Sharing our experience applying Lean Startup into enterprises in Japan. This is our slidedeck presented in Lean Startup Conference in 2015. Any questions? Contact info@le-lab.jp
Blending ITIL, Agile, DevOps and LeanUX at Auto Trader UKAndrew Humphrey
Presentation on how we work at Auto Trader UK from #PINK16 IT Service Management conference in Las Vegas.
Blending ITIL, Agile, DevOps and LeanUX at Auto Trader UK
Tracking DevOps Changes In the Enterprise @paulpeissnerPaul Peissner
DevOps - Train and Rails theme
Questions to consider when exploring, adopting or scaling DevOps in the Enterprise.
Hybrid models are the "only" option for organizations with legacy business models they must support, while they search for the right balance and strategies to enable DevOps to co-exist with legacy practices.
DevOps short deck:- DevOps the Fire of Innovation
Some clarity on DevOps (Start-up, Pilot & Global Enterprise)
DevOps: an endless evolution of improvements & adaptations
Should Successful DevOps = Business Agility?
What is Agile Service Management? Why Is it Important? ITSM Academy WebinarITSM Academy, Inc.
There has been a lot of buzz lately about the need for IT to be more “agile”. While the term Agile is freely used, there is not a clear definition of what “being agile” actually means, particularly in the context of IT support and service management. This webinar explores the concept of Agile Service Management and how agility helps IT service providers better meet the rapidly changing requirements of business and customers.
Agile Service Management: An introduction - Bas BlankenTOPdesk
With the speed of technological development and the growing dependence on technology, it is increasingly important for organisations to be able to change rapidly. More and more organisations are opting for agile transitions, scrum and kanban boards. But what does it actually mean to be ‘agile’ as an organisation? And how does this fit in with the world of service management? In this presentation you will get to know the agile mindset, and you will learn what you can already start with the next day.
The document discusses Toyota's creation of a unique synthesis combining quality management, end-to-end value streams, and organizational learning. It presents Toyota's reference model for managing lean organizations, including focusing on vital few priorities, aligning through hoshin planning, analyzing value streams, and achieving stability through gemba management and kaizen problem solving. The model emphasizes defining value for customers and the organization, establishing high-level objectives and interdependencies, deploying through hoshin planning and catchball, and focusing on vital value streams.
Blending ITIL, Agile, DevOps and LeanUX at Auto Trader UKAndrew Humphrey
Presentation on how we work at Auto Trader UK from #PINK16 IT Service Management conference in Las Vegas.
Blending ITIL, Agile, DevOps and LeanUX at Auto Trader UK
Tracking DevOps Changes In the Enterprise @paulpeissnerPaul Peissner
DevOps - Train and Rails theme
Questions to consider when exploring, adopting or scaling DevOps in the Enterprise.
Hybrid models are the "only" option for organizations with legacy business models they must support, while they search for the right balance and strategies to enable DevOps to co-exist with legacy practices.
DevOps short deck:- DevOps the Fire of Innovation
Some clarity on DevOps (Start-up, Pilot & Global Enterprise)
DevOps: an endless evolution of improvements & adaptations
Should Successful DevOps = Business Agility?
What is Agile Service Management? Why Is it Important? ITSM Academy WebinarITSM Academy, Inc.
There has been a lot of buzz lately about the need for IT to be more “agile”. While the term Agile is freely used, there is not a clear definition of what “being agile” actually means, particularly in the context of IT support and service management. This webinar explores the concept of Agile Service Management and how agility helps IT service providers better meet the rapidly changing requirements of business and customers.
Agile Service Management: An introduction - Bas BlankenTOPdesk
With the speed of technological development and the growing dependence on technology, it is increasingly important for organisations to be able to change rapidly. More and more organisations are opting for agile transitions, scrum and kanban boards. But what does it actually mean to be ‘agile’ as an organisation? And how does this fit in with the world of service management? In this presentation you will get to know the agile mindset, and you will learn what you can already start with the next day.
The document discusses Toyota's creation of a unique synthesis combining quality management, end-to-end value streams, and organizational learning. It presents Toyota's reference model for managing lean organizations, including focusing on vital few priorities, aligning through hoshin planning, analyzing value streams, and achieving stability through gemba management and kaizen problem solving. The model emphasizes defining value for customers and the organization, establishing high-level objectives and interdependencies, deploying through hoshin planning and catchball, and focusing on vital value streams.
