You can’t predict the future, but you can shape it
How Skyscanner is using current and future reality trees from Theory of Constraints to grow
By Suzanne Morrison
Fpr more, visit https://medium.com/@skyscanner and https://www.skyscanner.net/mobile.html
Solving Problems with Theory of Constraints Current Reality Trees @ Lean Agil...Laz Allen
Skyscanner are developing internal lean/agile training courses; Laz and Suzanne would like to share the latest with the Lean Agile Edinburgh community.
In this course you'll learn some techniques from Goldratt's Theory of Constraints (TOC) that you can use to resolve problems. Find out how to use current reality trees (CRTs) to decide what to change and future reality trees (FRTs) to decide what to change to. We'll use real life Skyscanner examples and you'll get some hands on practise.
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Solving Problems with Theory of Constraints Current Reality Trees @ Lean Agil...Laz Allen
Skyscanner are developing internal lean/agile training courses; Laz and Suzanne would like to share the latest with the Lean Agile Edinburgh community.
In this course you'll learn some techniques from Goldratt's Theory of Constraints (TOC) that you can use to resolve problems. Find out how to use current reality trees (CRTs) to decide what to change and future reality trees (FRTs) to decide what to change to. We'll use real life Skyscanner examples and you'll get some hands on practise.
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Excellent presentation to increase the productivity / work culture in the organization and develop the attitude with full of commitment among the employees and higher officials.
Four ‘Magic’ Questions that Help Resolve Most Problems - Introduction to The ...Fiona Campbell
Most problems in business are from Values, Beliefs (inside world problems) Strategy, Environment (outside world problems) This presentation give you an introduction and examples of how to use NLP Meta Model questions to quickly identify where a problem lives.
When you know this communication is clearer and problems get solved quicker.
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
BA and Beyond 20 - Johan Merckx - Being a Conscious Business AnalystBA and Beyond
The ‘HOW’ of business analysis is probably even more important than the ‘WHAT’. While the ‘WHAT’ focuses on models, methods, techniques, and deliverables, the ‘HOW’ determines how much impact you can really have.
In this session, we explore the crucial mindset and soft skills required to connect with customers, end-users, stakeholders, partners, and technical people.
Because the quality of your intervention depends on the level of consciousness with which you connect with your environment.
As growing developers, we owe it to ourselves an organizations to stay on top of technology trends and tools. This talk is about how to suggest change in your organization without being too timid or too forward.
Self disrupt for growth by Skyscanner's Rebecca MooreSkyscanner
For the rest of the notes for this slideshow, read my full narrative over on our Skyscanner Growth blog at https://medium.com/@Skyscanner/self-disrupt-for-growth-aef8cf4e78da
Part 3: Applying scientific principles to sustainable Growth - By Ilana MuncktonSkyscanner
Growth = Marketing + Product
Applying scientific principles to sustainable Growth
For more, visit https://medium.com/@Skyscanner/growth-marketing-product-94d1e469dda5 or find out more about our #1 travel app https://www.skyscanner.net/mobile.html
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Excellent presentation to increase the productivity / work culture in the organization and develop the attitude with full of commitment among the employees and higher officials.
Four ‘Magic’ Questions that Help Resolve Most Problems - Introduction to The ...Fiona Campbell
Most problems in business are from Values, Beliefs (inside world problems) Strategy, Environment (outside world problems) This presentation give you an introduction and examples of how to use NLP Meta Model questions to quickly identify where a problem lives.
When you know this communication is clearer and problems get solved quicker.
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Creativity Inc. is an autobiography by Ed Catmull, co-founder of Pixar. This book is very helpful for us when we wants to build something meaningful that will outlast us. Be it advance manufacturing or new innovation in technology. It explains, what it takes to build and sustain a culture of excellence, one that embraces originality in its truest form. I highly recommend this book. It has applicable ideas, but more than anything it will broaden our view of why success in itself isn’t all that interesting; sustaining it is.
Key Learnings
>Eight mechanisms for new perspectives
>Honesty and Candour
>Change and Randomness
>Fear and Failure
>Starting Points
BA and Beyond 20 - Johan Merckx - Being a Conscious Business AnalystBA and Beyond
The ‘HOW’ of business analysis is probably even more important than the ‘WHAT’. While the ‘WHAT’ focuses on models, methods, techniques, and deliverables, the ‘HOW’ determines how much impact you can really have.
In this session, we explore the crucial mindset and soft skills required to connect with customers, end-users, stakeholders, partners, and technical people.
Because the quality of your intervention depends on the level of consciousness with which you connect with your environment.
As growing developers, we owe it to ourselves an organizations to stay on top of technology trends and tools. This talk is about how to suggest change in your organization without being too timid or too forward.
