lean innovation - amazon web services
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Lean Innovation with Kanban
Patrick Steyaert
Lean Kanban Benelux, Nov 2015
© Patrick Steyaert, 2015 1
Innovation
© Patrick Steyaert, 2015 2
Ideology
© Patrick Steyaert, 2015 3
A vision or set of ideas that is considered the "norm”
Un-lean innovation
4
Episodic change Silo innovation
Work Work Work Work
idea
© Patrick Steyaert, 2015
Pragmatism
© Patrick Steyaert, 2015 5
No idea should ever become an ideology
Lean innovation
© Patrick Steyaert, 2015 6
Rebounding from change
Responding to change
Anticipating change
Initiating change
A talent that can be developed
Discovery canvas
© Patrick Steyaert, 2015 7
© Patrick Steyaert, 2015
Example – Content management
8
Declining desktop users
Enterprise content mgmt
Large local organizations
Large local organizations
© Patrick Steyaert, 2015
Example – Change programme
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Slow adoption Community of
practice
Large programme Small
programmes
Experience sharing
Digital
Scrumban
Training
© Patrick Steyaert, 2015
Gaps
10
1. A flow problem here
2. Can be caused here
3. Requiring more attention here
Execution
© Patrick Steyaert, 2015 11
Inbound
Outbound
Understanding what to execute
Actual execution
End-to-end flow
© Patrick Steyaert, 2015 12
Inbound
Outbound
Ensure sufficient options
Deal with bottlenecks
Kanban
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Inbound Outbound
Need Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start
Upstream kanban Options
Downstream kanban Commitments
Inbound
Outbound
Minimum limits to ensure that
sufficient options are available
>5 >8
Maximum limits to ensure that we are not exercising too many options at the
same time
5 4 6
Rapid learning loops
© Patrick Steyaert, 2015 14
DO
CHECK
ADJUST
PLAN
The scientific method
Hypothesis
Experiment
Results
Model
Hypothesis We believe that <doing this> Will achieve <this outcome> We will know we are successful when we see <this signal or result>
Fast decision cycles
© Patrick Steyaert, 2015 15
The O-O-D-A loop
ORIENT
DECIDE
ACT
OBSERVE
Observation and learning
© Patrick Steyaert, 2015 16
Decision making Hypothesis Experimentation
Observe Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Observation kanban O-‐O-‐D-‐A
Experiment kanban PDCA
Experiments Observations (decisions to be
made)
5 4 6 5 5 6 8 8
Limits to ensure fast decision
cycles
Limit experiments in progress
Hypothesis
Weak signals
© Patrick Steyaert, 2015 17
Every movie the company makes starts out "ugly”; ill-‐defined ideas need protection the most, lest they die too young. -‐ Pixar president Ed Catmull
We think we see ourselves and the world as they really are, but we're actually missing a
whole lot. -‐ Christopher Chabris and Daniel Simons
Ugly ducklings &
(invisible) gorillas
Attending to weak signals
© Patrick Steyaert, 2015 18
Unfit Seeking fit Fit/lock-‐in
Ugly babies
(Invisible) gorillas
framing
formation
Glue that does not stick
Solutions looking for a problem
Two-‐tone
painted cars
Glue on a board
Post-‐it™
Problems looking for a solution
Scotch® tape
© Patrick Steyaert, 2015
Decision making Hypothesis Experimentation Observe Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Unfit Seeking fit Fit/lock-‐in
Ugly babies
(Invisible) gorillas (Trans-‐) formation
Inbound Outbound
Need Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start
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Innovation – A talent that can be developed
© Patrick Steyaert, 2015 20
Rebounding from change
Responding to change
Anticipating change
Initiating change
Fast decision cycles Rapid learning loops End-‐to-‐end flow Mindful deviation
Anticipatory awareness
Mindful deviation
© Patrick Steyaert, 2015 21
Reach out patrick.steyaert@okaloa.com
@PatrickSteyaert
www.discovery-kanban.com
© Patrick Steyaert, 2015 22
Discovery canvas
Reference
© Patrick Steyaert, 2015 23
© Patrick Steyaert, 2015 24
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