DevOps: The art of making better softwarePaul Peissner
DevOps: The art of making better software.
Does Agile always improve software efforts?
Does Cloud make your Apps better?
Could DevOps make your Enterprise IT more productive?
Could DevOps be a global game-changer for your business?
Joint talk by one of my colleagues with Sita.aero discussing Sita's approach to Agile at Scale; how they have embedded that across a large diverse organisation and lastly the significant benefits resulting.
Presented at Unicom's Agile in the Finance Sector on the 26th Feb 2015.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
IT Pro Webinar Series: Agile Service Management Automation with Service Manag...Cireson
Join the experts at Cireson to realize the power of automation with System Center Service Manager & Orchestrator. This webinar will cover key insights and tips for utilizing these powerful platforms in ways that best serve the analyst and IT department through automation and beyond.
AGENDA
-Put the power of automation into the hands of those who need it most, the analyst
-Remove the common barriers to dynamic process workflows
-Demystify the Service Catalog with common requests that go the extra mile
-Easily provide instant gratification to end users and IT operations alike
-Ask the experts your questions during Q & A
Will Agile work in my embedded development environment?bmyllerup
Agile approaches like Scrum is designed for software development, but will it also work when we add electronics development and mechanical construction to the practices? Come and get insights from the experiences of a Certified Scrum Trainer who actually did the work himself. You will learn about how to setup teams that have the combined skill-set of software, electronics and mechanical engineers...
DOES 15 - Jan-Joost Bouwman and Ingrid Algra - ITIL and DevOps Can Be Friends Gene Kim
Jan-Joost Bouwman, Enterprise Process Owner Change Management, ING
Ingrid Algra, IT Chapter lead, ING
ING is a worldwide financial institution, based in the Netherlands. The IT department of the Netherlands manages a mix of off the shelf applications and in house built software. Traditionally development was governed by CMMi and IT Servicemanagement by ITIL processes. Three years ago the developers started working in Agile/Scrum teams, dropping CMMi. The next step was to involve Operations as well and transform to an DevOps organisation, striving for Continuous Delivery.
In a lot of Agile organisation ITIL is considered the evil soul sucking epiphany of bureaucracy. But is it really? If we look at the tasks you perform in the ITIL processes Incident management, Problem management and Change management, you will find that a lot of those you still need to perform in an Agile/Scrum way of work. And that there actually is a lot of value in making some rules on how we want to interact in these processes between teams. But we may call the task differently than we were used to in ITIL. And we may choose to use different tools to handle parts of the process. We call this adaptation of ITIL Agile ITSM.
This talk focuses on the adaptations we have made to our ITSM processes to accommodate the requirements of an Agile/Scrum way of work. Proving that there is still value in a lot of the things we used to do in ITIL And that there is no real conflict between Agile and ITIL.
Scaling approaches comparison - Lean/Agile US 2017Yuval Yeret
The document compares different approaches for scaling agile, including SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum), and program/portfolio Kanban. It notes that most experts agree teams should only scale when they cannot effectively divide work. When dependencies exist between teams, options include SAFe, LeSS, or using a program/portfolio Kanban approach to visualize work. The document asks questions to help determine the best scaling approach based on factors like guidance needed, agility required, and leadership commitment to change.
The document summarizes key aspects of the Agile Manifesto, which was created in 2001 by software practitioners seeking to align development with business needs. It outlines the 4 values and 12 principles of the Agile Manifesto, including valuing individuals, collaboration, customer satisfaction, and response to change. The document then explains that the Agile methodology refers to iterative and incremental development approaches that follow the Agile Manifesto's principles of self-organizing teams, continual planning and learning, and adapting to change.
Kanban Coaching Exchange - Why asking to become agile gets you in troubleHelen Meek
- Wolfgang Wiedenroth is the Managing Director of it-agile, a consulting firm focused on agile software development. He has over 15 years of experience in agile methods like Scrum, Kanban, and others.
- He discusses how simply asking teams to "become agile" often causes problems and confusion. Instead, teams should focus on becoming purposeful and effective by clarifying their goals and addressing current issues through collaborative improvement.
