created and embraced these practices into a Product Lifecycle framework to embrace a change a global culture. This is helping and improving our products and strategy.

To get updates on our progress and latest updates follow us on twitter :

@craigstrong @sonjak18 @shirleychin @tendayiviki

Published in: Leadership & Management

The journey of a lean enterprise

  1. 1. Product Lifecycle Creating A Lean Enterprise Our Journey So Far
  2. 2. ● Approx 44,000 employees worldwide ● Institutional sales & print background ● The world’s largest publisher and education company ● Operates in over 80+ countries ● Growth through acquisition ● 170 years old
  3. 3. Learner At 
 The Centre
  4. 4. Big Companies
  5. 5. Big Ideas & Big Bets X X
  6. 6. Self Perpetuating Risk Big Plans Big Budgets Big Systems
  7. 7. Big Agile Frameworks
  8. 8.
  9. 9. WAGILE Finance HR Legal Agile Framework Marketing Sales Software
  10. 10. Projects VS Products
  11. 11. Traditional Governance 
 Reduces The Capability to Innovate New Ideas Products Long time to marketBottleneck of ideas Strategic forcefield which limits ideas internally
  12. 12. The World Has Changed
  13. 13. Investment Strategies High Probability Low Probability Low Impact Large Organisations High Impact Start Ups
  14. 14. Larry Downes is co-author, with Paul Nunes, of Big Bang Disruption: Strategy in the Age of Devastating Innovation Traditional Models Are Changing Big Bang Market Adoption Roger’s Market Segments
  15. 15. Evolving The Culture
  16. 16. Principles Over Process
  17. 17. “If you ask the right questions, you drive the right behaviours.”
  18. 18. I’ve had an idea to help people with 
 a cold
  19. 19.
  20. 20. Global Product Lifecycle
  21. 21. Key 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
  22. 22. A Non-Linear Process Learn Build Measure
  23. 23. Search and Execution are different
  24. 24. Business Model Innovation
  25. 25. MVP - Product Growth Not like this… Like this… ?
  26. 26. Product Lifecycle Principles More Ideas, More Bets, More Tests New Ideas Not all the ideas survive but all the learnings are recorded All the ideas are quickly captured 
 and tested One to three 
 months turnaround Walls are pervious allowing ideas into and out of the company Open Innovation
  27. 27. The Roadmap What’s Wrong With This ?
  28. 28. Adaptive Strategy And The Product Lifecycle
  29. 29. Agile Beyond Technology Finance HR Legal Development Teams Marketing Sales
  30. 30. 35 Agile Lean Startup Lean UX Beyond Budgeting Customer Interviews Minimal Viable Experiments MVP’s Lean Analytics Efficacy Growth Hacking Hypotheses and More….
  31. 31. 36 Open Source Product Lifecycle Criteria V1.0 Learning about practice Common extensions can be incorporated into later versions Open Collaborative Learning Community
  32. 32. Product Lifecycle Community Specialist 
 Lead has 
 been identified Slice is engaged 
 with the lifecycle 37 Don’t Leave Serendipity 
 to Chance...
  33. 33. 
 Today Tomorrow Decentralized Network Distributed Network 38 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
  34. 34. 39 So Far...we’ve learnt ● Agility is an organisational mind shift ● Bet small, don’t bet big upfront ● Culture is more powerful than strategy ● Distribution over centralisation ● Enable capability through governance ● Fail fast, experiment and learn even faster
  35. 35. 40 Fresh Off The Press “Just thought you guys might like to know we're currently sat in the middle of rural Tanzania answering your questions from the Idea & Explore phases. Your stuff is proving genuinely useful in terms of helping us shape our thinking/questioning. We've proved and disproved a number of hypotheses, made some head scratching discoveries & had some eureka moments. We've pivoted already. It's been great.” 11/06/2015
  36. 36. Thank You Feedback & Questions @craigstrong