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LEAN ENTERPRISE
TRANSFORMATION
SPINNAKER
SONJA KRESOJEVIC
@SONJAK18
@MYSPINNAKERCO
Spinnaker - Lean Enterprise Transformation 2
@SONJAK18
@MYSPINNAKERCO
Co-founder of Spinnaker, NY based consultancy focused on
enterprise transformation.
Senior executive with 20 years of global experience building
products and driving agile and lean transformation inside
large enterprises including BBC, Channel 5, News Corp and
Unboxed Consulting.
Most recently SVP in the Chief Product Office at Pearson,
leading the implementation of the award winning Lean
Enterprise Transformation program.
SONJA KRESOJEVIC
3
EXTERNAL UNCERTAINTY
SPEED
EXPECTATIONS
DISRUPTION
INSTABILITY
INTERNAL FRICTION
NO DISCIPLINE
SLOW TO MARKET
SKILLS & DATA GAP
RISK AVERSION
BIG BETS
5
6
operate their core businesses at scale
while simultaneously adapting to change
through continuous learning,
by self disrupting,
focusing on customers,
and innovating to drive long term growth.
Lean Enterprises:
TRANSFORMATION FRAMEWORK
7
Spinnaker - Lean Enterprise Transformation 8
MECHANICS
MINDSET
BUSINESS RESULTS
Spinnaker - Lean Enterprise Transformation 9
mindset
mechanics
goals
LEAN ENTERPRISE TRANSFORMATION JOURNEY
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation 10
CULTURE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOPLE
BEST PRACTICE
LEAN ENTERPRISE TRANSFORMATION JOURNEY
©SPINNAKERWWW.MYSPINNAKER.CO
11
COMPONENTS OF A LEAN ENTERPRISE
MECHANICS
➤Cross-functional Product teams operating using best practice
➤Disciplined adaptive portfolio approach to deliver on strategy and
react to change
➤Lifecycle framework supported by incremental funding
➤Decentralized decision making
➤Adaptive allocation of capital based on evidence rather than
commitment to plan
Spinnaker - Lean Enterprise Transformation
BEST PRACTICE
12
WHAT IS THE
PROBLEM?
SHOULD WE
SOLVE IT?
HOW DO WE DELIVER A
QUALITY SOLUTION?
DESIGN
THINKING
LEAN
STARTUP
AGILE
DEV
Spinnaker - Lean Enterprise Transformation 13
Finance HR Legal Product Development Marketing Sales
CROSS-FUNCTIONAL TEAMS
Spinnaker - Lean Enterprise Transformation 14
STRONG GLOBAL COMMUNITY
Spinnaker - Lean Enterprise Transformation 15
Spinnaker - Lean Enterprise Transformation 16
ADAPTIVE PORTFOLIO MANAGEMENT
STRATEGY ?
PORTFOLIO
ALLOCATION
PORTFOLIO RE-
ALLOCATION
DATA
Spinnaker - Lean Enterprise Transformation 17
INNOVATION PORTFOLIO
https://hbr.org/2012/05/managing-your-
innovation-portfolio
Spinnaker - Lean Enterprise Transformation 18
https://hbr.org/2012/05/managing-your-innovation-portfolio
CURRENT INVESTMENT
FUTURE REVENUES
Spinnaker - Lean Enterprise Transformation 19
SEARCHING EXECUTING
Spinnaker - Lean Enterprise Transformation 20
AMAZON GO
TWITCH PRIME
AWS
AMAZON STUDIOSALEXA VOICE SERVICE
PRIME CHINA
PRIME AIR DRONE
DELIVERY
AMAZON E-COMMERCE
PRIMEFULFILLMENT BY
AMAZON
Spinnaker - Lean Enterprise Transformation 21
AMAZON GO
TWITCH PRIME
AWS
AMAZON
STUDIOSALEXA VOICE
SERVICE
PRIME CHINA
PRIME AIR DRONE
DELIVERY
AMAZON E-
COMMERCE
Idea Explore Validate Grow Sustain Retire
PRIME
FULFILLMENT
BY AMAZON
Spinnaker - Lean Enterprise Transformation
THE LEAN PRODUCT LIFECYCLE
22
Can you
identify a
core user
problem 

in a target
market?