- Kanban, with its focus on starting from the current state and empowering teams, provides a method for purposeful change and giving teams more control over their work. Asking "How do we become purposeful and effective?" leads to better outcomes than
The document discusses key aspects of modern agile and product culture. It covers topics like starting small with initial ideas, focusing on experiments and customer value over scope, adopting a customer-centric and agile engineering culture with techniques like OKRs and dual track agility, and emphasizing continuous delivery, learning, and innovation. The goal is to rapidly deliver value to customers through a collaborative process.
We operate in a world of exponentially increasing market disruption. It is more important than ever for organizations to achieve organizational agility, which is why many companies are embarking on Agile Transformations. However, few of them are realizing the full agile results promised--and needed.
In fact, over 50% of all Agile transformations fail.
In this webinar, David explored how leaders can guide their organizations past common barriers to transformation and accelerate momentum towards true organizational agility using a proven transformation framework, the Path to Agility®.
Key takeaways include:
- 4 impediments slowing down the transformation or preventing significant gains from Agile
- How an organization develops new capabilities by implementing Agile practices
- How those capabilities result in agile outcomes and better agility for an organization
- The ability to assess your current state of agility and where to focus efforts in the near term
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
SRE Roundtable with 4 DevOps Ambassadors
A roundtable conversation about Site Reliability Engineering (SRE).
Please join us as four of the DevOps Institute's Ambassadors discuss SRE.
DevOps and SRE (and a little history of Google and SRE) - Helen Beal
SRE and ITIL - Donna Knapp
Benefits of SRE - Craig Pearson
SRE and Security - Niladri Choudhuri
And then the team will answer questions for 30+ minutes. We are very interested in hearing your questions. You can tweet them to @ITSMAcademy, add to the registration form, or bring them with you and chat in during the session.
Ahmed Sidky is a Certified Scrum Master and Director of Business Technology at X2A Consulting who earned a Ph.D. in Agile. The document discusses adopting an agile approach to meet expectations and improve customer satisfaction through increased speed and reduced time to market, citing industry results showing 25-50% faster delivery and fostered teamwork.
This document discusses applying agile project management principles to embedded systems development. It notes four key challenges with developing embedded systems in an agile way: the need for system documentation, hardware-software interdependencies, heterogeneous teams, and real-time functionality requirements. It proposes adapting agile principles to focus on early demonstrations and deferred design decisions. Kanban is presented as one agile tool that can help visualize workflows and make bottlenecks visible. Overall, the document advocates adopting an agile mindset and culture focused on continuous delivery, self-organizing teams, and valuing working demonstrations over documentation.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
This document discusses the need for companies to adapt to rapid changes in the world by embracing agile and lean principles. It notes that the world is changing quickly in many areas like technologies, tools, behaviors and organizations. It then highlights research showing that the majority of traditional projects fail or go over budget and time. This emphasizes the importance of being agile to respond to changing requirements and priorities. The document promotes agile methodologies like Scrum, Kanban, and principles of lean and software craftsmanship to help organizations and teams continuously deliver value to customers.
DevOps: The art of making better softwarePaul Peissner
DevOps: The art of making better software.
Does Agile always improve software efforts?
Does Cloud make your Apps better?
Could DevOps make your Enterprise IT more productive?
Could DevOps be a global game-changer for your business?
Joint talk by one of my colleagues with Sita.aero discussing Sita's approach to Agile at Scale; how they have embedded that across a large diverse organisation and lastly the significant benefits resulting.
Presented at Unicom's Agile in the Finance Sector on the 26th Feb 2015.
Explore what is an Agile culture
Explore the Agile Mindset
Explore what is an Agile culture
Explore the Agile Mindset
Review the 6 basic steps required to transition to an agile culture that will accept the Agile Mindset
Scrum, XP, and Kanban have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to challenges of building enterprise class software systems. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization- and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.
In this talk, Dean Leffingwell describes how to accomplish this with the Scaled Agile Framework, a publicly - accessible knowledge base of proven Lean and Agile practices for enterprise-class software development. He approaches the problem from the perspectives of Lean thinking and principles of product development flow, illustrating how these core principles help deliver business results at scale, while keeping the development system - and the enterprise - lean and responsive to rapidly changing market needs. And since winning is more fun, he’ll also describe some of the personal benefits that come when teams master the art of delivering better enterprise-class software, at an ever faster pace.
