LEAN ENTERPRISE TRANSFORMATION · products and driving agile and lean transformation inside large...
Transcript of LEAN ENTERPRISE TRANSFORMATION · products and driving agile and lean transformation inside large...
LEAN ENTERPRISE TRANSFORMATION
SPINNAKER
SONJA KRESOJEVIC @SONJAK18 @MYSPINNAKERCO
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@SONJAK18 @MYSPINNAKERCO
Co-founder of Spinnaker, NY based consultancy focused on enterprise transformation. Senior executive with 20 years of global experience building products and driving agile and lean transformation inside large enterprises including BBC, Channel 5, News Corp among others. Most recently SVP in the Chief Product Office at Pearson, leading the implementation of the award winning Lean Enterprise Transformation program.
SONJA KRESOJEVIC
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EXTERNAL UNCERTAINTY
SPEED EXPECTATIONS
DISRUPTION INSTABILITY
INTERNAL FRICTION
NO DISCIPLINE SLOW TO MARKET SKILLS & DATA GAP
RISK AVERSION BIG BETS
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operate their core businesses at scale while simultaneously adapting to change through continuous learning, by self disrupting, focusing on customers, and innovating to drive long term growth.
Lean Enterprises:
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WHY ARE TRADITIONAL TRANSFORMATION PROGRAMS FAILING?
➤ Not aligned to organizational goals
➤ Narrowly focused on organizational design
➤Multiple transformation efforts competing with each other
➤ Overwhelmed by technology focus
➤ Not aligned to outcomes
➤ Not tested against new business models
➤ Lack of alignment to Strategy
➤ Not Measurable6
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EXERCISE 1
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EXERCISE: WHAT ARE SOME OF YOUR CHALLENGES?
Working at your tables, discuss and capture some challenges your transformation programs are facing
One challenge per post it
Share with the room
TRANSFORMATION JOURNEY
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LEAN ENTERPRISE TRANSFORMATION JOURNEY
Ad hoc
Scattered. Inconsistent. Hero efforts. Small groups
of enthusiasts at varied maturity levels
Thinking
Pilots w. Early Adopters to validate Problem & Solution. Building knowledge through
communities.
Doing
Scaling and Optimizing. Culture changing. Incentives
shifting
Being
Business Impact is clear. Values embraced at all
levels. Transition to BAU while continuing to learn
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LEAN ENTERPRISE EXAMPLE - PEARSON
Enterprise Transformation
initiated
PLC v1.0 launched
Incremental funding agreed with Finance
Coach Program launched
First pilots
Global adoption of PLC and governance
Portfolio tool
Active portfolio management
Roadshow workshops and training
First view of the global portfolio
and Exec endorsement
Governance accelerators launched in multiple BUs
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LEAN ENTERPRISE PRINCIPLES
➤ Continuous learning ➤ Embracing uncertainty ➤ Small bets ➤ Experimentation ➤ Customer centricity ➤ Organizational Agility ➤ Outcomes over output ➤ Empowerment and transparency
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EXERCISE 2
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EXERCISE: WHERE ARE YOU ON THIS JOURNEY?
Map where your company is on this journey
At your tables discuss and capture Lean Enterprise principles your companies have embraced or have struggled to embrace
Share with the room
TRANSFORMATION FRAMEWORK
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MECHANICS
MINDSET
BUSINESS RESULTS
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TRANSFORMATION GOALS
KEY METRICS
BUSINESS GOALS
WHERE ARE WE HEADED?
WHAT ARE THE PRIMARY COMPONENTS OF OUR STRATEGIC VISION ?
WHAT ARE THE PRIMARY DRIVERS OF OUR TRANSFORMATION INITIATIVE?
HOW WILL WE MEASURE THE SUCCESS OF OUR TRANSFORMATION INITIATIVE IN ACHIEVING STRATEGIC VISION?