Are there real
customers who
get value from
your concept?
Is there a viable
business model
for this product?
Can you
demonstrate
Product/

Market Fit 

or validated
business
model?
How fast are you
growing the
business at scale?
Are you continuing
to deliver outcomes
to a broader 

user set?
Are you delivering
revenue and outcomes
while reducing costs?
What residual
value can be
gleaned from the
business?
Idea Explore Validate Grow Sustain Retire
Spinnaker - Lean Enterprise Transformation 23
Practice
Jobs to Be Done
Business Model Design
Customer Development
Minimum Viable Products
Growth Engines
Sales Forces
Optimizations
Feature Building
Focus Early Adopters, Early Majority Late Majority, Laggards
Duration Days Weeks Months Years
Metrics Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, IRR, NPV
Idea Explore Validate Grow Sustain Retire
THE LEAN PRODUCT LIFECYCLE
Spinnaker - Lean Enterprise Transformation 24
£0
<£50k
<£250k
P&L
✓
✗✗ ✓ ✓ ✓
✓
✓
✓
✗
✗
✓ ✓
✓
✓ ✓✓
✗✗
✗
MONEYBALL FOR INNOVATION
Idea
Explore
Validate
Grow
Sustain
Spinnaker - Lean Enterprise Transformation 25
GOVERNANCE STRUCTURE
Product teams + Tech
Build Products
Executive
Strategy
Portfolio
Govern portfolio of products
Investment Boards
Govern products
DataKPIs
26
MINDSET
➤Strong focus on listening to customers
➤High tolerance for absorbing and learning from failed
initiatives
➤Continuous learning across the organization
➤Think big but start small
➤“Command & Control” top down direction replaced with
Mission control responsiveness
COMPONENTS OF A LEAN ENTERPRISE
“
Spinnaker - Lean Enterprise Transformation
We realized that this was not just about introducing new tools 

in the company; it was about cultural change. Behavioral change.
Accepting that we’re going to work in a different way. It’s about
abandoning some of our sacred cows and some of our historical
ways of working. In other words, rewiring the DNA of the
company
-Janice Semper,
GE Culture Leader

Excerpt From: Eric Ries “The Leader's Guide”
27
Spinnaker - Lean Enterprise Transformation 28
CONTINUOUS LEARNING
Lean Startup™ Eric Reis
Spinnaker - Lean Enterprise Transformation
CHANGE STARTS WITH LEADERSHIP
29
“
Spinnaker - Lean Enterprise Transformation
The role of leaders has changed profoundly… We
used to ask what is your answer and what is your
analysis. Now we ask what is the fastest way to
get an experiment to test that idea.
-Scott Cook,
Founder Intuit
30
TRANSFORMATION JOURNEY
31
Spinnaker - Lean Enterprise Transformation 32
Spinnaker - Lean Enterprise Transformation
LEAN ENTERPRISE TRANSFORMATION JOURNEY
Ad hoc
Scattered. Inconsistent.
Hero efforts. Small groups
of enthusiasts at varied
maturity levels
Thinking
Pilots w. Early Adopters to
validate Problem & Solution.
Building knowledge through
communities.
Doing
Scaling and Optimizing.
Culture changing. Incentives
shifting
Being
Business Impact is clear.
Values embraced at all
levels. Transition to BAU
while continuing to learn
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation 34
CULTURE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOPLE
BEST PRACTICE
Coaching
Small
team of
heroes
Agile
community
Agile
delivery
framework
Product
Council
Thresholds
& approval
limits
Agile
training
Customer
co-design Agile
portfolio
wall
Weekly
portfolio
sessions
Pilots in
3months,
Invest in
talent
Get a
sponsor
who gets it
Show by
doing
Get
external
experts
involved
Create
excitement
Kill
initiatives
Have clear
priorities
Share
learnings
Stakeholder
training
ad hoc
Iterate and
adapt
Dev Ops
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation 35
CULTURE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOPLE
BEST PRACTICE
Training
Embrace
fail-fast
Don't
underestimate
change
management
Learn and
adapt
Develop a
community
of change
agents
Test
operating
model
Partners
in key
functions
Build a
strong
community
Map the
portfolio
Test
incremental
funding
Early Pilots
Iterations
of PLC Pilots with
BUs
Test new
governance
approach
Find true
early
adopters
Understand
the
enterprise
challenge
Communicate,
Communicate,
Communicate
Power of
external
validation
Use brown
paper a lot! Don't go to
scale too
soon!