IT Pro Webinar Series: Agile Service Management Automation with Service Manag...Cireson
Join the experts at Cireson to realize the power of automation with System Center Service Manager & Orchestrator. This webinar will cover key insights and tips for utilizing these powerful platforms in ways that best serve the analyst and IT department through automation and beyond.
AGENDA
-Put the power of automation into the hands of those who need it most, the analyst
-Remove the common barriers to dynamic process workflows
-Demystify the Service Catalog with common requests that go the extra mile
-Easily provide instant gratification to end users and IT operations alike
-Ask the experts your questions during Q & A
Will Agile work in my embedded development environment?bmyllerup
Agile approaches like Scrum is designed for software development, but will it also work when we add electronics development and mechanical construction to the practices? Come and get insights from the experiences of a Certified Scrum Trainer who actually did the work himself. You will learn about how to setup teams that have the combined skill-set of software, electronics and mechanical engineers...
DOES 15 - Jan-Joost Bouwman and Ingrid Algra - ITIL and DevOps Can Be Friends Gene Kim
Jan-Joost Bouwman, Enterprise Process Owner Change Management, ING
Ingrid Algra, IT Chapter lead, ING
ING is a worldwide financial institution, based in the Netherlands. The IT department of the Netherlands manages a mix of off the shelf applications and in house built software. Traditionally development was governed by CMMi and IT Servicemanagement by ITIL processes. Three years ago the developers started working in Agile/Scrum teams, dropping CMMi. The next step was to involve Operations as well and transform to an DevOps organisation, striving for Continuous Delivery.
In a lot of Agile organisation ITIL is considered the evil soul sucking epiphany of bureaucracy. But is it really? If we look at the tasks you perform in the ITIL processes Incident management, Problem management and Change management, you will find that a lot of those you still need to perform in an Agile/Scrum way of work. And that there actually is a lot of value in making some rules on how we want to interact in these processes between teams. But we may call the task differently than we were used to in ITIL. And we may choose to use different tools to handle parts of the process. We call this adaptation of ITIL Agile ITSM.
This talk focuses on the adaptations we have made to our ITSM processes to accommodate the requirements of an Agile/Scrum way of work. Proving that there is still value in a lot of the things we used to do in ITIL And that there is no real conflict between Agile and ITIL.
Scaling approaches comparison - Lean/Agile US 2017Yuval Yeret
The document compares different approaches for scaling agile, including SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum), and program/portfolio Kanban. It notes that most experts agree teams should only scale when they cannot effectively divide work. When dependencies exist between teams, options include SAFe, LeSS, or using a program/portfolio Kanban approach to visualize work. The document asks questions to help determine the best scaling approach based on factors like guidance needed, agility required, and leadership commitment to change.
The document summarizes key aspects of the Agile Manifesto, which was created in 2001 by software practitioners seeking to align development with business needs. It outlines the 4 values and 12 principles of the Agile Manifesto, including valuing individuals, collaboration, customer satisfaction, and response to change. The document then explains that the Agile methodology refers to iterative and incremental development approaches that follow the Agile Manifesto's principles of self-organizing teams, continual planning and learning, and adapting to change.
Kanban Coaching Exchange - Why asking to become agile gets you in troubleHelen Meek
- Wolfgang Wiedenroth is the Managing Director of it-agile, a consulting firm focused on agile software development. He has over 15 years of experience in agile methods like Scrum, Kanban, and others.
- He discusses how simply asking teams to "become agile" often causes problems and confusion. Instead, teams should focus on becoming purposeful and effective by clarifying their goals and addressing current issues through collaborative improvement.
- Kanban, with its focus on starting from the current state and empowering teams, provides a method for purposeful change and giving teams more control over their work. Asking "How do we become purposeful and effective?" leads to better outcomes than
The document discusses key aspects of modern agile and product culture. It covers topics like starting small with initial ideas, focusing on experiments and customer value over scope, adopting a customer-centric and agile engineering culture with techniques like OKRs and dual track agility, and emphasizing continuous delivery, learning, and innovation. The goal is to rapidly deliver value to customers through a collaborative process.
We operate in a world of exponentially increasing market disruption. It is more important than ever for organizations to achieve organizational agility, which is why many companies are embarking on Agile Transformations. However, few of them are realizing the full agile results promised--and needed.
In fact, over 50% of all Agile transformations fail.
