B. den Haak. How to make OKRs Lean AgainAgile Lietuva
OKRs are a goal-setting, strategy execution tool that involves setting ambitious goals that lead to measurable results. The thing is, over the years, OKRs have gotten too complicated - they need to be put on a diet - and that’s where Lean OKRs step in. They are hyper-focused on one single OKR to rule all others. Often, OKRs are not set up for success and thus tossed aside.
There are four (and a half) common reasons why your OKRs aren’t working. Among them, the importance of finding a rhythm for making OKRs part of your way of working, leading teams with trust, and getting the foundation in place so teams aren’t running before they learn how to walk.
All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc.
In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.
B. den Haak. How to make OKRs Lean AgainAgile Lietuva
OKRs are a goal-setting, strategy execution tool that involves setting ambitious goals that lead to measurable results. The thing is, over the years, OKRs have gotten too complicated - they need to be put on a diet - and that’s where Lean OKRs step in. They are hyper-focused on one single OKR to rule all others. Often, OKRs are not set up for success and thus tossed aside.
There are four (and a half) common reasons why your OKRs aren’t working. Among them, the importance of finding a rhythm for making OKRs part of your way of working, leading teams with trust, and getting the foundation in place so teams aren’t running before they learn how to walk.
All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc.
In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, IDEO studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully.
The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders.
A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team.
Download the additional resources that are available for this presentation at https://info.adaptivex.ca/innovation-toolkit
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
A3 reports are known as a way to capture problem-solving activities following the PDCA (Plan-Do-Check-Act) cycle and also to focus problem-solvers’ thinking, helping them understand the problem deeply and uncover hidden root causes leading to effective countermeasures. This session demonstrates the potential of A3 Thinking as an evolutionary improvement method in organizations that can complement existing process and improvement methodologies, such as Agile, Kanban or ITIL.
The session contains a story of a “data centre crisis” in a software company, when multiple departments, each using different processes and improvement methods, came to work together to learn deeply about their common problem, address its root causes, drastically reduce the downtime and lock in lasting improvements. The story is used to reinforce several key aspects of A3 Thinking, to demonstrate its evolutionary nature, and to explore its relations to organizational complexity. The story also has a number of stopping points, highlighting several key coaching behaviours important to Lean/Kanban change agents, including: the non-judgmental attitude, avoiding resistance to change, working with the existing culture, validated learning, and the ability to lead improvements with safe-to-fail experimentation.
Deciding to adopt an agile way of working is great! Being precious about the agile framework you decide to use is not. For one reason or another, since adopting agile, we’ve become a community of obsessive practitioners who seem unable to take a pragmatic approach to making project or process decisions.
Never has such a sense of entitlement been seen in project teams than in those who have recently converted to agile. 'Agile experts' have constantly told teams that to get any value, you take an all or nothing approach towards implementation. Belittling all previous process ideas, agile culture can sometimes be toxic and can turn the development team against the business if not properly facilitated.
In this session, we’ll explore how an agile transition is never an overnight job and that to succeed in any type of project delivery, pragmatism is still a vital ingredient. Having a vision to be better with agile is crucial, but so is an understanding that it will take time, it will be disruptive, and it should be pragmatic.
A Great Idea Isn't Enough for Successful Change - FinalKaiNexus
Presented by Mark Jaben, M.D., author of the book "Free the Brain"
Maybe you had expected more. Maybe it went ok, but you’d like it to go smoother. Maybe its gone well and you want to understand about how that happened for next time. Maybe you’d like change to be less of a hassle.
If so, this webinar is for you.
As a result of this webinar, you will understand:
Change is a verb, not a noun
The fundamental unit of change
Why your belief about what’s going on is not the result of what you think.
Why conflict is what you should expect and what you actually need for successful change
The choice to resist or engage is not an analytical one, so why approach it that way.
We are not wired to resist; we are wired to succeed.
An ideal change must work AND be workable; judging each uses different functions in the brain.
Everything You Need to Know About Strategy Deployment (Lean Methods)KaiNexus
A webinar hosted by KaiNexus and presented by Mark Graban.