Test
portfolio
concepts in
one BU
Share
learnings
internally and
externally
thinking
Keep log of
ODQs
Taxonomy
Leadership
development
Work with Exec
to agree
transformation
goals and KPIs
Hire people
different
than you
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation 36
CULTURE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOPLE
BEST PRACTICE
Training at
scale
Create a
movement
Be aware
of change
fatigue
Continue
to learn
and adapt
Stay
agile
Build capacity
through
coaching
network
Scale the
operating
model
Partners
in key
functions
Partner with HR
- goals, career
progression,
incentives
Continue to
grow
community
KPIs
business
impact
Replace
business
case
PLC
ecosystem
Systems/
tools
Scale PCs
Don’t go
too fast!
You need a
mandate!
Recruit
leaders in
each BU!
Don't go to
scale too
soon!
Share
learnings
internally and
externally
Continue to
evolve all
artifacts
Governance
training
Doing
Annual
planning
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation 37
CULTURE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOPLE
BEST PRACTICE
Evidence of
clear
business
impact
Governance at
scale,
supported by
mature lifecycle
Product
Academy
being
Adaptive
portfolio
management
Lean/Agile
teams
Incentives
and
rewards
Continuous
learning across
the
organization
©SPINNAKERWWW.MYSPINNAKER.CO
Spinnaker - Lean Enterprise Transformation
EXERCISE 1
38
Spinnaker - Lean Enterprise Transformation 39
WHERE ARE YOU?
1. Working in pairs, discuss and capture your organizations:
➤transformation boosters (enhancers, stimuli, catalysts)
or
➤transformation blockers (inhibitors, barriers, friction)
2. One booster or blocker per post it
3. Add each post it to the B&B sheet
Spinnaker - Lean Enterprise Transformation
WORKSHOP OUTPUTS - BLOCKERS
40
Internal Politics
Mindset- Fear of change - change lethargy
Unclear goals
Traditional bonus schemes
Silos and Matrix
Year to Year budgeting
Lack of experience
Existing systems and tools
Long product cycles
Volume of BAU
“We know what we are doing”
Organizational structure
Projects not products
Comfort zone
Too much compromise
Company fragmentation
Lack of purpose
Distributed teams
Part time volunteers - not dedicated time
Micro management
Top-down hierarchy
Protecting my own position
No clear product ownership
Middle management
Funding model and KPIs
Leadership buy-in for transformation
Spinnaker - Lean Enterprise Transformation
WORKSHOP OUTPUTS - BOOSTERS
41
Clear strategy and vision
Evangelists and senior champions
Better tech/tools
Leadership support and buy-in
Subject matter experts
Early success
Team empowerment
Valuable customers
Community
Seed funding
Public innovation space
Permission to fail
Culture of change
Stories, examples
Market forces
Celebrating small wins publicly
External support - coaching and training
Being valued - self worth
Shared pain points
Agile culture
Visionary leadership/people
Capabilities
New opportunities
Internal coaches
New incentives
Product thinking
Spinnaker - Lean Enterprise Transformation
EXERCISE 2
42
Spinnaker - Lean Enterprise Transformation
WHAT’S NEXT?
1. Capture 3-5 actions you can take that are
relevant to the transformation stage your
organization is at.
