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SCALING LEAN:
PROJECT, PROGRAM, PORTFOLIO
JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO
GOTHELF.CO / @JBOOGIE
NO ONE WANTS TO BUY EXPERIMENTS
GOTHELF.CO / @JBOOGIE
LEAN STARTUP REDUCES RISK
GOTHELF.CO / @JBOOGIE
LEAN + AGILE =
CONTINUOUS LEARNING
GOTHELF.CO / @JBOOGIE
AT THE CORE OF CONTINUOUS LEARNING
IS EXPERIMENTATION & HUMILITY
GOTHELF.CO / @JBOOGIE
FOR STARTUPS, IT’S
EXPERIMENT OR DIE
GOTHELF.CO / @JBOOGIE
AT THE ENTERPRISE LEVEL,
NOT SO MUCH
GOTHELF.CO / @JBOOGIE
AND YET, IN THE ENTERPRISE,
IT’S ALL AGILE & LEAN (LANGUAGE)
GOTHELF.CO / @JBOOGIE
AND YET, IN THE ENTERPRISE,
IT’S ALL AGILE & LEAN (LANGUAGE)
GOTHELF.CO / @JBOOGIE
WHEN STRETCHED TO BIGGER ORGS
LEAN STARTUP BREAKS
GOTHELF.CO / @JBOOGIE
WHEN STRETCHED TO BIGGER ORGS
LEAN STARTUP BREAKS
GOTHELF.CO / @JBOOGIE
WHY DOES LEAN SEEM TO
BREAK AT SCALE?
GOTHELF.CO / @JBOOGIE
WHY DOES LEAN SEEM TO
BREAK AT SCALE?Established corporations are too concerned about tarnishing the...
GOTHELF.CO / @JBOOGIE
HOW CAN WE MOVE BIG ORGS
PAST THESE HURDLES?
GOTHELF.CO / @JBOOGIE
SEVERAL WAYS TO THINK ABOUT
SCALING
GOTHELF.CO / @JBOOGIE
SEVERAL WAYS TO THINK ABOUT
SCALING
PROJECT
How do we
incorporate more
learning into each
initiative?
GOTHELF.CO / @JBOOGIE
SEVERAL WAYS TO THINK ABOUT
SCALING
PROJECT
How do we
incorporate more
learning into each
initiative...
GOTHELF.CO / @JBOOGIE
SEVERAL WAYS TO THINK ABOUT
SCALING
PROJECT
How do we
incorporate more
learning into each
initiative...
GOTHELF.CO / @JBOOGIE
SCALING CHALLENGES AT EACH LEVEL
PROJECT PROGRAM PORTFOLIO
GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL
PROJECT PROGRAM PORTFOLIO
GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL
PROJECT
•Optimizing for throughput
(velocity)
•Parallel path discove...
GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL
PROJECT
•Optimizing for throughput
(velocity)
•Parallel path discove...
GOTHELF.CO / @JBOOGIESCALING CHALLENGES AT EACH LEVEL
PROJECT
•Optimizing for throughput
(velocity)
•Parallel path discove...
GOTHELF.CO / @JBOOGIE
THERE ARE NO SHORTAGE OF
RECIPES
GOTHELF.CO / @JBOOGIE
THERE ARE NO SHORTAGE OF
RECIPES
GOTHELF.CO / @JBOOGIE
THERE ARE NO SHORTAGE OF
RECIPES
GOTHELF.CO / @JBOOGIE
THERE ARE NO SHORTAGE OF
RECIPES
I can see myself
in the picture. So
I like it!
GOTHELF.CO / @JBOOGIE
THESE ARE ONLY FRAMEWORKS
GOTHELF.CO / @JBOOGIE
SCALING PRINCIPLES,
NOT PROCESSES
“Process brings seductively strong near-term outcomes.”
- Netflix ...
