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Scaling Lean: Project, Program, Portfolio

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Scaling Lean: Project, Program, Portfolio

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The term Lean has become widely popular, particularly with the word “startup” attached to it. This has led many people to believe this is an approach to work relevant only to new companies or initiatives. Lean-curious companies who have tried to implement these ideals often stall at one or two teams citing organizational complexities, politics and dependencies as insurmountable obstacles to Lean Startup at scale.

Can Lean Startup practices be scaled — not just as culture and philosophy but as tactical process? In this practical presentation, Jeff will share several methods for scaling Lean Startup techniques in large organizations exemplified in detailed case studies and professional experience. Jeff will cover knowledge management, intra-team dependencies, infrastructure requirements and several other elements of ensuring successful Lean Startup practices in companies of any size.

The term Lean has become widely popular, particularly with the word “startup” attached to it. This has led many people to believe this is an approach to work relevant only to new companies or initiatives. Lean-curious companies who have tried to implement these ideals often stall at one or two teams citing organizational complexities, politics and dependencies as insurmountable obstacles to Lean Startup at scale.

Can Lean Startup practices be scaled — not just as culture and philosophy but as tactical process? In this practical presentation, Jeff will share several methods for scaling Lean Startup techniques in large organizations exemplified in detailed case studies and professional experience. Jeff will cover knowledge management, intra-team dependencies, infrastructure requirements and several other elements of ensuring successful Lean Startup practices in companies of any size.

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Scaling Lean: Project, Program, Portfolio

