This document discusses driving organizational maturity through evolutionary change using Kanban principles. It advocates for an incremental, adaptive approach to change based on continually evaluating fitness rather than following a predefined path. Key aspects of this approach include focusing first on purpose and needs, using reflection mechanisms to drive learning and improvement, and engaging stakeholders to shape anti-fragile systems that can evolve over time.

1. Fit for Purpose
Driving Organizational Maturity via
Evolutionary Change
Mike Leber
Agile & Lean Coach
Twitter: @michael_leber
http://agileexperts.at

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My Airport Story

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Fit for Purpose?

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Visualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
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Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead time, local
cycle time, SLA target
Inter-work item dependency (incl hierarchical,
parent-child dependency)
Inter-workflow dependency
Other risk dimensions - cost of delay (function
shape & order of magnitude), technical risk, market
risk
Depth of Kanban, D. Anderson
Opportunities for Improvement!
Shallow does
not mean „bad“

7. @AgileExperts | http://agileexperts.at@AgileExperts | http://agileexperts.at
Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead time, local
cycle time, SLA target
Inter-work item dependency (incl hierarchical,
parent-child dependency)
Inter-workflow dependency
Other risk dimensions - cost of delay (function
shape & order of magnitude), technical risk, market
risk
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Values-basedAssessment,Mike Burrows
However, start with
purpose and needs
first!
Attach improvement
opportunities to
purpose & needs

8. @AgileExperts | http://agileexperts.at
Purpose is Multi-dimensional
via Stephen Parry
Business Purpose
People Purpose Customer Purpose
Common Purpose
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Purpose
Measurement
Acitvity
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Customer
Validation
Flow of Work
Opportunities
for Improvement
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Market
Opportunities,
Stakeholder
Demand,
Business Risk,
Options
Value Creation,
Collaboration,
Problem Solving
Predictability – Liquidity - Adaptiveness

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Staged Representation

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Lean Kanban University
Large Change has high potential for resistance,
Hits inmature organizations, increases distrust and
puts recovery on risk
Change should always
match organizational
maturity

12. @AgileExperts | http://agileexperts.at
Survivability
/ Lead the business (strategy and
positioning)
/ Confidence they can deliver on strategic
goals
/ Legacy (long term survival)
Service-Orientation
/ Up-managing – answer the hard questions
with confidence
/ Down-managing – make difficult decisions
with confidence
Sustainability
/ Relief from abusive environment
/ Overburdened
/ Quality suffers
/ Low job satisfaction
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Lean Kanban University
Assumption about
specific agendas
on different hierarchy
levels.
Finally all agendas to
be focused on
at all levels!

13. @AgileExperts | http://agileexperts.at
Evolutionary change has no defined
end point
Evolving
Process
Roll
forward
Roll
back
Initial
Process
Future process is
emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
We don’t know the end-
point but we do know our
emergent process is fitter!
Lean Kanban University

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Fitness
Time
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Lean Kanban University
Change is
less about
Process and it
is not a
definedPath!
It starts with a
journey.And
it is all about
Change
Capability!

15. @AgileExperts | http://agileexperts.at
Ingredients
for Growing
Maturity
/ Engage: Understand, define,
and lock onto customer needs
/ Learn: Make sense of the
customers’ needs and their
environment and share the
information across the business
/ Lead: Make a case for
improvement and lead
change at all levels of the
organisations — not just the
executive
/ Improve: Act and implement
improvements and innovation
to better serve customers and
operational effectiveness
via Stephen Perry

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Learning&improvement
Formula for evolutionary
change …
! Stressor
! Reflection Mechanism
! Leadership
Stressor
ReflectionMechanism
Kanban
Meeting
Risk Review
& SDR
Ops Review
Strategy
Review
Personal
WIP Limit
Column
WIP Limit
Row
WIP Limit
Strategy vs
Capability
Visualization
Replenishment
& Delivery
Planning
Personal
Reflection
David J. Anderson

17. @AgileExperts | http://agileexperts.at
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/ Purpose is not a one-size fits all
concept
/ One-size fits all solutions don‘t help
/ Fitness via Evolutionary Change
/ Engage, Learn, Lead, Improve a
System of Systems
/ Shape Anti-Fragile Systems