Evolve & Disrupt

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  • written, illustrated and performed by Claudio Perrone

    agilesensei.com a3thinker.com


    EV OLV e

    UPT &

  • This

  • Is jim

  • He wants to get things done

  • Grow

  • Be part of an high-performance team

  • He dreams of changing the world

  • BUT ITS Just A dream

  • His company went through many reorganizations, only to stay the same

    Organization chart Blame flow

    Rule makers



    Victims Organization chart God




  • JIM IS THE victim of A system HE cannot defeat

  • LIKE MANY OTHERS, HE learns nothing that matters, and nothing changes.

  • all is left is a desolate, lifeless place, with seemingly little to offer humans.

  • But What if an alien technology

    could change it?




  • And we are reducing that timeline by removing the non-value-added wastes. --- Taiichi Ohno, 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.

  • but thats only part of the story

  • In lean, managers are servant leaders.

    Value Stream (from concept to cash)

  • -- Claudio Perrone

    Its not what you do but rather what you learn by doing it that matters.

  • My (validated) Hypothesis: By bringing learning streams to the surface, companies reward the real heroes

    Value Stream (from concept to cash)

    Learning Stream(s) (from question to knowledge base)

  • WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS

  • --- Jurgen Appelo

    Management is too important to leave to the managers. Management is everyones job.



    In lean, we co-design and continuously improve processes and tools

  • Lean Thinkers capture their understanding of a problem (typically) ON A (A3-format) sheet OF PAPER.

    Why are we talking about it?

    Where do things stand today?

    What should be happening?

    What would be a step in the right direction?

    What causes prevent us from reaching our target condition?

  • Once the nature of the problem is clear, they take steps to move towards the target condition systematically.

    What countermeasures should neutralize the


    What steps are required to implement the selected

    countermeasures? How will you know if the countermeasures work?

    Based on the results, whats next?

  • Lean Problem solvers act like AN investigator at a crime scene

  • Traditionally, a mentor would challenge a problem solvers line of thought with quick coaching cycles

    What do you mean by it? (Clarity) Is it always the case? (Assumptions) How do you know? (Evidence) What are you implying by that? (Implications) Would that necessarily happen? (consequences) Do anyone see it another way? (Alternative Point of views)

  • A3 thinking is not about problem solving

    its about creating problem solvers.

  • Without guidance Its all too easy to develop shallow A3 reports.

    and Good mentors are rarer than plutonium.

  • So, with the motto: Toyota supplier in 2 years or less

  • I released a family of thinking tools


  • to help you change the world. one problem at a time.


  • Arguably, an A3 report surfaces a learning stream around a problem

  • What other Learning streams

    can we seek to surface?




  • A while ago, I worked with a team who had not deployed in months

  • We worked together and evolved using the kanban method

  • But the real secret was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments

  • Problems & observations Options Possible experiments Committed Ongoing Review Next

    a powerful learning stream that I defined and captured on a parallel Popcorn board

  • It starts with Problems & Observations...

  • ...which I use to elicit options.

  • Promising options lead to a backlog of possible experiments.

  • experiments that we Commit to pursue have an action, reason, expectation and Review date.

  • At Each retrospective, we ask exactly these questions:

  • Some people fear failure

    Gap = Frustration



  • but we only really fail when we limit our opportunities to learn

    Gap = Frustration




  • Its Not fail fast, fail often...

    Its Learn fast, learn often.

  • Right from the beginning, I knew this was different.

  • ... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day

  • and then it spread. Popcorn boards started to appear to other parts of the organization.

  • Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization...

    ... How far would you go?

  • One more thing

  • Dublin, November 16th 2014. a popcorn board enters our sitting room

  • ... At kids level.

  • Popcornflow for families is born.



  • How do you create customer value?

    Through the development of people

    Attend to folks needs

    Listen to the Voice of the Customer

    Get out of the building

    Just do it

    Growth hack it

  • Operational excellence is not enough


    12 min

    16.5 min


    5.5 min 0.5 min 1.0 min 5.0 min

    2.0 min 0.5 min 2.0 min

    Value Adding Time (VAT)

    Non VAT Proc. Lead Time::

    Total Cycle Time:

    Proc. Efficiency:

  • No matter how hard we try, We are still wide open to disruption



    better quality

    (incrementally) innovative


    Different Competition

  • the Traditional approaches are not that effective

  • we have one fundamental assumption

    Customers dont know what they want!

  • What causes people to buy?

  • They hire a product or service to get the job done.

    Prof Clayton Christensen

    People encounter situations that drive the need to accomplish a job.

    The job not the customer is the fundamental unit of analysis.

  • Pull of the new solution

    4 forces affect purchasing decisions

    Push of the situation

    Drive FORWARD New way

    Habit of the present

    Anxiety of the new choice

    Hold back Business as usual

    Based on the work Of the re-wired group



  • Forces evolve over time Based on the work

    Of the re-wired group (jobstobedone.org)


    First Thought

    Passive Looking

    Active Looking


    Consuming Satisfaction

    Finished or Experienced

    Event #1

    Event #2



  • Bob Moesta The Re-Wired Group

    We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.

  • How do we capture it?

    First Thought

    Active Looking Deciding



    Event #1 Event #2 Finished or Experienced

    Satisfaction Passive Looking

    Climax (and Hook)

    Moment of struggle

    Time bomb Inciting


    Resolution Documentary: The Switch

  • Anthony Ulwick Strategyn

    Before you can determine what solutions theyll want, figure out: What jobs customers want to get

    done What metrics they use to define

    the successful execution of a job

    Can we go even further?

  • Anatomy of a story

    As a mobile user, I want a longer antenna so that I can have a better reception

    I want to minimise the likelihood that the conversation drops

    Context, situation, job, or job step

    Outcome, need, or measure of improvement

    Warning: early assumptions


    When Im calling a friend

    User story

    Job story/outcome

  • Job Stories Selected Options Product Backlog (User stories) 2

    Once you have jobs stories (problem space), you can easily get to user stories (solution space)

  • Are you competing like any other product in a pharmacy shelf?

  • Disrupt or die

  • Final Thoughts

  • Claudio Perrone

    claudio@agilesensei.com www.agilesensei.com

    @agilesensei www.a3thinker.com

    Next is now