Kanban is phantastic in the support the flow of product development and self improvement of teams in that area. However, at each time the process defined through Kanban poses an impediment to work in the creative field. While Kanban may very well fit to work in the domains of product maintenance and iterative, feature by feature innovation, it does not support evolutionary or disruptive innovation. These types of innovation dip slightly or even more into chaos and are completely non linear processes which simply do not fit the Kanban board and process. The talk will show how to protect innovation from delivery and otoh how to create the necessary level of communication between these areas w/o creating silos.

1. Boundaries of Kanban –
Disruptive Innovation
LKCE13, 04 November 2013
@markusandrezak
@ueberproduct
http://www.ueberproduct.de

2. • Extrapolation does not help
• Toyota does not design products with
Kanban
• Administration vs. Forward / backward
thinking
• Do the right thing
• Operations first

3. What‘s beyond?
???

5. Big, highly scaling enterprises need
ccontinuous innovation

6. Nokia Revenue

7. Apple vs Nokia revenue

8. More than 200 models –
innovation for sure?

9. One model, deep innovation

10. Models that weren‘t

11. 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

12. h"p://www.flickr.com/photos/zeevveez/
4729638702/

13. Not understanding own business
h"p://www.flickr.com/photos/paukrus/9190431210/
h"p://www.flickr.com/photos/joebehr/6850012947/

14. Transport – not horses
h"p://www.flickr.com/photos/jsome1/3345895824/
h"p://www.flickr.com/photos/24736216@N07/4192915147/

15. Data driven =
h"p://www.flickr.com/photos/nostri-­‐imago/
2871268793/
h"p://www.flickr.com/photos/
beanFn/7649183772/

16. h"p://www.flickr.com/photos/Ipc/8723975166/

17. „No one has to
change.
Survival is
optional“
Deming

18. „To be ahead of the
competition, you
need to leapfrog
them. Creativity
needs to be
involved“
Ackoff

19. The knowledge funnel

20. Cynefin
Radical Innovation
h"p://upload.wikimedia.org/wikipedia/commons/4/45/Cynefin_framework_Feb_2011.jpeg
Feature by feature
&
Maintenance

21. Analytical Thinking
Worst
form:
solu,on
mindedness
projecFon
ExisFng
Data
Projected
product

22. Abductive Thinking
Vision
Needs
Research
Derived
Product

23. Analytical vs. abductive thinking
(What if ...?)
Operational Excellence
Innovation

24. Agile = innovation ...?

25. Agile / Kanban / Scrum / Lean
visualisation
Transparency
start where you are
small steps
evolutionary change
small batch size
Opionality
Linearity

26. A certain innovation process
Apple

27. Another one
ZigZag / Sawyer

28. Design Thinking

29. Diverging / Converging

30. Loop: Diverging / Converging
non linear
often backwards stepping
find the right problem!
understand human beings
synthesis
prototypes, prototypes, ...

31. A fit?

32. linearity
small batch size
small steps
optionality
eliminate waste
transparency
h"p://www.flickr.com/photos/veggiefrog/2573076568/

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

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

35. transparency ...

36. Cooperation needs tacit knowledge

37. Examples for conflict???
• Non linearity: bugs
• Depth vs. Flow / transparency etc:
Redesign
• Exploration and impatience

38. No way out???
h"p://www.flickr.com/photos/veggiefrog/2573076568/

39. A solution

40. analytical thinking
focus grroups
online surveys
web analytics
abductive thinking
prototypes
interviews / anthropology
design techniques
out of the office
skunkworks

41. A solution
MulFple
safe-­‐to-­‐
Buying
fail
experiments,
informaFon
contained
cheaply

42. 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)

43. 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.

44. Nokia Revenue

45. Apple revenue

47. Modelle die es nicht gab

48. A solution

49. 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

50. h"p://www.flickr.com/photos/theredproject/3302110152/

51. h"p://www.flickr.com/photos/dullhunk/202872717/