Self disrupt for growth by Skyscanner's Rebecca MooreSkyscanner
For the rest of the notes for this slideshow, read my full narrative over on our Skyscanner Growth blog at https://medium.com/@Skyscanner/self-disrupt-for-growth-aef8cf4e78da
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Growth = Marketing + Product
Applying scientific principles to sustainable Growth
For more, visit https://medium.com/@Skyscanner/growth-marketing-product-94d1e469dda5 or find out more about our #1 travel app https://www.skyscanner.net/mobile.html
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For more information visit https://medium.com/@Skyscanner/multi-channel-journeys-inside-growth-ddc2ff87af30 and https://www.skyscanner.net/mobile.html for a working example of our product in motion.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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4. Sustainability Implementation & Best Practices
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2. Introductions
Laz Allen Suzanne Morrison
https://www.linkedin.com/in/suzannem
@SuzanneMorrison
https://www.linkedin.com/in/lazallen
@LazAllen
Agile Coaches at Skyscanner
3. Learning Objectives
• Introduction TOC Thinking Processes
• How to find root causes using Current Reality Trees
• How to validate solutions using Future Reality Trees
• Examples, tips and lessons learned
4. “Any improvement is a change, but
not every change is an
improvement”
Eli Goldratt
5. 3 Questions
To solve a problem you need to ask 3 Questions
1. What to change?
2. What to change to?
3. How to change?
8. Undesirable Effects (UDEs)
An UDE is something that really exists, is negative on its own
merits and has direct and continuing effect on the goal.
9. Examples of UDEs
“Employee morale is low”
“Attrition is increasing”
“We’re not getting our
products in front of the
customer fast enough”
“Decreasing profit”
“We’re not hiring fast enough”
10. Exercise – Undesirable Effects (UDEs)
• In groups, read the description of the “Team from Hell”.
• Using the postit notes and sharpies, write down any
undesirable effects that you see.
• This is a brainstorm, so don’t analyse anything (yet)!
14. Exercise – Cause or Effect?
We’re going to revisit the “Team from Hell” example from earlier.
• For each postit note ask the question “What does this cause?”
• Put all the effects at the top and leave the causes underneath
16. Exercise – build the CRT
We’re now going to build a current reality tree…
1. Choose a facilitator for your group
2. Start from the UDEs and work your way down
3. Ask “why?” to help you
4. Use the postit notes you already have or add some new ones
5. Once you’ve built the tree, practice reading a branch from top to
bottom and from bottom to top.
23. Injections
“An injection is a new condition or action that does
not exist in the current reality. It is something you
must make happen in order for the future reality to
unfold the way you want it to”
27. Layers of Change
1. We don’t have a problem
2. I disagree with the problem
3. The problem is out of my control
4. Your solution is not going to work
5. If we do this, bad things to happen…
6. We can’t do it because of…
Current Reality
Trees can help to
overcome these
layers
Future Reality
Trees can help to
overcome these
layers
28. Thinking Processes References
The Eli Goldratt Business Novels
The Logical Thinking Process (H. William Dettmer)
Rolling Rocks Downhill (Clark Ching)
Online Guide to Implementing TOC
Useful blog on TOC and Lean
TOC TV – online videos teaching TOC topics
Nothing you ever do might make the slightest difference
Goldratt.com
30. Edinburgh • Glasgow • Singapore • Beijing • Miami • Barcelona • Shenzhen • Sofia •
Budapest
For all resources, go to:
bit.ly/skyscannertrees
Editor's Notes
TIMING GUIDELINE – 2 minutes
Intro to who we are / what we do
SCRIPT FOR “SIT DOWN IF YOU…”
Stand up
Sit down if you have never heard of the Theory of Constraints until you decided to come to this talk
Sit down if you have heard of the Theory of Constraints but don’t know anything about it
Sit down if you have read about Theory of Constraints but never applied it
Sit down if you know something about Current or Future Reality trees but have never built a tree before
Sit down if you have been using CRTs/FRTs for a year or less
For 2 years or less
For 3 years or less…
TIMING GUIDELINE – 1 minute
Talk through objectives
Mention that this is a practical workshop
Invite people to shout out questions or put their hand up – no need to wait until the end
TIMING GUIDELINE – <1 minute
Anyone know who this is?
In the words of Eli Goldratt, “Any improvement is change, but not every change is an improvement”. It’s easy to make a change and to make the assumption that that change will improve things. But often the change can make no difference at all, or it could make things worse.