In this webinar, David explored how leaders can guide their organizations past common barriers to transformation and accelerate momentum towards true organizational agility using a proven transformation framework, the Path to Agility®.
Key takeaways include:
- 4 impediments slowing down the transformation or preventing significant gains from Agile
- How an organization develops new capabilities by implementing Agile practices
- How those capabilities result in agile outcomes and better agility for an organization
- The ability to assess your current state of agility and where to focus efforts in the near term
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
SRE Roundtable with 4 DevOps Ambassadors
A roundtable conversation about Site Reliability Engineering (SRE).
Please join us as four of the DevOps Institute's Ambassadors discuss SRE.
DevOps and SRE (and a little history of Google and SRE) - Helen Beal
SRE and ITIL - Donna Knapp
Benefits of SRE - Craig Pearson
SRE and Security - Niladri Choudhuri
And then the team will answer questions for 30+ minutes. We are very interested in hearing your questions. You can tweet them to @ITSMAcademy, add to the registration form, or bring them with you and chat in during the session.
Ahmed Sidky is a Certified Scrum Master and Director of Business Technology at X2A Consulting who earned a Ph.D. in Agile. The document discusses adopting an agile approach to meet expectations and improve customer satisfaction through increased speed and reduced time to market, citing industry results showing 25-50% faster delivery and fostered teamwork.
This document discusses applying agile project management principles to embedded systems development. It notes four key challenges with developing embedded systems in an agile way: the need for system documentation, hardware-software interdependencies, heterogeneous teams, and real-time functionality requirements. It proposes adapting agile principles to focus on early demonstrations and deferred design decisions. Kanban is presented as one agile tool that can help visualize workflows and make bottlenecks visible. Overall, the document advocates adopting an agile mindset and culture focused on continuous delivery, self-organizing teams, and valuing working demonstrations over documentation.
This document discusses global trends in open innovation. It defines open innovation as using external ideas as well as internal ideas, and internal and external paths to market, to advance internal innovation and expand markets. The document outlines best practices companies use in open innovation, including Philips' high tech campus partnership network. It also discusses how companies are using web 2.0 tools like IdeaStorm, Innocentive, and Threadless to engage customers in innovation.
This document discusses the need for companies to adapt to rapid changes in the world by embracing agile and lean principles. It notes that the world is changing quickly in many areas like technologies, tools, behaviors and organizations. It then highlights research showing that the majority of traditional projects fail or go over budget and time. This emphasizes the importance of being agile to respond to changing requirements and priorities. The document promotes agile methodologies like Scrum, Kanban, and principles of lean and software craftsmanship to help organizations and teams continuously deliver value to customers.
Media and Information Literacy (MIL) - 10. Media and Information Literate Ind...Arniel Ping
Content
10. Media and Information Literate Individual
a. Improved Quality of Life
b. Greater Political Participation
c.Better Economic Opportunities
d. Improved Learning Environment
e. More Cohesive Social Units
Learning Competency
1. Students will be able to synthesize the overall implication of media and information to an individual (personal, professional, educational, and others) and the society as a whole (economic, social, political, educational, and others) MIL11/12MILI-IIIj-29
Media and Information Literacy (MIL) - 11. People MediaArniel Ping
11. Media and Information Literacy (MIL) - People Media
Learning Competencies
Students will be able to…
cite studies showing proofs of positive and negative effects of media, information on individual and society (MIL11/12PM-IVa-1);
describe the different dimensions of people media (MIL11/12PM-IVa-1); and
categorize different examples of people and state reasons for such categorization (MIL11/12PM-IVa-2).
Content
A. People as Media and People in Media
1. Definition
2. Characteristics
3. Format and Types
4. Advantages and Limitations
5. Value
6. Others
Lean Startups in Japanese Companies takashi tsutsumi_masato_iinoStanford University
This document summarizes an approach taken to introduce Lean Startup principles to large Japanese enterprises. It describes establishing a Lean Startup Accelerator Department detached from existing business units to develop minimum viable products. Early successes attracted "defense departments" like Quality Assurance and Legal to form a Lean Enterprise Cell to support future efforts. The approach aims to train existing business units on Lean Startup and spill these principles throughout the organization to promote new business creation.