GOTHELF.CO / @JBOOGIE
PRINCIPLE #1
CUSTOMER VALUE = BUSINESS VALUE
GOTHELF.CO / @JBOOGIE
TACTIC:
MANAGE TO OKR’S
OBJECTIVE KEY RESULTS
@CWODTKE
GOTHELF.CO / @JBOOGIE
TACTIC:
MANAGE TO OKR’S
OBJECTIVE
•Qualitative
•Inspirational
•Time bound
•Actionable by the team in...
GOTHELF.CO / @JBOOGIE
TACTIC:
MANAGE TO OKR’S
OBJECTIVE
•Qualitative
•Inspirational
•Time bound
•Actionable by the team in...
GOTHELF.CO / @JBOOGIE
TACTIC:
MANAGE TO OKR’S @CWODTKE
GOTHELF.CO / @JBOOGIE
TACTIC:
MANAGE TO OKR’S @CWODTKE
EXAMPLE OF OBJECTIVE: BE THE DOMINANT PLATFORM FOR CAR DEALER INVEN...
GOTHELF.CO / @JBOOGIE
TACTIC:
EVIDENCE-BASED QUARTERLY PLANNING
GOTHELF.CO / @JBOOGIE
TACTIC:
EVIDENCE-BASED QUARTERLY PLANNING
GOTHELF.CO / @JBOOGIE
TACTIC:
EVIDENCE-BASED QUARTERLY PLANNING
SHIP
SENSERESPOND Q1: OKR’S
GOTHELF.CO / @JBOOGIE
TACTIC:
EVIDENCE-BASED QUARTERLY PLANNING
SHIP
SENSERESPOND Q1: OKR’S
STAKEHOLDERS
EVERY QUARTER
$/€...
GOTHELF.CO / @JBOOGIE
TACTIC:
EVIDENCE-BASED QUARTERLY PLANNING
SHIP
SENSERESPOND Q1: OKR’S
STAKEHOLDERS
EVERY QUARTER
$/€...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
HOR...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
• C...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
• C...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
• C...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
• C...
GOTHELF.CO / @JBOOGIE
TACTIC:
HORIZON PLANNING
Source: McKinsey, Intuit, et al
THREE TIME HORIZONS TO MEASURE PROGRESS
• C...
GOTHELF.CO / @JBOOGIE
PRINCIPLE #2
VALUE LEARNING OVER DELIVERY
GOTHELF.CO / @JBOOGIE
PRINCIPLE #2
VALUE LEARNING OVER DELIVERY
GOTHELF.CO / @JBOOGIE
TACTIC:
YOU CAN’T TEST EVERYTHING
GOTHELF.CO / @JBOOGIE
TACTIC:
ALIGN TO A SINGLE METRIC OF PROGRESS
GOTHELF.CO / @JBOOGIE
TACTIC:
BUILD MOMENTUM WITH PILOT TEAMS
GOTHELF.CO / @JBOOGIE
TACTIC:
SANDBOXES
GOTHELF.CO / @JBOOGIE
TACTIC:
GET CREATIVE WITH EXPERIMENTS
Source: @evolvable, @tyro
GOTHELF.CO / @JBOOGIE
TACTIC:
GET CREATIVE WITH EXPERIMENTS
Source: @evolvable, @tyro
GOTHELF.CO / @JBOOGIE
PRINCIPLE #3
RADICAL TRANSPARENCY
GOTHELF.CO / @JBOOGIE
TACTIC:
TRANSPARENCY THROUGH RITUALS
GOTHELF.CO / @JBOOGIE
TACTIC:
TRANSPARENCY THROUGH RITUALS
GOTHELF.CO / @JBOOGIE
TACTIC:
ACCESS TO CUSTOMERS
GOTHELF.CO / @JBOOGIE
TACTIC:
ACCESS TO CUSTOMERS
GOTHELF.CO / @JBOOGIE
TACTIC:
ACCESS TO DATA
GOTHELF.CO / @JBOOGIE
