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Lean agile for leaders
Scott Downs has worked in banking and consulting across multiple countries and companies. He used to believe leadership principles focused on having a strategy, controlling outcomes, and setting goals, but has since learned organizations are most successful when they learn and adapt quickly. Lean and Agile principles emphasize delivering value through short cycles of work, constant learning, and unleashing creative teams. This new way of working only succeeds when people are truly valued and organizations develop collective wisdom.
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Lean agile for leaders
- 1. Lean Agile forLeaders
- 2. One person’s journey towardLean-Agile Scott Downs Vice President Enterprise Agility Advisory Temenos+Agility
- 3. Where have Icome from? • New York • Chicago • Tokyo • London • JPMorgan • Citibank • PA Consulting • Capco • Axialent • nowhere
- 4. What kind ofwork have I done? • Banker • Chief operating officer • Consultant • Entrepreneur • Helping leaders plan and execute a strategy
- 5. What challenges didwe face? How to become an investment bank How to weave technology and people How to streamline complex processes How to manage the balance of local and global How to to disrupt competitors How to focus on both customer and product How to move faster How to move faster?
- 6. What leadership principlesdid I once work with? • The leader’s job was to have a strategy and a plan • The leader’s job was to see accurately far ahead • We could help make the plan, but the leader was ultimately responsible • The leader knows best • The leader’s job is to control and direct
- 7. What leadership principlesdid I once work with? continued… • Success depended on setting medium-term goals and achieving them • Success depends on locking people in to their medium-term goals – that’s accountability! • People’s most important relationship is with their boss • Key values: foresight and control
- 8. How did wedo? It seemed very hard to make progress We felt overwhelmed by complexity Sometimes we succeeded long-term … sometimes not so much Almost all the organisations are radically changed We pretended we knew the answers, but we almost never did
- 9. What have Ilearned? The most successful organisations are the ones who learn and change the fastest • Being close to the customer • Tapping the skills and insights of people • … who do the work… • … who know the customers • … and the products first hand • Being intentional learners
- 10. Enter Lean andAgile • Cadence for working in short cycles • Having a big vision … and … • Delivering fast in small increments • Constantly delivering value • Learning fast, adapting fast - with the customer • Releasing the creative power of great teams … • Always getting better
- 11. Cadence and processare important… and … bringing them to life requires a new way of being with people
- 12. Enter Temenos • Creatingand holding safe containers • Trusting each other • Sharing deep truths • Being humble and vulnerable • Learning and co-creating together • Including everyone
- 13. A new wayof leading • No heroic leader can predict the future • We need collective wisdom and learning • We need patterns that help us deliver fast, learn fast • These patterns only work when we value people • This way is a great way of being human • … and a very successful way of doing business!
- 14. The Temenos Effect Gathering 6-9April 2017 Bengaluru https://www.visiontemenos.com/gatherings
- 15. Scott Downs Vice President EnterpriseAgility Advisory Temenos+Agility scott@visiontemenos.com +44 7880 740 050 https://uk.linkedin.com/in/scott-downs-76826a