2. One action per post-it
3. Add each post-it to the relevant canvas (Ad-hoc,
Think or Doing/Being)
43
Spinnaker - Lean Enterprise Transformation
WORKSHOP OUTPUT - JOURNEY MAP
44
Spinnaker - Lean Enterprise Transformation
DOWNLOAD JOURNEY MAP AT MYSPINNAKER.CO
45
Spinnaker - Lean Enterprise Transformation
THANK YOU
46
sonja@myspinnaker.co
@sonjak18
@myspinnakerco
leanproductlifecycle.com

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  • 2. Spinnaker - Lean Enterprise Transformation 2 @SONJAK18 @MYSPINNAKERCO Co-founder of Spinnaker, NY based consultancy focused on enterprise transformation. Senior executive with 20 years of global experience building products and driving agile and lean transformation inside large enterprises including BBC, Channel 5, News Corp and Unboxed Consulting. Most recently SVP in the Chief Product Office at Pearson, leading the implementation of the award winning Lean Enterprise Transformation program. SONJA KRESOJEVIC
  • 4. INTERNAL FRICTION NO DISCIPLINE SLOW TO MARKET SKILLS & DATA GAP RISK AVERSION BIG BETS
  • 5. 5
  • 6. 6 operate their core businesses at scale while simultaneously adapting to change through continuous learning, by self disrupting, focusing on customers, and innovating to drive long term growth. Lean Enterprises:
  • 8. Spinnaker - Lean Enterprise Transformation 8 MECHANICS MINDSET BUSINESS RESULTS
  • 9. Spinnaker - Lean Enterprise Transformation 9 mindset mechanics goals LEAN ENTERPRISE TRANSFORMATION JOURNEY ©SPINNAKERWWW.MYSPINNAKER.CO
  • 10. Spinnaker - Lean Enterprise Transformation 10 CULTURE LIFECYCLEPORTFOLIO GOVERNANCE PEOPLE BEST PRACTICE LEAN ENTERPRISE TRANSFORMATION JOURNEY ©SPINNAKERWWW.MYSPINNAKER.CO
  • 11. 11 COMPONENTS OF A LEAN ENTERPRISE MECHANICS ➤Cross-functional Product teams operating using best practice ➤Disciplined adaptive portfolio approach to deliver on strategy and react to change ➤Lifecycle framework supported by incremental funding ➤Decentralized decision making ➤Adaptive allocation of capital based on evidence rather than commitment to plan
  • 12. Spinnaker - Lean Enterprise Transformation BEST PRACTICE 12 WHAT IS THE PROBLEM? SHOULD WE SOLVE IT? HOW DO WE DELIVER A QUALITY SOLUTION? DESIGN THINKING LEAN STARTUP AGILE DEV
  • 13. Spinnaker - Lean Enterprise Transformation 13 Finance HR Legal Product Development Marketing Sales CROSS-FUNCTIONAL TEAMS
  • 14. Spinnaker - Lean Enterprise Transformation 14 STRONG GLOBAL COMMUNITY
  • 15. Spinnaker - Lean Enterprise Transformation 15
  • 16. Spinnaker - Lean Enterprise Transformation 16 ADAPTIVE PORTFOLIO MANAGEMENT STRATEGY ? PORTFOLIO ALLOCATION PORTFOLIO RE- ALLOCATION DATA
  • 17. Spinnaker - Lean Enterprise Transformation 17 INNOVATION PORTFOLIO https://hbr.org/2012/05/managing-your- innovation-portfolio
  • 18. Spinnaker - Lean Enterprise Transformation 18 https://hbr.org/2012/05/managing-your-innovation-portfolio CURRENT INVESTMENT FUTURE REVENUES
  • 19. Spinnaker - Lean Enterprise Transformation 19 SEARCHING EXECUTING
  • 20. Spinnaker - Lean Enterprise Transformation 20 AMAZON GO TWITCH PRIME AWS AMAZON STUDIOSALEXA VOICE SERVICE PRIME CHINA PRIME AIR DRONE DELIVERY AMAZON E-COMMERCE PRIMEFULFILLMENT BY AMAZON
  • 21. Spinnaker - Lean Enterprise Transformation 21 AMAZON GO TWITCH PRIME AWS AMAZON STUDIOSALEXA VOICE SERVICE PRIME CHINA PRIME AIR DRONE DELIVERY AMAZON E- COMMERCE Idea Explore Validate Grow Sustain Retire PRIME FULFILLMENT BY AMAZON
  • 22. Spinnaker - Lean Enterprise Transformation THE LEAN PRODUCT LIFECYCLE 22 Can you identify a core user problem 
 in a target market? Are there real customers who get value from your concept? Is there a viable business model for this product? Can you demonstrate Product/
 Market Fit 
 or validated business model? How fast are you growing the business at scale? Are you continuing to deliver outcomes to a broader 