  1. 1. SCALING LEAN: PROJECT, PROGRAM, PORTFOLIO JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO
  2. 2. GOTHELF.CO / @JBOOGIE NO ONE WANTS TO BUY EXPERIMENTS
  3. 3. GOTHELF.CO / @JBOOGIE LEAN STARTUP REDUCES RISK
  4. 4. GOTHELF.CO / @JBOOGIE LEAN + AGILE = CONTINUOUS LEARNING
  5. 5. GOTHELF.CO / @JBOOGIE AT THE CORE OF CONTINUOUS LEARNING IS EXPERIMENTATION & HUMILITY
  6. 6. GOTHELF.CO / @JBOOGIE FOR STARTUPS, IT’S EXPERIMENT OR DIE
  7. 7. GOTHELF.CO / @JBOOGIE AT THE ENTERPRISE LEVEL, NOT SO MUCH
  8. 8. GOTHELF.CO / @JBOOGIE AND YET, IN THE ENTERPRISE, IT’S ALL AGILE & LEAN (LANGUAGE)
  9. 9. GOTHELF.CO / @JBOOGIE AND YET, IN THE ENTERPRISE, IT’S ALL AGILE & LEAN (LANGUAGE)
  10. 10. GOTHELF.CO / @JBOOGIE WHEN STRETCHED TO BIGGER ORGS LEAN STARTUP BREAKS
  11. 11. GOTHELF.CO / @JBOOGIE WHEN STRETCHED TO BIGGER ORGS LEAN STARTUP BREAKS
  12. 12. GOTHELF.CO / @JBOOGIE WHY DOES LEAN SEEM TO BREAK AT SCALE?
  13. 13. GOTHELF.CO / @JBOOGIE WHY DOES LEAN SEEM TO BREAK AT SCALE?Established corporations are too concerned about tarnishing their brand with an MVP
 — David Baldie (@DavidBaldie) Process. Everything has a process and 85 approvals and a mysterious “they” blocking anything that’s not the old way.
 — Emily Tate (@thedailyem) "Good enough" doesn't get respected as viable option to SHIP IT!
 — Jeremy Caverly (@JeremyCee) Silo'ed managers unwilling to release team members
 — Dan Weingrod (@dweingrod) Valuing business need over user need (not realizing they are the same thing)
 — Simeon Poulin (@simeon_P) "To approve that we need to see a detailed plan and cost benefit analysis, and you must commit to specific deadlines and targets."
 — John Waterworth (@jwaterworth) "We already know what we need to do. Why do we need to waste time 'learning'?"
 — John Waterworth (@jwaterworth)
  14. 14. GOTHELF.CO / @JBOOGIE HOW CAN WE MOVE BIG ORGS PAST THESE HURDLES?
  15. 15. GOTHELF.CO / @JBOOGIE SEVERAL WAYS TO THINK ABOUT SCALING
  16. 16. GOTHELF.CO / @JBOOGIE SEVERAL WAYS TO THINK ABOUT SCALING PROJECT How do we incorporate more learning into each initiative?
  17. 17. GOTHELF.CO / @JBOOGIE SEVERAL WAYS TO THINK ABOUT SCALING PROJECT How do we incorporate more learning into each initiative? PROGRAM How do we coordinate multiple discovery/delivery efforts focused on the same goal?
  18. 18. GOTHELF.CO / @JBOOGIE SEVERAL WAYS TO THINK ABOUT SCALING PROJECT How do we incorporate more learning into each initiative? PROGRAM How do we coordinate multiple discovery/delivery efforts focused on the same goal? PORTFOLIO How do we coordinate multiple programs, enforce governance and meet shareholder expectations?
  19. 19. GOTHELF.CO / @JBOOGIE SCALING CHALLENGES AT EACH LEVEL PROJECT PROGRAM PORTFOLIO
  20. 20. GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL PROJECT PROGRAM PORTFOLIO
  21. 21. GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL PROJECT •Optimizing for throughput (velocity) •Parallel path discovery & delivery •No autonomy to make decisions •Incremental, not iterative •Perceived risk to brand/ current customers PROGRAM PORTFOLIO
  22. 22. GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL PROJECT •Optimizing for throughput (velocity) •Parallel path discovery & delivery •No autonomy to make decisions •Incremental, not iterative •Perceived risk to brand/ current customers PROGRAM PORTFOLIO •Cross-team coordination •Knowledge management •Legacy systems •Offshoring •Distributed teams
  23. 23. GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL PROJECT •Optimizing for throughput (velocity) •Parallel path discovery & delivery •No autonomy to make decisions •Incremental, not iterative •Perceived risk to brand/ current customers PROGRAM PORTFOLIO •Cross-team coordination •Knowledge management •Legacy systems •Offshoring •Distributed teams •Discipline & business unit silos •IT as a service provider •Business value > customer value •Annual planning •Incentive structure •Governance •Conway’s Law but in reverse
