Date post: | 12-Feb-2017 |
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Business |
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Digital TransformationChallenge for Change – Call for Capability
A Kanban Perspective
Mike LeberAgile & Lean Coach
Twitter: @michael_leber
http://agileexperts.at
MikeLeber
Consulting,Training,CoachingforTheLearningOrganization
Adaptive Organizations - Leadership & Change
• ExecutiveConsultant• AgileandSystemic Coach• Accredited KanbanTrainer(AKT)• Entrepreneur• SpeakerandCommunityFacilitator
http://agileexperts.attwitter: @michael_leber
Austria
@AgileExperts | http://agileexperts.at
Digitalization – What it really means?
Market Trends• Low transaction cost
for creating new services, apps
• Technologies, Platforms
• Software basically part of every product
• Active Products (IoT)• Data, data, data
Pressure for Organizations• Need to decrease
internal transaction cost
• Think connected (Marketing, Product Management, Production, CRM, Maintenance etc.)
• IT part of business• Sense & Respond
@AgileExperts | http://agileexperts.at
C-Level Calling
Truth of reality(maybe painful)
Ignorance ofIllusion
Tried Agile before?Change success rate?
Hip new methods?Re-organization?
@AgileExperts | http://agileexperts.at
Understanding the System
W.E. Deming„...the system that people work in and the interaction with people may account for 90 or 95 percent of performance....“
System Capabilties
- Sensing business opportunities- Understanding optionality- Making strategic & tactical decisions
about portfolio- Balancing risk- Understanding commitment- Driving delivery (Flow)- Acting upon issues- Learning & Improving
• What does our System need?• What do we observe?• Is it fit enough for Purpose?
@AgileExperts | http://agileexperts.at
Complex Network of ServicesDem
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
Graphic byDavid J. Anderson
and Lean Kanban University
@AgileExperts | http://agileexperts.at
Complex Network of ServicesDem
and
ObservedCapability
Dem
and
Dem
and
ObservedCapability
ObservedCapability
Graphic byDavid J. Anderson
Kanban Agendas – Understanding Needs of those inside the SystemSurvivability• Lead the business (strategy and positioning)• Confidence they can deliver on strategic goals• Legacy (long term survival)
Service-Orientation• Up-managing – answer the hard questions with confidence• Down-managing – make difficult decisions with confidence
Sustainability• Relief from abusive environment• Overburdened• Quality suffers• Low job satisfaction
@AgileExperts | http://agileexperts.at
Understanding, Improving, Trust
UnderstandingCapability
UnderstandingRisk
UnderstandingImprovementOpportunities
• Current Process• Flow Efficiency• Lead time as distribution
(outliers, risk, etc)• Blockers• