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Boundaries of Kanban –
Disruptive Innovation
LKCE13, 04 November 2013

@markusandrezak
@ueberproduct
http://www.ueberproduct.de
•  Extrapolation does not help
•  Toyota does not design products with
Kanban
•  Administration vs. Forward / backward
thinking
•  Do the right thing
•  Operations first
What‘s beyond?

???
Big, highly scaling enterprises need
ccontinuous innovation
Nokia Revenue
Apple vs Nokia revenue
More than 200 models –
innovation for sure?
One model, deep innovation
Models that weren‘t
Innovators dilemma
„ ... successful companies can put too
much emphasis on customers' current
needs, and fail to adopt new technology
or business models that will meet
customers' unstated or future needs ...“
Wikipedia on Clayton Christensen
h"p://www.flickr.com/photos/zeevveez/
4729638702/	
  
Not understanding own business

h"p://www.flickr.com/photos/paukrus/9190431210/	
  

h"p://www.flickr.com/photos/joebehr/6850012947/	
  
Transport – not horses

h"p://www.flickr.com/photos/jsome1/3345895824/	
  

h"p://www.flickr.com/photos/24736216@N07/4192915147/	
  
Data driven =
h"p://www.flickr.com/photos/nostri-­‐imago/
2871268793/	
  

h"p://www.flickr.com/photos/
beanFn/7649183772/	
  
h"p://www.flickr.com/photos/Ipc/8723975166/	
  
„No one has to
change.
Survival is
optional“
Deming
„To be ahead of the
competition, you
need to leapfrog
them. Creativity
needs to be
involved“
Ackoff
The knowledge funnel
Cynefin

Radical Innovation

h"p://upload.wikimedia.org/wikipedia/commons/4/45/Cynefin_framework_Feb_2011.jpeg	
  

Feature by feature
&
Maintenance
Analytical Thinking
Worst	
  form:	
  solu,on	
  mindedness	
  

projecFon	
  

ExisFng	
  
Data	
  

Projected	
  
product	
  
Abductive Thinking

Vision	
  

Needs	
  

Research	
  

Derived	
  	
  
Product	
  
Analytical vs. abductive thinking
(What if ...?)

Operational Excellence

Innovation
Agile = innovation ...?
Agile / Kanban / Scrum / Lean
visualisation
Transparency
start where you are
small steps
evolutionary change
small batch size
Opionality
Linearity
A certain innovation process

Apple
Another one

ZigZag / Sawyer
Design Thinking
Diverging / Converging
Loop: Diverging / Converging

non linear
often backwards stepping
find the right problem!
understand human beings
synthesis
prototypes, prototypes, ...
A fit?
linearity
small batch size
small steps
optionality
eliminate waste
transparency

h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
eliminate waste

h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
portfolio kanban

h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
transparency ...
Cooperation needs tacit knowledge
Examples for conflict???
•  Non linearity: bugs
•  Depth vs. Flow / transparency etc:
Redesign
•  Exploration and impatience
No way out???
h"p://www.flickr.com/photos/veggiefrog/2573076568/	
  
A solution
analytical thinking
focus grroups
online surveys
web analytics
abductive thinking
prototypes
interviews / anthropology
design techniques
out of the office
skunkworks
A solution
MulFple	
  safe-­‐to-­‐
Buying	
  
fail	
  experiments,	
  
informaFon	
  
contained	
  
cheaply	
  
Steps ... patience
• 
• 
• 
• 
• 
• 
• 

Follow the suction
Get designers in as trojan horses
Show, don’t tell!
Show what design really is
Excursion to design studios
Undertand the role of prototyping
Embrace a failure culture
Claudia Kotchka (P&G)
More important
•  Innovation != Innovation
•  Be conscious there are different worlds
and different questions
•  They need different ways of thinking
•  They require different work conditions,
contexts and constraints.
•  Don‘t force them to be one!
•  But you need both.
Nokia Revenue
Apple revenue
Modelle die es nicht gab
A solution
Literatur
•  Jeannie Liedtka, Tim Ogilvie: Designing
for growth
•  Jeannie Liedtka: Solving problems with
Design Thinking
•  Keith Sawyer: Group genius
•  Tim Brown: Change by design
•  Roger L. Martin: The design of business
h"p://www.flickr.com/photos/theredproject/3302110152/	
  
h"p://www.flickr.com/photos/dullhunk/202872717/	
  

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BOUNDARIES OF KANBAN - DISRUPTIVE INNOVATION (MARKUS ANDREZAK) - LKCE13