In this webinar, you will learn:
How organizations use Strategy Deployment (or Hoshin Planning) to create alignment and focus
The iterative PDSA-based cycles of this management approach
Four key hypotheses that senior leaders make during the annual cycles and ongoing reviews
How KaiNexus can support these methods to better create alignment and give better visibility around goals, actions, and progress
Velocity is one of the most commonly used – and abused – agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity, or a holistic view.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
A presentation focusing on the core ideas of Scrum and elaborating them. Also some thought on transitioning to Scrum. More about the principles and why it works, rather than what needs to be done.
Avoiding Common Pitfalls in the DMAIC MethodologyKaiNexus
View recording: https://info.kainexus.com/improvement-disciplines/six-sigma/dmaic/common-pitfalls-in-the-dmaic/webinar/signup
How to Avoid Common Pitfalls in the DMAIC Methodology
August 11 from 1:00 - 2:00 pm EDT
Presented by Simon De Castro, MS
In this webinar, you will:
Understand common pitfalls that can happen in the implementation of a DMAIC project
Listen to examples of some of these mistakes
Learn about what to do to avoid these problems
Simon De Castro is a Lean Six Sigma Black Belt with Texas Health Resources. He is also certified as a coach and as a Change Management Practitioner.
He has more than 25 years of experience, 17 of them working in Lean Six Sigma managerial roles in companies like Sara Lee, Johnson & Johnson, and since 2017, at Texas Health Resources, where he has worked on the design, implementation, and maintenance of KaiNexus.
In his continuous improvement journey, Simon has accumulated a great deal of experience in the design and delivery of Lean Six Sigma content and has coached more than 300 yellow and green belt projects to successful completion.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, IDEO studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully.
The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders.
A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team.
Download the additional resources that are available for this presentation at https://info.adaptivex.ca/innovation-toolkit
A3 THINKING FOR SOLVING COMPLEX PROBLEMS AND EVOLUTIONARY CHANGE (ALEXEI ZHEG...Lean Kanban Central Europe
A3 reports are known as a way to capture problem-solving activities following the PDCA (Plan-Do-Check-Act) cycle and also to focus problem-solvers’ thinking, helping them understand the problem deeply and uncover hidden root causes leading to effective countermeasures. This session demonstrates the potential of A3 Thinking as an evolutionary improvement method in organizations that can complement existing process and improvement methodologies, such as Agile, Kanban or ITIL.
The session contains a story of a “data centre crisis” in a software company, when multiple departments, each using different processes and improvement methods, came to work together to learn deeply about their common problem, address its root causes, drastically reduce the downtime and lock in lasting improvements. The story is used to reinforce several key aspects of A3 Thinking, to demonstrate its evolutionary nature, and to explore its relations to organizational complexity. The story also has a number of stopping points, highlighting several key coaching behaviours important to Lean/Kanban change agents, including: the non-judgmental attitude, avoiding resistance to change, working with the existing culture, validated learning, and the ability to lead improvements with safe-to-fail experimentation.
Deciding to adopt an agile way of working is great! Being precious about the agile framework you decide to use is not. For one reason or another, since adopting agile, we’ve become a community of obsessive practitioners who seem unable to take a pragmatic approach to making project or process decisions.
Never has such a sense of entitlement been seen in project teams than in those who have recently converted to agile. 'Agile experts' have constantly told teams that to get any value, you take an all or nothing approach towards implementation. Belittling all previous process ideas, agile culture can sometimes be toxic and can turn the development team against the business if not properly facilitated.
In this session, we’ll explore how an agile transition is never an overnight job and that to succeed in any type of project delivery, pragmatism is still a vital ingredient. Having a vision to be better with agile is crucial, but so is an understanding that it will take time, it will be disruptive, and it should be pragmatic.
A Great Idea Isn't Enough for Successful Change - FinalKaiNexus
Presented by Mark Jaben, M.D., author of the book "Free the Brain"
Maybe you had expected more. Maybe it went ok, but you’d like it to go smoother. Maybe its gone well and you want to understand about how that happened for next time. Maybe you’d like change to be less of a hassle.
