The document discusses challenges that companies face as they grow, such as slower growth, losing focus, and increasing complexity. It introduces the Go&See method as a way to systematically experiment and innovate to overcome organizational habits and take the company to the next level. The key aspects of Go&See are making assumptions explicit through experimentation, validating the results, and using what is learned to continuously improve. Go&See gives employees a safe way to challenge current thinking and connect improvements to their daily work.

1. TM
Go&See
To
The
Next
Level
1

2. Challenge
“We
have
a
growing
business,
but
its
not
growing
so
fast
any
more”
“A
lot
of
things
is
going
on,
but
how
can
I
make
sure
we
focus
on
the
right
things.”
“The
amount
of
people
has
increased,
and
it’s
becoming
messy.”
“Dealing
with
customer
complaints
is
taking
more
and
more
time”
“How
can
we
sustain
the
good
spirit
of
early
days
when
there
are
more
people”
“How
do
we
make
sure
we
improve
continuously
and
learn
systematically”
Gosei
Oy
all
rights
reserved.
2

3. Facing
a
plateau
Growth
stalls
when
internal
capabilities
meet
their
limits
with
external
conditions
Gosei
Oy
all
rights
reserved.
3

4. What
is
required
to
move
to
the
next
level?
Discovering
where
we
can
be
the
best
and
focusing
to
it
Organizing
work
wisely
to
manage
increasing
complexity
Cultivating
the
culture
of
learning
and
innovation
Ingraining
a
systematic
way
of
improvement
Gosei
Oy
all
rights
reserved.
4

5. What
makes
this
challenging?
Organizational
habits
are
based
on
what
worked
in
the
past
These
habits
limit
our
capabilities
to
see
new
possibilities
Habits
are
based
on
our
deep
beliefs
and
assumptions,
that
we
are
not
even
aware
of
Without
a
clear,
systematic
way,
we
cannot
overcome
the
power
of
these
habits
Gosei
Oy
all
rights
reserved.
5

6. And,
of
course
People
resist
the
change
because
they
are
the
objects,
not
the
actors
of
the
change
Gosei
Oy
all
rights
reserved.
6

7. How
Go&See
changes
that?
It
makes
people
on
all
levels
actors
of
the
change
It
gives
them
a
systematic
way
to
innovate
and
explore
in
a
safe
way
Gosei
Oy
all
rights
reserved.
7

8. The key to new innovations is Deliberate
Experimentation
Validated
learning
Design
Experiments
Learn
Data
Measure
Work
Build
experiment
8

9. Go&See
Experiment
Makes
your
thinking
explicit,
which
allows
improving
it
TM
1
State
your
assumptions
of
how
things
work
could
work
better
2
Define
experiments
that
test
your
most
important
assumptions
3
Run
experiments
Assumption
4
Validate
the
results
versus
expectations
Learnings
Validation
5
Confirm
or
reformulate
assumptions
Gosei
Oy
all
rights
reserved.
9

10. TM
Go&See Experimentation
Example
Assumption
What
to
experiment
How
to
validate
Business
value
Validation
result
Focusing
and
limiting
Abandon
all
but
most
promising
Measure
the
delivery
times
(should
be
4
Queues
eliminated
(buffered).
Time
to
WIP
improves
the
3
games
from
all
the
queues.
Do
times
faster).
Eliminating
queues
should
complete
a
game
takes
now
4
months.
(6x
Time-­‐To-­‐Market
ONE
games
per
a
team
at
a
time. cut
>
1
year
of
waiting
time.
improvement)
20
months
revenue
(one
time
write-­‐off
of
queue)
Cross-­‐functional
teams
enhance
Combine
graphics
design,
collaboration
and
are
development
and
deployment
faster
than
people
in
teams
specialized
teams
Measure
the
output
from
the
team
and
compare
it
to
previous
results.
Check
50%
waiting
time
was
cut
that
the
75
%
of
the
wait
times
are
gone.
Productivity
increase
expecetd
Balancing
demands
to
Limit
the
number
of
selected
capacity
improves
ideas
based
on
system
capacity
throughput
Queues
eliminated.
3x
times
more
games
Measure
the
games
produced
/
year
got
produced.
Customer
more
involved
and
20
months
(should
increase).
Check
improvement
in
satisfied.
More
time
to
get
WOW-­‐effect
to
revenue
customer
satisfaction.
graphics.
Time
to
complete
a
game
takes
now
4
months.
(6x
improvement)
Gosei
Oy
all
rights
reserved.
10

11. TM
Go&See
Systematic Improvement
in Practice
Assume-ExperimentValidate-Learn
Supported by a Go&See coach
Go&See Step - Experimentation Guide
Title
Boundaries
<Experiment title>
<Boundaries for this experiment>
By people who know the work
Background
What do you want to learn and why?
Frame the experiment
How this experiments leads to learning and decision making, how is this useful, is this the riskiest/important enough to be done?
Hypothesis to test
<specific repeatable action> results <quantifiable benefit>
Describe the experiment
How are you going to try this out?
Safety
How this experiment is safe to run and how do you recover / mitigate the risks
Risk
How to mitigate
<describe the risk>
<how do you hedge/mitigate this>
Measures (Qualitative / Quantative)
Positive: How do you measure that the hypothesis was valid?
Negative: How do you measure that the hypothesis was invalid?
Safety: How do measure if it is (still) safe?
Experiment backlog (Tasks to be done)
Task
Size
<Task to be done>
<Size as t-shirt, hours, complexity points..>
Experiment results and learnings
What did you learn and did you (in)validated the hypothesis?
Next steps (Given what you learned, what's next?)
All Right's Reserved © 2013 Gosei Oy - Go&See Step Template Version 2.1
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12. TM
takes
you
to
the
next
level
Go&See
Connects
improvement
to
day-­‐to-­‐day
work
Creates
new
thinking
while
solving
real
problems
Challenges
current
thinking
in
a
safe
way
Gives
measurable
results
that
make
fact-­‐based
decision
making
possible
With
time
becomes
a
habit
and
creates
continuous
improvement
more
information:
gosei@gosei.fi
Gosei
Oy
all
rights
reserved.
12