In the rest of this course we’ll use Goldratt’s thinking processes
TIMING GUIDELINE – 2 minutes
To solve a problem you need to answer 3 questions:
Consider independently
1) What to change – talk about the difference between root causes and symptoms and how addressing symptoms can have a temporary affect but won’t get rid of the problem completely. Use an example like painkillers and toothache. Importance of finding the root cause – medical example jaundice/toothache
2) What to change to – talk about how making changes can make things better, but they could actually make no difference or have a detrimental effect on the overall system
How to change – it’s easy to come up with ideas for solutions, but they aren’t solutions until they are implemented. It’s important to carefully plan the execution of change and think about the sequence of events, obstacles that may be in the way and how to bring people with us on the journey.
TIMING GUIDELINE – 1 minute
Consider using the thinking process if you observe that frustrations are high – people are blaming one another, there are conflicts/tensions.
Ask the group if they’ve experienced this at any point in Skyscanner
Explain that TOC gives us a common language to use that helps us to avoid blame and personal conflict
TIMING GUIDELINE – 1 minutes
Explain what an UDE is and how it is pronounced.
Explain that UDES are not simply petty aggravations – they are prominent and negative. E.g. they are affecting the throughput in the system, or preventing you from reaching your goal.
Once you’ve listed your UDEs it is worth doing a check by asking a few questions:
(a) Is it real, or just your opinion?
(b) Is it actually negative? Do others in the organisation agree?
TIMING GUIDELINE - < 1min
A few examples – ask the audience if they can think of any, then read them out
TIMING GUIDELINE – 10 MINUTES
Ask people to brainstorm and write down what they think the undesirable effects are, without judging.
5 minutes – brainstorm
2 minutes – organise into themes / dedup
2 minutes - debrief
Debrief – ask each group to share some of their UDES (5 minutes)
They may possibly should out things that are intermediate effects, so use the opportunity to explain the difference between them and ask “what’s the impact of that”?
TIMING GUIDELINE – 4 minutes
Current Reality Tree (CRT) overview
Step through the structure of the CRT. Things to mention:
Similar to 5 Why’s but multiple UDEs
Work your way down by asking “Why?” / “What is causing this?”
Keep going till you get to the root cause
Think about sphere of influence / control – you could keep going until the creation of the universe, but that’s not going to help
You’re probably at the root cause when you’ve reached the boundary of your sphere of influence
Mention the “AND” Symbology
TIMING GUIDELINE = 3 minutes
Walk through example
https://realtimeboard.com/app/board/o9J_k0J5f1w=/
TIMING GUIDELINE = 4 minutes
TIMING GUIDELINE – 10 MINUTES
If you can answer the question – what does this cause
Explain the difference between cause or effect
Give everyone around 10 minutes to sort out the causes and effects
Debrief – ask each group to share their effects
TIMING GUIDELINE – 15 MINUTES
Explain how to build the tree. Ensure there is a facilitator for each group
Wander round and help people built the tree
Debrief – ask people to shout out the root causes
TIMING GUIDELINE – 3 MINUTES
Explain that these are a couple of real examples from Skyscanner
Using postits – finding the root causes of the UDEs related to the OKR process
Using a drawing tool – finding the root causes of why certain objectives hadn’t been achieved
Mention that the tree can be created with postits and a whiteboard, or using a tool such as RealTimeBoards
Give some tips for facilitating a tree building session e.g.
ensure that you have all the people who actually know about the problem (don’t try to guess the causes)
Pros and cons of small v large groups
Be sensitive about the language used – people will sometimes feel that they are being blamed, or feel responsible
https://skyspace.sharepoint.com/sites/pmo/PMO/Skyscanner%20University%20Training/TOCCurrentFutureRealityTrees/LeanAgileScotland2017/OKRNarrative.docx?web=1
TIMING GUIDELINE - < 3 MINUTE
TIMING GUIDELINE = 5 MINUTES
It’s clear that organisations are complex systems – and the Lean Agile Scotland audience is no stranger to Cynefin, so we thought it would be interesting to think about how these two models work together. Here is our take, We need to acknowledge the inherent complexity to that end we need to use CRTs in a certain way. We need to involve people who are actually involved in what is going on, that begins to constitute probing but we need to go further; we need to do these fast and then run experiment in the organisation, using the CRT as a visual model of our current understanding.
TIMING = 1 min
TIMING GUIDELINE – 5 minutes
Future Reality Tree (FRT) overview
Step through the structure of the FRT. Things to mention:
Take the UDEs and turn them into DEs by making them positive
Line up the root causes and create possible solutions (injections)
Wire from the bottom up
ASK THE ROOM – what could you inject to address the root causes of the CRT you built earlier.
TIMING = 2 min
Brief explanation of negative branch reservation e.g. how to find negative branches and how to trim them.
ASK THE ROOM – what negative branches can you think of from your previous injection
TIMING GUIDELINE = 2 minutes
How CRTs and FRTs can help you through these reactions and concerns