If so, this webinar is for you.
As a result of this webinar, you will understand:
Change is a verb, not a noun
The fundamental unit of change
Why your belief about what’s going on is not the result of what you think.
Why conflict is what you should expect and what you actually need for successful change
The choice to resist or engage is not an analytical one, so why approach it that way.
We are not wired to resist; we are wired to succeed.
An ideal change must work AND be workable; judging each uses different functions in the brain.
Everything You Need to Know About Strategy Deployment (Lean Methods)KaiNexus
A webinar hosted by KaiNexus and presented by Mark Graban.
In this webinar, you will learn:
How organizations use Strategy Deployment (or Hoshin Planning) to create alignment and focus
The iterative PDSA-based cycles of this management approach
Four key hypotheses that senior leaders make during the annual cycles and ongoing reviews
How KaiNexus can support these methods to better create alignment and give better visibility around goals, actions, and progress
Velocity is one of the most commonly used – and abused – agile team metrics. Teams (and their stakeholders) often focus on “improving velocity” without either a proper consideration for root causes that impact velocity, or a holistic view.
Join Andy in an interactive discussion that explores how we can remove the perverse incentives and provide healthier ways for teams to gain meaningful insights on the outcomes of their experiments.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
A presentation focusing on the core ideas of Scrum and elaborating them. Also some thought on transitioning to Scrum. More about the principles and why it works, rather than what needs to be done.
Avoiding Common Pitfalls in the DMAIC MethodologyKaiNexus
View recording: https://info.kainexus.com/improvement-disciplines/six-sigma/dmaic/common-pitfalls-in-the-dmaic/webinar/signup
How to Avoid Common Pitfalls in the DMAIC Methodology
August 11 from 1:00 - 2:00 pm EDT
Presented by Simon De Castro, MS
In this webinar, you will:
Understand common pitfalls that can happen in the implementation of a DMAIC project
Listen to examples of some of these mistakes
Learn about what to do to avoid these problems
Simon De Castro is a Lean Six Sigma Black Belt with Texas Health Resources. He is also certified as a coach and as a Change Management Practitioner.
He has more than 25 years of experience, 17 of them working in Lean Six Sigma managerial roles in companies like Sara Lee, Johnson & Johnson, and since 2017, at Texas Health Resources, where he has worked on the design, implementation, and maintenance of KaiNexus.
In his continuous improvement journey, Simon has accumulated a great deal of experience in the design and delivery of Lean Six Sigma content and has coached more than 300 yellow and green belt projects to successful completion.
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
A portable kata storyboard.
At the end of the 2016 Kata Summit, Brad Frank, Julie Simmons and Mike Rother asked a simple question:
What are you striving to achieve and where are you now?
They encouraged each of us to write this down and take action, determine your obstacles and PDCA your way to overcoming them. Here’s a portable Storyboard and some documents that may help you get started.
Kata, kata, kata…
Beth
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
The PDCA Cycle is a framework for problem solving, continuous improvement and change. It is widely recognized as the basis of continually improving the quality of processes, products, and services. It is an easy to remember four logical sequence steps: Plan, Do, Check and Act.
These are the presentations from the first Midwest Kata Practitioners Day held in Appleton, WI on Jan. 2 2017. Great examples from companies implementing Toyota Kata.
Scrum Sprint Cycle can be viewed as set of several PDCA cycles, one of witch is the Retrospective.
Explaining the why's and how's of the retrospectives will lead us to more effective continuous improvement cycles.
-------------------
About Inês Santos
Inês Santos is currently the Agile Coach of Farfetch Mobile and Core Clusters.
In the past 5 years she has only worked with agile methodologies using different approaches and learning not only from what she reads, but also from what the teams have taught her.
She is CSM certified and an Agile & Scrum enthusiast who loves to discuss agile software development and improvements to the team daily work. She has a passion on retrospectives.
To get better at scientific thinking begin with these Starter Kata, and build on them once you master their patterns. Instructions for each Starter Kata (and much more) are in the 'Toyota Kata Practice Guide.' Download and use these PowerPoint slides if you like.
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.