  24. 24. GOTHELF.CO / @JBOOGIE THERE ARE NO SHORTAGE OF RECIPES
  25. 25. GOTHELF.CO / @JBOOGIE THERE ARE NO SHORTAGE OF RECIPES
  26. 26. GOTHELF.CO / @JBOOGIE THERE ARE NO SHORTAGE OF RECIPES
  27. 27. GOTHELF.CO / @JBOOGIE THERE ARE NO SHORTAGE OF RECIPES I can see myself in the picture. So I like it!
  28. 28. GOTHELF.CO / @JBOOGIE THESE ARE ONLY FRAMEWORKS
  29. 29. GOTHELF.CO / @JBOOGIE SCALING PRINCIPLES, NOT PROCESSES “Process brings seductively strong near-term outcomes.” - Netflix culture presentation (2009)
  30. 30. GOTHELF.CO / @JBOOGIE PRINCIPLE #1 CUSTOMER VALUE = BUSINESS VALUE
  31. 31. GOTHELF.CO / @JBOOGIE TACTIC: MANAGE TO OKR’S OBJECTIVE KEY RESULTS @CWODTKE
  32. 32. GOTHELF.CO / @JBOOGIE TACTIC: MANAGE TO OKR’S OBJECTIVE •Qualitative •Inspirational •Time bound •Actionable by the team independently 
 (particularly relevant in the enterprise) KEY RESULTS @CWODTKE
  33. 33. GOTHELF.CO / @JBOOGIE TACTIC: MANAGE TO OKR’S OBJECTIVE •Qualitative •Inspirational •Time bound •Actionable by the team independently 
 (particularly relevant in the enterprise) KEY RESULTS •Quantifiable •How will we know we’ve met our objective? •Difficult, not impossible •Cascade down •Rhythmic @CWODTKE
  34. 34. GOTHELF.CO / @JBOOGIE TACTIC: MANAGE TO OKR’S @CWODTKE
  35. 35. GOTHELF.CO / @JBOOGIE TACTIC: MANAGE TO OKR’S @CWODTKE EXAMPLE OF OBJECTIVE: BE THE DOMINANT PLATFORM FOR CAR DEALER INVENTORY MANAGEMENT BY Q4 2016 EXAMPLE OF KEY RESULT: 50% OF ALL INDEPENDENT DEALERS ARE OUR USERS EXAMPLE OF KEY RESULT: 6 OF THE TOP 10 CARMAKERS MANDATE OUR PLATFORM FOR THEIR DEALERSHIPS EXAMPLE OF KEY RESULT: 40% OF AUTO AUCTION HOUSES USING OUR INVENTORY API
  36. 36. GOTHELF.CO / @JBOOGIE TACTIC: EVIDENCE-BASED QUARTERLY PLANNING
  37. 37. GOTHELF.CO / @JBOOGIE TACTIC: EVIDENCE-BASED QUARTERLY PLANNING
  38. 38. GOTHELF.CO / @JBOOGIE TACTIC: EVIDENCE-BASED QUARTERLY PLANNING SHIP SENSERESPOND Q1: OKR’S
  39. 39. GOTHELF.CO / @JBOOGIE TACTIC: EVIDENCE-BASED QUARTERLY PLANNING SHIP SENSERESPOND Q1: OKR’S STAKEHOLDERS EVERY QUARTER $/€/£
  40. 40. GOTHELF.CO / @JBOOGIE TACTIC: EVIDENCE-BASED QUARTERLY PLANNING SHIP SENSERESPOND Q1: OKR’S STAKEHOLDERS EVERY QUARTER $/€/£$/€/£ NEW OKR
  41. 41. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS
  42. 42. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS HORIZON 3: SHORT TERM
  43. 43. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS • Customer-related questions to answer: Is there a need? Can we find a solution that meets that need? HORIZON 3: SHORT TERM
  44. 44. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS • Customer-related questions to answer: Is there a need? Can we find a solution that meets that need? HORIZON 3: SHORT TERM HORIZON 2: MID TERM
  45. 45. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS • Customer-related questions to answer: Is there a need? Can we find a solution that meets that need? HORIZON 3: SHORT TERM • Sustainability-related questions to answer: Is the market large enough/sustainable? Can we support growth? HORIZON 2: MID TERM
  46. 46. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS • Customer-related questions to answer: Is there a need? Can we find a solution that meets that need? HORIZON 3: SHORT TERM • Sustainability-related questions to answer: Is the market large enough/sustainable? Can we support growth? HORIZON 2: MID TERM HORIZON 1: LONG TERM
  47. 47. GOTHELF.CO / @JBOOGIE TACTIC: HORIZON PLANNING Source: McKinsey, Intuit, et al THREE TIME HORIZONS TO MEASURE PROGRESS • Customer-related questions to answer: Is there a need? Can we find a solution that meets that need? HORIZON 3: SHORT TERM • Sustainability-related questions to answer: Is the market large enough/sustainable? Can we support growth? HORIZON 2: MID TERM • Growth-related questions to answer: How do we scale? How do we continuously improve? How do we stay competitive? HORIZON 1: LONG TERM
