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Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth. Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans. But it doesn't have to end this way. In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
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written, illustrated and performed by
Claudio Perrone
agilesensei.com a3thinker.com
Terraforming
Organisations
Journey of a Lean changer
@agilesensei
“the company went through many reorganizations, only to stay the same”
Organization chart Blame flow
Rule makers
Controllers
Enforcers
Victims Organization chart God
Losers
organizations can’t be “agile” if only the development teams are doing Agile
SMs
Typical “Agile” Enterprise
And we are reducing that timeline by removing the non-value-added wastes. -‐-‐-‐ TaiichiOhno, Founder of TPS
“ All we are doing is looking at the timeline from the moment the customer gives us an order to the point we can collect the cash.
---W. Edwards Deming
“ 95% of variation in worker’s performance is governed by the systems.
W. Edwards deming believed that…
“At Toyota, improving and managing are one and the same”
Normal daily management
+ improvement
Traditional thinking:
Normal daily management
= Process improvement
Toyota’s thinking:
…PROCESSES AND TOOLS TO BETTER SERVE
INDIVIDUALS AND INTERACTIONS.
It took me many years to finally realize that, in lean, we co-design and continuously improve…
-‐-‐-‐ Jurgen Appelo
“ Management is too important to leave to the managers. Management is everyone’s job.
(YOU MAY ALSO CONSIDER THAT…)
UNFORTUNATELY, It’s all too easy to develop shallow A3 reports.
… and Good mentors are rarer than plutonium.
But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…
Problems & observations Options Possible experiments Committed Ongoing Review doNe
… a powerful learning stream that I defined and captured on a parallel “Popcorn board”
…but we only really “fail” when we limit our opportunities to learn
Gap = Frustration
Reality
Expectation
Learning
... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization...
... How far would you go?