lean enterprise
TRANSCRIPT
Enabling Innovative Culture
Barry O’Reilly & Laura Dietze
#LeanEnterprise
Lean Enterprise
#LeanEnterprise #ThoughtWorks@barryoreilly@northernsun23
Lean“precisely specify value by specific product,identify the value stream for each product,make value flow without interruptions, letthe customer pull value from the producer,
and pursue perfection.''
Womack and Jones, Lean Thinking
Enterprise“a complex, adaptive system composed of
people who share a common purpose”
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
Download at https://puppetlabs.com/2015-devops-report
● Companies with high-performing IT organizations are twice as likely to exceed their profitability, market share and productivity goals. (2014)
● High-performing IT organizations experience 60X fewer failures and recover from failure 168X faster than their lower-performing peers. They also deploy 30X more frequently with 200X shorter lead times.
● Lean management and continuous delivery practices create the conditions for delivering value faster, sustainably.
● High performance is achievable no matter if your apps are greenfield, brownfield or legacy.
● IT Managers play a critical role in promoting diversity and limiting burnout
Meet the upstarts
Mind the gap
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
Culture of Experimentation
http://www.thisamericanlife.org/radio-archives/episode/403/nummi
http://www.thisamericanlife.org/radio-archives/episode/403/nummi
Culture is behaviour
Old and new approaches to cultural change (2010 MIT Sloan Management Review/Massachusetts Institute of Technonlogy, all irghts reserved, distributed by Trubune Content Agency, LLC)
It is not about talent it is about the system
It is not about talent it is about the system
We need green!
It is not about talent it is about the system
We need green!
What if you suddenly
need blue?
It is not about talent it is about the system
We need green!
What if you suddenly
need blue?
What if your people could learn blue?
Forget “Change programs”
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
It is not a straight line
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
What could your target conditions be?
individual
global
The 3 motivators
Daniel H. Pink, Drive
...
Plattform technology:Acceptance Test Driven DevlopmentFeature toggles
People:Fulltime product ownerAgile Governance Model
Tools:Blue/green deploymentSet up workstations for pairing
Organizational design
Lean Product development
75 hamburgers every second
Outcome vs. Output
Impact Map
Gojko Adzic, Impact Mapping
Why?
Who?
How?
What?
Solutions are assumptions
60-90% of ideas do not improve the metrics they were intended to improve
Ronny Kohavi http://ai.stanford.edu/~ronnyk/ExPThinkWeek2009Public.pdf
Solutions are assumptions
“We believe [building this feature]
[for these people]
will achieve [this outcome].
We will know we are successful when we see
[this signal from the market]
Jeff Gothelf, Lean UX
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
What can I do tomorrow?
Principle of missionSteve Bungay, The Art Of Action
Reduce learning anxiety Edgar Schein,
Corporate Culture Survival Guide
Create fast feedback cycles
Humble, Molesky, O’Reilly, Lean Enterprise: How High Perfromance Organizations Innovate At Scale
THANK YOUFor questions or suggestions:
Barry O’Reilly
Laura Dietze