 user set? Are you delivering revenue and outcomes while reducing costs? What residual value can be gleaned from the business? Idea Explore Validate Grow Sustain Retire
  • 23. Spinnaker - Lean Enterprise Transformation 23 Practice Jobs to Be Done Business Model Design Customer Development Minimum Viable Products Growth Engines Sales Forces Optimizations Feature Building Focus Early Adopters, Early Majority Late Majority, Laggards Duration Days Weeks Months Years Metrics Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, IRR, NPV Idea Explore Validate Grow Sustain Retire THE LEAN PRODUCT LIFECYCLE
  • 24. Spinnaker - Lean Enterprise Transformation 24 £0 <£50k <£250k P&L ✓ ✗✗ ✓ ✓ ✓ ✓ ✓ ✓ ✗ ✗ ✓ ✓ ✓ ✓ ✓✓ ✗✗ ✗ MONEYBALL FOR INNOVATION Idea Explore Validate Grow Sustain
  • 25. Spinnaker - Lean Enterprise Transformation 25 GOVERNANCE STRUCTURE Product teams + Tech Build Products Executive Strategy Portfolio Govern portfolio of products Investment Boards Govern products DataKPIs
  • 26. 26 MINDSET ➤Strong focus on listening to customers ➤High tolerance for absorbing and learning from failed initiatives ➤Continuous learning across the organization ➤Think big but start small ➤“Command & Control” top down direction replaced with Mission control responsiveness COMPONENTS OF A LEAN ENTERPRISE
  • 27. “ Spinnaker - Lean Enterprise Transformation We realized that this was not just about introducing new tools 
 in the company; it was about cultural change. Behavioral change. Accepting that we’re going to work in a different way. It’s about abandoning some of our sacred cows and some of our historical ways of working. In other words, rewiring the DNA of the company -Janice Semper, GE Culture Leader
 Excerpt From: Eric Ries “The Leader's Guide” 27
  • 28. Spinnaker - Lean Enterprise Transformation 28 CONTINUOUS LEARNING Lean Startup™ Eric Reis
  • 29. Spinnaker - Lean Enterprise Transformation CHANGE STARTS WITH LEADERSHIP 29
  • 30. “ Spinnaker - Lean Enterprise Transformation The role of leaders has changed profoundly… We used to ask what is your answer and what is your analysis. Now we ask what is the fastest way to get an experiment to test that idea. -Scott Cook, Founder Intuit 30
  • 32. Spinnaker - Lean Enterprise Transformation 32
  • 33. Spinnaker - Lean Enterprise Transformation LEAN ENTERPRISE TRANSFORMATION JOURNEY Ad hoc Scattered. Inconsistent. Hero efforts. Small groups of enthusiasts at varied maturity levels Thinking Pilots w. Early Adopters to validate Problem & Solution. Building knowledge through communities. Doing Scaling and Optimizing. Culture changing. Incentives shifting Being Business Impact is clear. Values embraced at all levels. Transition to BAU while continuing to learn ©SPINNAKERWWW.MYSPINNAKER.CO
  • 34. Spinnaker - Lean Enterprise Transformation 34 CULTURE LIFECYCLEPORTFOLIO GOVERNANCE PEOPLE BEST PRACTICE Coaching Small team of heroes Agile community Agile delivery framework Product Council Thresholds & approval limits Agile training Customer co-design Agile portfolio wall Weekly portfolio sessions Pilots in 3months, Invest in talent Get a sponsor who gets it Show by doing Get external experts involved Create excitement Kill initiatives Have clear priorities Share learnings Stakeholder training ad hoc Iterate and adapt Dev Ops ©SPINNAKERWWW.MYSPINNAKER.CO
  • 35. Spinnaker - Lean Enterprise Transformation 35 CULTURE LIFECYCLEPORTFOLIO GOVERNANCE PEOPLE BEST PRACTICE Training Embrace fail-fast Don't underestimate change management Learn and adapt Develop a community of change agents Test operating model Partners in key functions Build a strong community Map the portfolio Test incremental funding Early Pilots Iterations of PLC Pilots with BUs Test new governance approach Find true early adopters Understand the enterprise challenge Communicate, Communicate, Communicate Power of external validation Use brown paper a lot! Don't go to scale too soon! Test portfolio concepts in one BU Share learnings internally and externally thinking Keep log of ODQs Taxonomy Leadership development Work with Exec to agree transformation goals and KPIs Hire people different than you ©SPINNAKERWWW.MYSPINNAKER.CO
