written, illustrated and performed by Claudio Perrone
EV OLV e
He wants to get things done
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
Victims Organization chart God
ORGANIZATIONs CANt BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE
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.
(YOU MAY ALSO CONSIDER THAT)
TO BETTER SERVE INDIVIDUALS AND INTERACTIONS.
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.
JOBS TO BE DONE 3
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
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:
No matter how hard we try, We are still wide open to disruption
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)
Finished or Experienced
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?
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
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
Next is now