The document discusses the principles of the Lean Startup methodology. It defines a startup as an experiment to deliver a new product or service under conditions of uncertainty. Rather than following a traditional product development process, the Lean Startup approach advocates for building a minimum viable product and using continuous deployment and A/B testing to rapidly validate hypotheses and learn from customers. Key principles include minimizing the time to validate learning through the build-measure-learn loop and using metrics that are actionable, accessible and auditable.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
2010 05 03 Lean Startup Intensive At Web 2 0 Expo Welcome By Eric RiesEric Ries
This document provides an introduction to the Lean Startup Intensive workshop. It discusses key concepts of the Lean Startup methodology including minimizing time in the build-measure-learn feedback loop through frequent experimentation and pivoting if needed. The goal of a startup is validated learning about customers rather than delivering products, as the problem and solution are initially unknown. Myths about Lean Startups are also debunked, clarifying that it is about speed not costs, applies to all industries, and drives vision through rigorous customer testing rather than replacing it.
Lean Startup - The Next Industrial Revolution - Day 1Ravi Yadav
Some potential problems they may have faced:
- The existing social media management tools were complex and difficult for non-technical users to understand and use effectively. This led to high failure/frustration rates among customers.
- There was no guidance or education provided on how to actually use social media effectively for business purposes. The tools focused only on the technical tasks but not the strategy.
- Customers had little time and patience to spend learning complicated tools. They wanted something simple that could help them get results quickly.
Question 2: How could they have defined and tested their vision using Lean Startup principles?
Here is a draft essay responding to the tasks:
Lean Operations at Staircases Production Company
Staircases Production Company (SPC) has achieved success through its traditional production methods for timber staircases. However, as Deane considers expanding the business, some elements of lean operations and just-in-time (JIT) manufacturing could help SPC improve efficiency and support growth. While a full-scale implementation of Toyota-style lean may not be practical for SPC's staircase cell, selective application of lean principles could yield benefits.
Task 1: To what extent could SPC apply JIT/Lean techniques to its staircase cell? As a small operation producing customized products in low volumes, SPC's staircase cell differs
2011 03 11 eric ries - the lean startup sxswEric Ries
The document discusses Lean Startup principles including building minimum viable products and using validated learning through continuous deployment, A/B testing, and metrics. It emphasizes releasing early and often to get fast customer feedback, pivoting if needed, and minimizing the time between learning cycles. The goal is to maximize learning while minimizing costs through iterative experimentation.
Lean Innovation for Micro Enterprises Module 1 Why does lean innovation matter?BanbridgeDistrictEnt
This document provides an overview of lean innovation. It discusses how lean innovation allows businesses both large and small to implement innovations quickly and with fewer resources through processes like design thinking, lean startup methodology, and lean processes. Examples are given of companies from different industries that have successfully adopted lean innovation practices, such as shifting business models in response to the Covid-19 pandemic. The benefits of lean innovation for organizations include less paperwork, more effective meetings, and fewer decision points.
2010 04 23 Startup Lessons Learned conference welcome slides by Eric Ries #sl...Eric Ries
The document introduces some key concepts of lean startups and entrepreneurship:
- A startup is an organization designed to deliver a new product or service under conditions of extreme uncertainty. The goal is to create an institution, not just a product.
- In a startup, the traditional definition of value as delivering products/services doesn't apply since the product and customers are unknown. For startups, value is validated learning about customers.
- Lean startups aim to minimize the total time in the build-measure-learn feedback loop to progress quickly. This involves techniques like continuous integration, minimum viable products, and customer development.
- Some common myths about lean startups are debunked, such as that
This document discusses the Lean Startup methodology for building startups. It emphasizes using validated learning through experiments and customer feedback to reduce the time and resources wasted on products no one wants. Key principles include building minimum viable products to test hypotheses quickly and continuously deploying code to gather feedback to pivot the product as needed. This approach aims to maximize learning while minimizing wasted effort through practices like rapid A/B testing and measuring business metrics.
The document discusses the Lean Startup methodology. It introduces key Lean Startup principles like entrepreneurs are everywhere, entrepreneurship is management, validated learning, build-measure-learn, and innovation accounting. It emphasizes the importance of the minimum viable product to test ideas quickly and learn through customer feedback, continuous deployment to learn from customers rapidly, and using metrics like split testing to validate hypotheses. The overall goal is to minimize the time and resources spent on products that do not meet customer needs.
Vedzen Institute is a Group of Lean Practitioners with Hands-on Production, Operations and Management Experience in implementing Kaizen in India, and overseas specializing in Japanese production techniques such as JIT/SMED/Poka-Yoke//KANBAN/TPM/One Piece Flow.http://vedzen.com
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
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2. We talk about our story to introduce
Lean Startup into Japan enterprise
3. Characteristics of Japan Enterprises
Technology
Centric
Quality
Obsession
Weak
Leadership
NOTE: The photos here are NOT related to our views described in this presentation.
4. Japan = Mother of Lean Manufacturing
Process 1
Process
2
Process
3
Conventional Assembly Line
Single Skilled Workers
→ Efficient in Mass-Production
Conveyor Belt
Just-In-Time Manufacturing
(a.k.a. Lean Manufacturing)
A Group of Multi-Skilled Workers
→ Flexible in Small Lot Production
Production Cell
5. Process 1
Process
2
Process
3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing
(a.k.a. Lean Manufacturing)
Production Cell
Lean Manufacturing to Lean Startup
Function A
Function
B
Function
C
Conventional Execution Lean Startup
Vertically Divided
Organization
Lean Acceleration
Cell
Manufacturing
New Business Creation
6. Lean Manufacturing to Lean Startup
Process 1
Process
2
Process
3
Conventional Assembly Line
Conveyor Belt
Just-In-Time Manufacturing
(a.k.a. Lean Manufacturing)
Production Cell
Function A
Function
B
Function
C
Conventional Execution
Vertically Divided
Organization
Not Quite
There!
7. Challenge for Lean Startup @Enterprise
Technology
Centric
Quality
Obsession
Weak
Leadership
Mother of Lean Manufacturing is NOT necessarily good at
eliminating a waste of new business creation ;-(
Neglecting
Customers
Silo Mentality
Reluctance for
Change
Procedure Maniac
No Customer
Interviews
Lack of Total
Optimization
Lean Startup
Non-forcible
Lack of Flexibility
Innovation
Accounting
Cell Production
Special District
Approach
Trait Phenomena Challenge Solution
8. Enterprise Bottleneck = MVP
sales
Quality
Lega
l
Brands
Never touch the
sensitive relationship!
Don’t even think about
selling products without
quality tests!
Compliance. Product
Liability. Recall. What
can U do???
No way to sell stuff
potentially damaging
our brands!!
Design
Soft-
ware
Produ
ction
HR
Need enough time to
scrutinize the design
and UI, say, 1 year?
We’ll need enough detail
to allocate resource.
Agile? No!
Cost/Quality/Delivery
management with mass
production is our rule.
You can’t allocate more
than 20% of your time
for new Business
Creation.
9. Spilling Out from HQ to Divisions
Top
management
sponsored
LEANzone
withinHQ
Change entire organization by
strong top-down leadership
Setup a limited LEAN Special
District in an organization
VS.
10. Step1: Start from Lean Special District
Lean Startup Accelerator Department
reporting to CEO committing to ship MVP
LSAD to be detached from existing BU’s
– “New Product ☓ New Market” in Ansof Matrix
Innovation Accounting
Lean Startup
Non-Forcible
11. Innovation Accounting
How many customers did you talk to?
Who are your early adaptors?
What did you learn? Any validated learning?
Did you build & test business model?
Scalable?
Do you have entry barriers incorporated into business model?
Did you figure out the metrics that matters?
No Customer
Interviews
13. Step2: Involve Early Adaptors from
“Defense Departments”
LSAD’s small success case attracts early
adaptors in “Defense Departments”
– Quality Assurance, Branding, Legal,
Accounting
Train them on Lean Startup Training
Program
14. LSAD and Early adaptors in defense
department created “Lean Enterprise Cell”
for Lean Startup”
Step3: Lean Enterprise Cell
Delegated Small Unit in LSAD
supported by Lean Defense Team
No Total Optimization No Flexibility
Quality Legal
Account
-ing
LSAD
16. Step4: Spill Over to Existing BU
Some more success attracted Existing BU
for Lean
Train them by Lean Startup Training
Expecting More New Business Creations
On Lean Manner At Many Existing BU’s
19. End of Presentation
Help us improving our program!
Join us by the bar where we offer a very
good Japanese Sake! ;-)
info@le-lab.jp
www.le-lab.jp
TAKASHI TSUTSUMI
MASATO IINO