  • 36. Spinnaker - Lean Enterprise Transformation 36 CULTURE LIFECYCLEPORTFOLIO GOVERNANCE PEOPLE BEST PRACTICE Training at scale Create a movement Be aware of change fatigue Continue to learn and adapt Stay agile Build capacity through coaching network Scale the operating model Partners in key functions Partner with HR - goals, career progression, incentives Continue to grow community KPIs business impact Replace business case PLC ecosystem Systems/ tools Scale PCs Don’t go too fast! You need a mandate! Recruit leaders in each BU! Don't go to scale too soon! Share learnings internally and externally Continue to evolve all artifacts Governance training Doing Annual planning ©SPINNAKERWWW.MYSPINNAKER.CO
  • 37. Spinnaker - Lean Enterprise Transformation 37 CULTURE LIFECYCLEPORTFOLIO GOVERNANCE PEOPLE BEST PRACTICE Evidence of clear business impact Governance at scale, supported by mature lifecycle Product Academy being Adaptive portfolio management Lean/Agile teams Incentives and rewards Continuous learning across the organization ©SPINNAKERWWW.MYSPINNAKER.CO
  • 38. Spinnaker - Lean Enterprise Transformation EXERCISE 1 38
  • 39. Spinnaker - Lean Enterprise Transformation 39 WHERE ARE YOU? 1. Working in pairs, discuss and capture your organizations: ➤transformation boosters (enhancers, stimuli, catalysts) or ➤transformation blockers (inhibitors, barriers, friction) 2. One booster or blocker per post it 3. Add each post it to the B&B sheet
  • 40. Spinnaker - Lean Enterprise Transformation WORKSHOP OUTPUTS - BLOCKERS 40 Internal Politics Mindset- Fear of change - change lethargy Unclear goals Traditional bonus schemes Silos and Matrix Year to Year budgeting Lack of experience Existing systems and tools Long product cycles Volume of BAU “We know what we are doing” Organizational structure Projects not products Comfort zone Too much compromise Company fragmentation Lack of purpose Distributed teams Part time volunteers - not dedicated time Micro management Top-down hierarchy Protecting my own position No clear product ownership Middle management Funding model and KPIs Leadership buy-in for transformation
  • 41. Spinnaker - Lean Enterprise Transformation WORKSHOP OUTPUTS - BOOSTERS 41 Clear strategy and vision Evangelists and senior champions Better tech/tools Leadership support and buy-in Subject matter experts Early success Team empowerment Valuable customers Community Seed funding Public innovation space Permission to fail Culture of change Stories, examples Market forces Celebrating small wins publicly External support - coaching and training Being valued - self worth Shared pain points Agile culture Visionary leadership/people Capabilities New opportunities Internal coaches New incentives Product thinking
  • 42. Spinnaker - Lean Enterprise Transformation EXERCISE 2 42
  • 43. Spinnaker - Lean Enterprise Transformation WHAT’S NEXT? 1. Capture 3-5 actions you can take that are relevant to the transformation stage your organization is at. 2. One action per post-it 3. Add each post-it to the relevant canvas (Ad-hoc, Think or Doing/Being) 43
  • 44. Spinnaker - Lean Enterprise Transformation WORKSHOP OUTPUT - JOURNEY MAP 44
  • 45. Spinnaker - Lean Enterprise Transformation DOWNLOAD JOURNEY MAP AT MYSPINNAKER.CO 45
  • 46. Spinnaker - Lean Enterprise Transformation THANK YOU 46 sonja@myspinnaker.co @sonjak18 @myspinnakerco leanproductlifecycle.com