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GOALS & KPIS - EXAMPLE
New revenue sources in
banking and non-banking
services
Deeper relationships with more customers
Dramatically improved cost-
to-serve
Fundamentally change digital IT and operations
Break silos that result in poor
customer experience
Reward and incentivize the right behaviors
and culture
Close the skill gap for the
future
NPS score improved by %
% of employees trained on lean,
agile
Glassdoor rating
improved by %
1 month from idea to
delivery to customer
Proactive lifecycle
management
Continuous learning and
deliveryRisk capabilities as a true
competitive advantage
Competitive proposition for
top talent
Simplified governance Digital, progressive,
entrepreneurial culture
% of new revenue from new business
models
Top 3 employer on Times 100 list
% of funds managed
through lean
% of investment saved through retirement of
products/services
TRANSFORMATION METRICSBUSINESS
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min
dset
mechanics
goals
LEAN ENTERPRISE TRANSFORMATION JOURNEY
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➤Strong focus on listening to customers. ➤High tolerance for absorbing and learning from failed
initiatives. ➤Continuous learning across the organization. ➤Think big but start small. ➤“Command & Control” top down direction replaced with
Mission control responsiveness
LEAN ENTERPRISE MINDSET
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LEAN ENTERPRISE MECHANICS
➤Cross-functional Product teams operating using best practice ➤Disciplined adaptive portfolio approach to deliver on strategy and
react to change ➤Lifecycle framework supported by incremental funding. ➤Decentralized decision making. ➤Adaptive allocation of capital based on evidence rather than
commitment to plan.
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CULT
URE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOP
LE
DELIVERY
Values Behaviors
Operating Model Communities
Talent Rewards
Lean & Agile Technology
Product Dev Ops
Portfolio Lenses Strategy
KPI’s
Product Lifecycle Metrics
Innovation Accounting
Investment Thresholds Structures
Membership
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CULT
URE
LIFECYCLEPORTFOLIO
PEOP
LE
DELIVERY
Coaching
Small team of heroes
Vocabulary of agility
Iterate and adapt
Agile delivery
frameworkAgile training
Customer co-design Agile
portfolioWeekly
prioritizationPilots in
3months,
Bring stakeholders
along Agile community
ad hoc
Dev Ops introduced
Behaviors understood
throughout the org
GOVERNANCE
Product Council
established
Thresholds& approval limits set
Agile learning being
developed as part of
leadership pillars
prepared job description for
Product Owners
Reconfigured workspace
Focus on Customer Journey
Prioritization based on
lensesGated
GovernanceNew
Business metrics
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CULT
URE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOP
LE
DELIVERY
Agile & product Training
embrace fail-fast
learn and adaptDisrupt
hire people different than you
Begin aligning Operating
model
Partners in key
functions
Innovation culture awards
Build a strong
community
Baseline the portfolio
Incremental funding
Early Pilots Iterations of Lifecycle
Pilots with BUsEngage
Exec team
Test & refine new
governance approach
Power of data
Keep log of ODQs
thinkingCommunity inside and
outside
Using intranet to share
learnings
Leadership Education
Role definitions+
accountability
Recruitment screening
review
Rotate resources Lots of
customer prototyping
Open Design
thinking workshops
Test Portfolio
Tools
Test reallocation principles Product
Taxonomy Regulation / Funding tension
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CULT
URE
LIFECYCLEPORTFOLIO GOVERNANCE
PEOP
LE
BEST PRACTICE
Product Coach training program
Design incentives and
Eval - HR
Community development
Scaling Lifecycle
implementation
Transformation Prog Mngmnt &
iteration
doingLEAN ENTERPRISE TRANSFORMATION JOURNEY
Design Hiring Policies L& D
integration at scale
ToolingGovernance
Scaling
Innovation accounting / OptionalityChange Strat
Planning process
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EXERCISE 3
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WHAT’S NEXT?
Capture 3-5 actions you can take that are relevant to the transformation stage your organization is at and in response to challenges identified
One action per post-it
Add each post-it to the relevant canvas
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EXERCISE 4
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EXERCISE: CHANGE STARTS WITH LEADERSHIP
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Discuss what this means for you as leaders
What actions can you take next week?
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ANY QUESTIONS ?
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LEAN ENTERPRISE TRANSFORMATION CANVAS https://www.myspinnaker.co/canvas/
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leanproductlifecycle.com
https://www.senseandrespondpress.com/the-case-for-change