IT’S DIFFICULT TO COORDINATE
LEAN ACTIVITIES ACROSS TEAMS
GOTHELF.CO / @JBOOGIE
IT’S DIFFICULT TO COORDINATE
LEAN ACTIVITIES ACROSS TEAMS
GOTHELF.CO / @JBOOGIE
IT’S DIFFICULT TO COORDINATE
LEAN ACTIVITIES ACROSS TEAMS
GOTHELF.CO / @JBOOGIE
TACTIC:
CROSS-TEAM COORDINATION
GOTHELF.CO / @JBOOGIE
TACTIC:
CROSS-TEAM COORDINATION
GOTHELF.CO / @JBOOGIE
PRINCIPLE #4
HUMILITY IN ALL THINGS
GOTHELF.CO / @JBOOGIE
PRINCIPLE #4
HUMILITY IN ALL THINGS
GOTHELF.CO / @JBOOGIE
TACTIC:
PRODUCT DISCOVERY
GOTHELF.CO / @JBOOGIE
TACTIC:
PRODUCT DISCOVERY
GOTHELF.CO / @JBOOGIE
TACTIC:
PRODUCT DISCOVERY
GOTHELF.CO / @JBOOGIE
TACTIC:
PRODUCT DISCOVERY
GOTHELF.CO / @JBOOGIE
TACTIC:
DON’T OFFSHORE DEVELOPMENT
GOTHELF.CO / @JBOOGIE
TACTIC:
DON’T OFFSHORE DEVELOPMENT
GOTHELF.CO / @JBOOGIE
TACTIC:
“ORBITAL MODEL” FOR SUPPORT OUTSIDE OF
PRODUCT DEVELOPMENT
GOTHELF.CO / @JBOOGIE
TACTIC:
“ORBITAL MODEL” FOR SUPPORT OUTSIDE OF
PRODUCT DEVELOPMENT
CORE TEAM
LEGAL
BRAND
MARKETING
GOTHELF.CO / @JBOOGIE
TACTIC:
MODERN STAFFING MODEL
GOTHELF.CO / @JBOOGIE
TACTIC:
MODERNIZE TECH STACK
GOTHELF.CO / @JBOOGIE
TACTIC:
MODERNIZE TECH STACK
DevOps is a culture, movement or practice that emphasizes the collabora...
GOTHELF.CO / @JBOOGIE
TACTIC:
MODERNIZE TECH STACK
Source: @billwscott (slideshare)
GOTHELF.CO / @JBOOGIE
TACTIC:
MODERNIZE TECH STACK
Source: @billwscott (slideshare)
GOTHELF.CO / @JBOOGIE
THIS IS A TOP-DOWN EFFORT
GOTHELF.CO / @JBOOGIE
THIS IS A TOP-DOWN EFFORT
“Successful leaders embrace the reality that their models may be
wrong or ...
GOTHELF.CO / @JBOOGIE
SEEK OUT THE SHIT UMBRELLA
GOTHELF.CO / @JBOOGIE
SHOW THAT IT’S OK TO FAIL
GOTHELF.CO / @JBOOGIE
SHOW THAT IT’S OK TO FAIL
GOTHELF.CO / @JBOOGIE
LEAN PRINCIPLES THAT WORK AT
ANY SCALE
GOTHELF.CO / @JBOOGIE
LEAN PRINCIPLES THAT WORK AT
ANY SCALE
PRINCIPLE #1: CUSTOMER VALUE = BUSINESS VALUE
PRINCIPLE #2: V...
GOTHELF.CO / @JBOOGIE
IF YOU CAN,
SHARE WHAT YOU KNOW
GOTHELF.CO / @JBOOGIE
IF YOU CAN,
SHARE WHAT YOU KNOW
GOTHELF.CO / @JBOOGIE
THANK YOU!
JEFF GOTHELF / @JBOOGIE / JEFF@GOTHELF.CO
NEW BOOK: SENSEANDRESPOND.CO (PRE-ORDER NOW)
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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.

Published in: Leadership & Management

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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