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Presentation held at Linköping Innovation week - vecka45.se - 2012-11-05. If you want to learn more drop me a mail [email protected]
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Knowit Technology Management
Lean Innovation and Knowledge Based Development - or, what would Albert say?
Pär Hammarström Senior Mgmt Consultant
Knowit Technology Management
Technology Management
“A business exist to create a customer.”
- Peter F Drucker
Technology Management Adapted from Larman & Vodde
Continuous
Improvement Respect for
people
Sustainable Success
Management applies and teaches lean thinking
Amplify Learning
Decide as late as possible
Flow/ Cadence
Set-based design
Skilled people
X-Team
Team Room & Visual Mgmt
Entrepeneurial Chief Engineer
Something different that has impact.
Technology Management
Technology Management
Product Development is Learning
Real World
Information Decision
Decision making rules
Mental Model
Feedback
Reflection
Technology Management
Technology Management
Observable data
I make Assumptions based on the
meanings I added
I draw Conclusions
I adopt Beliefs about the world
I take Actions based on my beliefs
The Reflexive Loop
(our beliefs affect what
data we select next time)
The Ladder of Inference
Chris Argyris
Technology Management
What do you believe that only you believe?
"Imagination is more important than knowledge."
Technology Management
Contextual environment
Enacted environment
Technology Management
A Different Perspective
Co-ordinating logic
Transparency
Knowledge transfer
Motivation
Perspective
Sven Hamrefors
• Autonomy – The desire to be self-
directed
• Mastery – The urge to get better –
in search of flow
• Purpose – The aspiration to
contribute to something bigger than ourselves
Technology Management
Intrinsic Motivation
Self Actualization
Belongingness
Survival
Reflecte
d e
xp
eriences
Pre
vio
us e
nactm
ent
Gemba - Go see
Present enactment
+ -
+
-
Perspectives
Conservative Constructive
Superstitious Novel
Technology Management
Directing Factors
Knowledge transfer
To create a better
everyday life for the many
people.
Connecting
People.
Transparency
Co-ordinating logic
Sensemaking, flow
A PC on every
desk running
MS sw
Create experiences
combining the magic
of sw with the power
of internet services
across a world of
devices
Intr
insic
Mo
tivati
on
Directing factors
Targeted Scanning
Scanning in
principle
Anarchistic
Scanning
Private
Scanning
None Enacted situation Contextual situation
Entrepeneurial Behavior
"The secret to creativity is knowing how to hide your sources."
Technology Management
Technology Management
A
B
Mindfuck
1, Line B is longer than line A
2, They are equally long
3, We don’t know
Technology Management
Mindfuck
1, Line A is in line with line C
2, Line B is in line with line C
3, We don’t know
A
B
C
Technology Management
Mindfuck
1, The mid circles are not equally big
2, The mid circles are equally big
3, We don’t know
Technology Management
“I Know That I Know Nothing”
Technology Management
What we know that we
know – Known Knowns
What we know that we don’t
know – Known Unknowns What we don’t know that we don’t
know – Unknown Unknowns
What we don’t know that we
know – Unknown Knowns
What Do We Know
Assumptions Complicated Technical systems Find the facts
Ignorance Complex Sociotechnical systems Trust that patterns will emerge
Waste The Tacit Dimension Personal ->Interpersonal through dialogue and visualizations
“Common sense is the collection of prejudices acquired by age eighteen.”
Technology Management
Technology Management
4 Mental Models of Innovation
Business as usual Let’s fire all the managers
80/20 Continuous innovation as the bottom line
Gary Hamel
Technology Management
Linear Model of Innovation
Basic Research -> Applied Research -> Development -> Diffusion
Basic Research -> Applied Research -> Development -> Production -> Marketing&Sales
Market needs-> Development -> Production -> Marketing&Sales
Technology Management
“Keeping the Innovators at the Gate”
"If we knew what it was we were doing, it would not be called research, would it?”
Technology Management
• Entrepeneurs are everywhere
– Product Roadmap -> Business Model
– Product Owner - > Entrepeneur
• Validated learning
– Backlog -> To learn list
– On site customer -> Get out of the building
– Demo -> Perserve or Pivot
Technology Management
The Lean Start-up
Build
Product
Measure
Data
Learn
Idea
Eric Ries
Technology Management
The Adoption Cycle
Geoffrey Moore
Re
lative
% c
usto
mers
Time
Innovators
”Tech entusiasts”
Early Adopters
”Visionaries”
Early Majority
”Pragmatists”
Late Majority
”Conservatists”
Laggards
”Skeptics”
Technology Management
Technology First – Needs Later
Donald Norman
Time
Transition point
where technology
satisfies basic
needs
Technology Dominates
Technology is ”good enough”
User Experience Dominates
(convenience, reliability, cost...)
Excess Technology
Most customers not
interested Required
Performance
Re
lative
% c
usto
mers
Technology
User Experience
Business
Technology Management
Feasible
Viable Desirable
X-Team
Tim Brown
Customer Insight Driven – Not Customer Driven F
igu
re o
ut
the
sto
ry
Te
ll a n
ew
sto
ry
Concretete
Abstract
Analysis Synthesis
Context Artifacts
Observe how a job is done Prototype and evolve a minimum
desirable, viable and feasible product
Insight
Ask why 5 times
Ideas
Describe the benefits
ABDUCTIVE THINKING
Technology Management
T-shaped People
Technology Management
Entrepreneurial Chief Engineer?
“It comes from saying no to 1,000 things to make sure
we don't get on the wrong track or try to do too much.”
- Steve Jobs
Build
Product
Measure
Data
Learn
Idea
Technology Management
What Do I need to Learn?
How can I measure that?
What do I need to build?
Experiment!
Assumption Feature MVP Validation Result
Technology Management
To Learn List
Problem/ Solution
Product/ Market
Scale
Technology/Antropology
Value Proposition Canvas
MVP Product
Crossing the chasm
“The only real valuable thing is intuition."
Technology Management
Technology Management
Continuous
Improvement Respect for
people
Sustainable Success
Managment applies and teaches lean thinking
Amplify Learning
Decide as late as possible
Flow/ Cadence
Set-based design
Skilled people
X-Team
Team Room & Visual Mgmt
Entrepeneurial Chief Engineer Focus on
the Jobs to solve
Define your Role in the value network Be Attentative
Get out of the office
Diversify your
Perspective
Design is not analysis
People, not process
T-shaped
Facilitate Dialogue
“I think and think for months and years. Ninety-nine times, the conclusion is false. The hundred´th time I am right.”
Technology Management
References and further reading