1. we connect. we deliver.

2. West Corporation at a Glance
4BTexts, voice alerts,
emails and
notifications
64BVoice minutes
annually
159MConference calls
annually
290M911 calls per year
Market-leader with 30
years of experience,
driving cloud-based
communication solutions
for a connected customer
experience

3. West Services and Solutions
Revenue Generation Health Advocate Cost Management
Conferencing Messaging & Presence Tools Voice & Networking Digital Media Services
IVR & Self-Service Proactive Notifications & Mobility Cloud Contact Center Professional
Services
Wireline Mobility Government Solutions
Toll-Free Services Direct Inward Dialing Termination Services
S A F E T Y S E R V I C E S
U N I F I E D C O M M U N I C A T I O N S S E R V I C E S
I N T E R A C T I V E S E R V I C E S
S P E C I A L I Z E D A G E N T S E R V I C E S
T E L E C O M S E R V I C E S
3

4. February 24, 2017
Cultural Transformation:
Lean and Agile
Dr. Gautham Pallapa

5. 5
Client says: “I want a unicorn!”
Software Development Process

6. 6
Sales says: “You want a unicorn,
you get a unicorn”
Example

7. 7
(IEEE 830 approach)
• Unicorn shall have 4 legs
• Unicorn shall have a horn on its head
• Unicorn shall be ridden
• Unicorn shall have a mane and tail
Requirements

8. 8
Designer says, “I believe this is what
you want”
Design

9. 9
Developer says, “I believe I have
coded to specs”
Development

10. 10
• Unicorn shall have 4 legs – Yes R
• Unicorn shall have a horn on its head – Yes R
• Unicorn shall be ridden – Yes R
• Unicorn shall have a mane and tail – Yes R
Tester says, “I certify that this is a unicorn”
Testing

11. 11
After Waiting Several Months …

12. 12
Client Reaction

13. 13
What the client wanted

14. 14
What the client got

15. 15
Focus was solely on functionality
Client/Customer need was ignored
Goals were not communicated
No prototyping
Product arrogance?
Why did we fail to deliver
We did not focus on value

16. 16

17. 17
Lean

18. 18
Create value for customers by identifying, then eliminating or reducing waste
Lean approach

19. 19
History of Lean

20. 20
Lean Principles
Eliminate waste
Amplify learning
Decide as late as possible
Deliver as fast as possible
Empower the team
Build integrity in
See the whole

21. 21
Value Stream Map

22. 22
Tools used: SIPOC

23. 23
Tools used: Ishikawa Diagrams

24. 24
Tools used: 5 Whys

25. 25
Lean Six Sigma

26. 26
Difficult to sustain
Time factor
Value is still at the end of the value stream (waterfall)
Resource and Capacity limitations
Limitations of Lean
Software Development != Manufacturing

27. 27
Agile

28. 28
Agile Manifesto

29. 29
• Understand Value– Understand why the client wants the solution
• Focus on Users – Who will be using the solution
• Define Done – Agree on Acceptance criteria before implementing
• Realize Value – What minimum functionality can be delivered to the client quickly
Focus on Delivering Value Early

30. 30

31. 31
Scrum

32. 32
Kanban

33. 33
Agile … is a mindset

34. 34
Lean and Agile can work together!
Visioning
Project
Approval
Project Staffing
Project
Requirements
Design,
Develop, Test
Project
Deployment
Project
Support
Lean
Agile

35. 35
Agile Practices
Limit Work
In Progress
Frequent
Iteration on
Solution
Fast
Feedback
Loops,
Learning
Mindset
Eliminate
Waste
Map
Value
Stream
Customer
Experiments
Self
Organizing
Teams

36. 36
To Change the Mindset
Identify the Right Change Agents

37. 37
Diffusion of Innovations

38. 38
Diffusion of Innovations
Critical Mass

39. 39
Cultural
Transformation

40. 40
Building a Culture
Culture – Group of people with a common set of values or beliefs
(Society)
Success of the human race
- Not because we are strongest or even the smartest
- Ability to build cultures or communities

41. 41
Success of the human race
- Not because we are strongest or even the smartest
- Ability to build cultures or communities
Building a Culture
Corporation – Group of people with a common set of values or beliefs
(Society)

42. 42
Identify people who believe in what you believe (Change Agents)
When surrounded by people who believe in what you believe
Something wonderful happens!
Fundamental Need
Trust

43. 43
Take Risks and Innovate
In the presence of trust

44. 44
Continuous Improvement - Kaizen
Hypotheses and Experiments
Fail Fast, Fail Cheap, Fail Often

45. 45
Build – Measure – Learn
Idea
Build
Product
Measure
Data
Learn

46. 46
Complexity Leadership

47. 47
Move from a Command and Control Structure…

48. 48
… to a Complexity Leadership structure
Trust

49. 49
… to a Complexity Leadership structure
Self-Organizing Team

50. 50
… to a Complexity Leadership structure
Leaders

51. 51
Progress occurs
in small increments

52. 52
Director, Information Services
Thought Leader
Innovator, Product owner
Lean Six Sigma Black Belt
Agile Coach
• https://www.linkedin.com/in/gpallapa
• gpallapa AT west DOT com
• @gpallapa
About me

53. we connect. we deliver.
Thank You