Evolve & Disrupt

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<ul><li><p>written, illustrated and performed by Claudio Perrone </p><p>agilesensei.com a3thinker.com </p><p>@agilesensei </p><p>EV OLV e</p><p>UPT &amp; </p></li><li><p>This </p></li><li><p> Is jim </p></li><li><p>He wants to get things done </p></li><li><p>Grow </p></li><li><p>Be part of an high-performance team </p></li><li><p>He dreams of changing the world </p></li><li><p>BUT ITS Just A dream </p></li><li><p>His company went through many reorganizations, only to stay the same </p><p>Organization chart Blame flow </p><p>Rule makers </p><p>Controllers </p><p>Enforcers </p><p>Victims Organization chart God </p><p>Losers </p></li><li><p>ORGANIZATIONs CANt BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE </p><p>SMs </p></li><li><p>JIM IS THE victim of A system HE cannot defeat </p></li><li><p>LIKE MANY OTHERS, HE learns nothing that matters, and nothing changes. </p></li><li><p>all is left is a desolate, lifeless place, with seemingly little to offer humans. </p></li><li><p>But What if an alien technology </p><p>could change it? </p></li><li><p>LEAN MANAGEMENT </p><p>1 </p><p>@agilesensei </p></li><li><p>And we are reducing that timeline by removing the non-value-added wastes. --- Taiichi Ohno, Founder of TPS </p><p> 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. </p></li><li><p>but thats only part of the story </p></li><li><p>In lean, managers are servant leaders. </p><p>Value Stream (from concept to cash) </p></li><li><p> -- Claudio Perrone </p><p>Its not what you do but rather what you learn by doing it that matters. </p></li><li><p>My (validated) Hypothesis: By bringing learning streams to the surface, companies reward the real heroes </p><p>Value Stream (from concept to cash) </p><p>Learning Stream(s) (from question to knowledge base) </p></li><li><p>WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS </p></li><li><p>--- Jurgen Appelo </p><p> Management is too important to leave to the managers. Management is everyones job. </p><p>(YOU MAY ALSO CONSIDER THAT) </p></li><li><p>TO BETTER SERVE INDIVIDUALS AND INTERACTIONS. </p><p>In lean, we co-design and continuously improve processes and tools </p></li><li><p>Lean Thinkers capture their understanding of a problem (typically) ON A (A3-format) sheet OF PAPER. </p><p>Why are we talking about it? </p><p>Where do things stand today? </p><p>What should be happening? </p><p>What would be a step in the right direction? </p><p>What causes prevent us from reaching our target condition? </p></li><li><p>Once the nature of the problem is clear, they take steps to move towards the target condition systematically. </p><p>What countermeasures should neutralize the </p><p>causes? </p><p>What steps are required to implement the selected </p><p>countermeasures? How will you know if the countermeasures work? </p><p>Based on the results, whats next? </p></li><li><p>Lean Problem solvers act like AN investigator at a crime scene </p></li><li><p>Traditionally, a mentor would challenge a problem solvers line of thought with quick coaching cycles </p><p>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) </p></li><li><p>A3 thinking is not about problem solving </p><p> its about creating problem solvers. </p></li><li><p>Without guidance Its all too easy to develop shallow A3 reports. </p><p> and Good mentors are rarer than plutonium. </p></li><li><p>So, with the motto: Toyota supplier in 2 years or less </p></li><li><p> I released a family of thinking tools </p><p>www.a3thinker.com </p></li><li><p>to help you change the world. one problem at a time. </p><p>www.a3thinker.com/deck </p></li><li><p>Arguably, an A3 report surfaces a learning stream around a problem </p></li><li><p>What other Learning streams </p><p>can we seek to surface? </p></li><li><p>POPCORN FLOW </p><p>2 </p><p>@agilesensei </p></li><li><p>A while ago, I worked with a team who had not deployed in months </p></li><li><p>We worked together and evolved using the kanban method </p></li><li><p>But the real secret was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments </p></li><li><p>Problems &amp; observations Options Possible experiments Committed Ongoing Review Next </p><p> a powerful learning stream that I defined and captured on a parallel Popcorn board </p></li><li><p>It starts with Problems &amp; Observations... </p></li><li><p>...which I use to elicit options. </p></li><li><p>Promising options lead to a backlog of possible experiments. </p></li><li><p>experiments that we Commit to pursue have an action, reason, expectation and Review date. </p></li><li><p>At Each retrospective, we ask exactly these questions: </p></li><li><p>Some people fear failure </p><p>Gap = Frustration </p><p>Reality </p><p>Expectation </p></li><li><p>but we only really fail when we limit our opportunities to learn </p><p>Gap = Frustration </p><p>Reality </p><p>Expectation </p><p>Learning </p></li><li><p>Its Not fail fast, fail often... </p><p> Its Learn fast, learn often. </p></li><li><p>Right from the beginning, I knew this was different. </p></li><li><p>... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day </p></li><li><p>and then it spread. Popcorn boards started to appear to other parts of the organization. </p></li><li><p>Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization... </p><p>... How far would you go? </p></li><li><p>One more thing </p></li><li><p>Dublin, November 16th 2014. a popcorn board enters our sitting room </p></li><li><p>... At kids level. </p></li><li><p>Popcornflow for families is born. </p></li><li><p>JOBS TO BE DONE 3 </p><p>@agilesensei </p></li><li><p>How do you create customer value? </p><p>Through the development of people </p><p>Attend to folks needs </p><p>Listen to the Voice of the Customer </p><p>Get out of the building </p><p>Just do it </p><p>Growth hack it </p></li><li><p>Operational excellence is not enough </p><p>Customer </p><p>12 min </p><p>16.5 min </p><p>73% </p><p>5.5 min 0.5 min 1.0 min 5.0 min </p><p>2.0 min 0.5 min 2.0 min </p><p>Value Adding Time (VAT) </p><p>Non VAT Proc. Lead Time:: </p><p>Total Cycle Time: </p><p>Proc. Efficiency: </p></li><li><p>No matter how hard we try, We are still wide open to disruption </p><p>faster </p><p>cheaper </p><p>better quality </p><p>(incrementally) innovative </p><p>Customer </p><p>Different Competition </p></li><li><p>the Traditional approaches are not that effective </p></li><li><p>we have one fundamental assumption </p><p>Customers dont know what they want! </p></li><li><p>What causes people to buy? </p></li><li><p>They hire a product or service to get the job done. </p><p>Prof Clayton Christensen </p><p>People encounter situations that drive the need to accomplish a job. </p><p>The job not the customer is the fundamental unit of analysis. </p></li><li><p>Pull of the new solution </p><p>4 forces affect purchasing decisions </p><p>Push of the situation </p><p>Drive FORWARD New way </p><p>Habit of the present </p><p>Anxiety of the new choice </p><p>Hold back Business as usual </p><p>Based on the work Of the re-wired group </p><p>(jobstobedone.org) </p><p>#JTBD </p></li><li><p>Forces evolve over time Based on the work </p><p>Of the re-wired group (jobstobedone.org) </p><p>#JTBD </p><p>First Thought </p><p>Passive Looking </p><p>Active Looking </p><p>Deciding </p><p>Consuming Satisfaction </p><p>Finished or Experienced </p><p>Event #1 </p><p>Event #2 </p><p>Buying </p><p>Or </p></li><li><p>Bob Moesta The Re-Wired Group </p><p>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. </p></li><li><p>How do we capture it? </p><p>First Thought </p><p>Active Looking Deciding </p><p>Buying </p><p>Consuming </p><p>Event #1 Event #2 Finished or Experienced </p><p>Satisfaction Passive Looking </p><p>Climax (and Hook) </p><p>Moment of struggle </p><p>Time bomb Inciting </p><p>incident </p><p>Resolution Documentary: The Switch </p></li><li><p>Anthony Ulwick Strategyn </p><p>Before you can determine what solutions theyll want, figure out: What jobs customers want to get </p><p>done What metrics they use to define </p><p>the successful execution of a job </p><p>Can we go even further? </p></li><li><p>Anatomy of a story </p><p>As a mobile user, I want a longer antenna so that I can have a better reception </p><p>I want to minimise the likelihood that the conversation drops </p><p>Context, situation, job, or job step </p><p>Outcome, need, or measure of improvement </p><p>Warning: early assumptions </p><p>V.S. </p><p>When Im calling a friend </p><p>User story </p><p>Job story/outcome </p></li><li><p>Job Stories Selected Options Product Backlog (User stories) 2 </p><p>Once you have jobs stories (problem space), you can easily get to user stories (solution space) </p></li><li><p>Are you competing like any other product in a pharmacy shelf? </p></li><li><p>Disrupt or die </p></li><li><p>Final Thoughts </p></li><li><p>Claudio Perrone </p><p>claudio@agilesensei.com www.agilesensei.com </p><p>@agilesensei www.a3thinker.com </p><p>Next is now </p></li></ul>