  48. 48. GOTHELF.CO / @JBOOGIE PRINCIPLE #2 VALUE LEARNING OVER DELIVERY
  49. 49. GOTHELF.CO / @JBOOGIE PRINCIPLE #2 VALUE LEARNING OVER DELIVERY
  50. 50. GOTHELF.CO / @JBOOGIE TACTIC: YOU CAN’T TEST EVERYTHING
  51. 51. GOTHELF.CO / @JBOOGIE TACTIC: ALIGN TO A SINGLE METRIC OF PROGRESS
  52. 52. GOTHELF.CO / @JBOOGIE TACTIC: BUILD MOMENTUM WITH PILOT TEAMS
  53. 53. GOTHELF.CO / @JBOOGIE TACTIC: SANDBOXES
  54. 54. GOTHELF.CO / @JBOOGIE TACTIC: GET CREATIVE WITH EXPERIMENTS Source: @evolvable, @tyro
  55. 55. GOTHELF.CO / @JBOOGIE TACTIC: GET CREATIVE WITH EXPERIMENTS Source: @evolvable, @tyro
  56. 56. GOTHELF.CO / @JBOOGIE PRINCIPLE #3 RADICAL TRANSPARENCY
  57. 57. GOTHELF.CO / @JBOOGIE TACTIC: TRANSPARENCY THROUGH RITUALS
  58. 58. GOTHELF.CO / @JBOOGIE TACTIC: TRANSPARENCY THROUGH RITUALS
  59. 59. GOTHELF.CO / @JBOOGIE TACTIC: ACCESS TO CUSTOMERS
  60. 60. GOTHELF.CO / @JBOOGIE TACTIC: ACCESS TO CUSTOMERS
  61. 61. GOTHELF.CO / @JBOOGIE TACTIC: ACCESS TO DATA
  62. 62. GOTHELF.CO / @JBOOGIE IT’S DIFFICULT TO COORDINATE LEAN ACTIVITIES ACROSS TEAMS
  63. 63. GOTHELF.CO / @JBOOGIE IT’S DIFFICULT TO COORDINATE LEAN ACTIVITIES ACROSS TEAMS
  64. 64. GOTHELF.CO / @JBOOGIE IT’S DIFFICULT TO COORDINATE LEAN ACTIVITIES ACROSS TEAMS
  65. 65. GOTHELF.CO / @JBOOGIE TACTIC: CROSS-TEAM COORDINATION
  66. 66. GOTHELF.CO / @JBOOGIE TACTIC: CROSS-TEAM COORDINATION
  67. 67. GOTHELF.CO / @JBOOGIE PRINCIPLE #4 HUMILITY IN ALL THINGS
  68. 68. GOTHELF.CO / @JBOOGIE PRINCIPLE #4 HUMILITY IN ALL THINGS
  69. 69. GOTHELF.CO / @JBOOGIE TACTIC: PRODUCT DISCOVERY
  70. 70. GOTHELF.CO / @JBOOGIE TACTIC: PRODUCT DISCOVERY
  71. 71. GOTHELF.CO / @JBOOGIE TACTIC: PRODUCT DISCOVERY
  72. 72. GOTHELF.CO / @JBOOGIE TACTIC: PRODUCT DISCOVERY
  73. 73. GOTHELF.CO / @JBOOGIE TACTIC: DON’T OFFSHORE DEVELOPMENT
  74. 74. GOTHELF.CO / @JBOOGIE TACTIC: DON’T OFFSHORE DEVELOPMENT
  75. 75. GOTHELF.CO / @JBOOGIE TACTIC: “ORBITAL MODEL” FOR SUPPORT OUTSIDE OF PRODUCT DEVELOPMENT
  76. 76. GOTHELF.CO / @JBOOGIE TACTIC: “ORBITAL MODEL” FOR SUPPORT OUTSIDE OF PRODUCT DEVELOPMENT CORE TEAM LEGAL BRAND MARKETING
  77. 77. GOTHELF.CO / @JBOOGIE TACTIC: MODERN STAFFING MODEL
  78. 78. GOTHELF.CO / @JBOOGIE TACTIC: MODERNIZE TECH STACK
  79. 79. GOTHELF.CO / @JBOOGIE TACTIC: MODERNIZE TECH STACK DevOps is a culture, movement or practice that emphasizes the collaboration and communication of both software developers and other information-technology (IT) professionals while automating the process of software delivery and infrastructure changes. It aims at establishing a culture and environment where building, testing, and releasing software, can happen rapidly, frequently, and more reliably. - Wikipedia
  80. 80. GOTHELF.CO / @JBOOGIE TACTIC: MODERNIZE TECH STACK Source: @billwscott (slideshare)
  81. 81. GOTHELF.CO / @JBOOGIE TACTIC: MODERNIZE TECH STACK Source: @billwscott (slideshare)
  82. 82. GOTHELF.CO / @JBOOGIE THIS IS A TOP-DOWN EFFORT
  83. 83. GOTHELF.CO / @JBOOGIE THIS IS A TOP-DOWN EFFORT “Successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.” - Ed Catmull, CEO, Pixar
  84. 84. GOTHELF.CO / @JBOOGIE SEEK OUT THE SHIT UMBRELLA
  85. 85. GOTHELF.CO / @JBOOGIE SHOW THAT IT’S OK TO FAIL
  86. 86. GOTHELF.CO / @JBOOGIE SHOW THAT IT’S OK TO FAIL
  87. 87. GOTHELF.CO / @JBOOGIE LEAN PRINCIPLES THAT WORK AT ANY SCALE
  88. 88. GOTHELF.CO / @JBOOGIE LEAN PRINCIPLES THAT WORK AT ANY SCALE PRINCIPLE #1: CUSTOMER VALUE = BUSINESS VALUE PRINCIPLE #2: VALUE LEARNING OVER DELIVERY PRINCIPLE #3: RADICAL TRANSPARENCY PRINCIPLE #4: HUMILITY IN ALL THINGS
  89. 89. GOTHELF.CO / @JBOOGIE IF YOU CAN, SHARE WHAT YOU KNOW
  90. 90. GOTHELF.CO / @JBOOGIE IF YOU CAN, SHARE WHAT YOU KNOW
  91. 91. GOTHELF.CO / @JBOOGIE THANK YOU! JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO NEW BOOK: SENSEANDRESPOND.CO (PRE-ORDER NOW)

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