In this session I’m showing a model that multinational organizations can use to foster the adoption of agile. This model is based on lean startup, understandig Agile initiatives from different countries as startups, it uses the validated learning cycles of every organization to create a validated learning knowledge base with the performed experiments of agile practices. This “”validated learning knowledge base”" is co-created by the members of the internal international Agile community.

1. Using Lean Startup thinking to
foster agile adoption in
multinational organizations
… and more.
Angel Diaz-Maroto
@adiazmarto
adiazmaroto@agilar.org

2. HELLO!
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4. What do I do for living?
IT Methodology specialist, Agile & Lean coach, Agile
& Lean champion, Agile & Lean consultant, Agile &
Lean Mentor, Agile & Lean big brother, A necessary
waste because there are some people whose job is to
generate waste…. other …
Let’s go Agile
being Lean!!

5. “Entrepreneurs are everywhere ... The concept of
entrepreneurship includes anyone who works within
my definition of a startup: a human institution
designed to create new products and services under
conditions of extreme uncertainty.”
Eric Ries
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6. I am an entrepreneur!
Running a Start-Up that hopefully can scale!!
*Please visit Lean Startup 4 Change (Jeff Anderson)
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7. ING RBI Agile Expert Group
Visit http://www.ing.com/
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8. BU’s Position regarding Agile
Curious
Not
interested
Want to
try
Already
tried and
failed
Scaling
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9. Developing lean entrepreneurship using
Lean Start-up principles

10. P1. Entrepreneurs are everywhere
We are a community of entrepreneurs.
Target Business Unit
Define
Inception value
Co-Create
value
Entrepreneurs
Spread value
locally
(BML cycle)
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11. P2. Entrepreneurship is management
Appoint entrepreneurs & entrepreneurial skills.
Seekers
People
Curious Providers
Trying to succeed with similar products in complex environments.
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12. P3. Validated learning
Validate frequently & share that learning.
Entrepreneur Business
Expert group Hypothesis
Unit to validate
“Leap”
Co-create Experiment
hypothesis assumptions
Experiment
Collaboration & support
Validated learning
knowledge base
Share
results Learn Measure
Engine
Validated Metrics
learning
Suggest
action
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13. P4. Build-Measure-Learn
Create a local BML gear & accelerate feedback loop
Experiment
Learn from Evaluate
people Assumptions
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14. P5. Innovation accounting
Analyze pulled cultural switches.
Hypothesis/
Assumption
Learn
Build
Pivot or Experiment
persevere
Pulled *Minimum Viable
cultural *MVI Implementation
switch
Don’t focus on
practices but in
pulling cultural
Measure switches.
behaviors
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15. A3 problem solving like experiment Sheet example
• BU: Spain
• Hypothesis
o Problem: Poor Quality on CRs Delivery, current quality initiatives in IT and PMO are not
leading to the expected results
o Target cause (*from root cause analysis): IT and PM are not working as a team to solve
quality issues
o Assumptions: kaizen events (pivoted) & retrospectives can help
• Experiment:
o Run retrospectives bi-weekly with PM+IT people, perform a retrospective workshop so
they can do it themselves.
• Start date:
o 10/10/2010 Duration: 2 months
• Validated Learning:
o PMs understand IT concerns such as stability on prioritization.
o Teams serf-organize for running retrospectives
o Top management got involved in retrospectives
• Pivot or Persevere
o Team 3 of 4 teams decide to keep performing PM+IT retrospectives
o PM+IT Teams agreed that should become multidisciplinary teams
o Teams agreed to help others performing retrospectives.
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17. Peer review
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18. Thanks!!
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