Post on 17-Oct-2014
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LKCE13, 04 November 2013����@markusandrezak �@ueberproduct�http://www.ueberproduct.de �
Boundaries of Kanban – Disruptive Innovation�
• Extrapolation does not help�• Toyota does not design products with
Kanban�• Administration vs. Forward / backward
thinking �• Do the right thing �• Operations first �
What‘s beyond? �
??? �
Big, highly scaling enterprises need ccontinuous innovation�
Nokia Revenue�
Apple vs Nokia revenue �
More than 200 models – innovation for sure? �
One model, deep innovation�
Models that weren‘t �
Innovators dilemma�
„ ... successful companies can put too much emphasis on customers' current needs, and fail to adopt new technology or business models that will meet customers' unstated or future needs ...“��Wikipedia on Clayton Christensen �
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Not understanding own business �
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Transport – not horses�
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Data driven = �
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��„No one has to change. Survival is optional“ ��
��
Deming��
�„To be ahead of the competition, you need to leapfrog them. Creativity needs to be involved“ �� �
Ackoff ��
The knowledge funnel �
Cynefin�
Feature by feature �& �
Maintenance �
Radical Innovation��
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Analytical Thinking �
ExisFng Data
projecFon
Projected product
Worst form: solu,on mindedness
Abductive Thinking �
Research
Vision
Needs
Derived Product
Analytical vs. abductive thinking (What if ...?) �
Operational Excellence � Innovation �
Agile = innovation ...?�
Agile / Kanban / Scrum / Lean�
visualisation�Transparency�
start where you are�small steps �
evolutionary change �small batch size �
Opionality �Linearity�
�
A certain innovation process�
Apple �
Another one �
ZigZag / Sawyer �
Design Thinking �
Diverging / Converging�
Loop: Diverging / Converging�
non linear �often backwards stepping �find the right problem! �understand human beings �synthesis �prototypes, prototypes, ...��
A fit? �
linearity�small batch size �
small steps �optionality �
eliminate waste�transparency �
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eliminate waste�
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portfolio kanban�
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transparency ...�
��
�Cooperation needs tacit knowledge �
Examples for conflict??? �
• Non linearity: bugs ��• Depth vs. Flow / transparency etc:
Redesign �
• Exploration and impatience�
No way out???�
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A solution�
analytical thinking �focus grroups �online surveys �web analytics ��abductive thinking �prototypes�interviews / anthropology�design techniques �out of the office �skunkworks ��
A solution�
MulFple safe-‐to-‐fail experiments,
contained
Buying informaFon cheaply
Steps ... patience�• Follow the suction�• Get designers in as trojan horses�• Show, don’t tell! �• Show what design really is �• Excursion to design studios �• Undertand the role of prototyping�• Embrace a failure culture��
Claudia Kotchka (P&G) �
More important�
• Innovation != Innovation �• Be conscious there are different worlds
and different questions�• They need different ways of thinking �• They require different work conditions,
contexts and constraints.�• Don‘t force them to be one! �• But you need both.��
Nokia Revenue�
Apple revenue �
Modelle die es nicht gab�
A solution�
Literatur �
• Jeannie Liedtka, Tim Ogilvie: Designing for growth �
• Jeannie Liedtka: Solving problems with Design Thinking �
• Keith Sawyer: Group genius �• Tim Brown: Change by design�• Roger L. Martin: The design of business �
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