Lean Enterprise
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Transcript of Lean Enterprise
how to embrace a culture of continuous experimentation and learning, to transform our business to an adaptable, resilient Lean Enterprise.
@barryoreilly #LeanEnterprise
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WHO’S IDEA WAS THIS?
3Purple Flying Hippo, http://earcl01.deviantart.com
4http://www.whataboutwatermelon.com
5http://www.whataboutwatermelon.com
6http://www.whataboutwatermelon.com
NETFLIX CULTURE MANIFESTO
Provide a principles based framework of the culture to tell people how they are expected to perform;
▫︎ Values are what we value
▫︎High performance
▫︎ Freedom and responsibilities
▫︎Context, not control
▫︎Highly aligned but loosely coupled
▫︎ Pay to of the market
▫︎ Promotions and development
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ALIGN PEOPLE TO THE WORK
▫︎Provide Leadership
▫︎ Foster good decision making by creating visibility and transparency
▫︎Hire and retain the right people
▫︎Create a learning environment
▫︎Purpose, Mastery, Autonomy
12Online Experimentation at Microsoft, http://ai.stanford.edu/~ronnyk/ExPThinkWeek2009Public.pdf
13Microsoft
BUSINESS MODEL STRATEGIES
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Explore▫︎Uncertainty
▫︎Complex
▫︎ Emergent
▫︎ Experimental
Exploit▫︎ Improved understanding
▫︎Cause and effect
▫︎Accumulated knowledge
▫︎ Forecast
EXPLORE
▫︎Cross-functional multi-disciplined teams
▫︎ Lots of small bets
▫︎ Safe to fail experiments - only failure, is failure to learn
▫︎ Enough funding to do something, but no so much as to do nothing
▫︎Create a sense of urgency
▫︎Demonstrable evidence of value to proceed
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EXPLOIT
▫︎ Kill projects, create end to end value stream customer facing teams
▫︎Continuous evaluation for funding model
▫︎Achieving break even point
▫︎Data-driven fact based decisions
▫︎Maintain a sense of urgency
▫︎ Set a vision, trust the team to get there, clear blockers and support as they proceed
▫︎Make sharing and organizational learning easy
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SUSTAIN
▫︎Beware of feature factory fallacy
▫︎ Keep laser focus on what is valuable - where we can win
▫︎Do no get lazy, success hides sub-optimal issues
▫︎ Keep discipline with fact based decisions
▫︎What is being used, improved or removed?
▫︎How could we disrupt or get disrupted - do we care?
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RETIRE
▫︎Has it serviced its purpose? Sunset
▫︎ It is providing value? Kill it?
▫︎Are there better opportunities to invest in?
▫︎ Remove product and system complexity
▫︎ Simplify to support further innovation
▫︎ Free up funds and capability
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MAKE IT YOUR OWNNo Silver Bullets
Smoking Bullet, https://www.flickr.com/photos/blgphoto/4928695143
IMPROVEMENT KATA
31Mike Rother, Toyota Kata
Toyota Kata defines management as, “the systematic pursuit of desired conditions by utilizing human capabilities in a concerted way.”
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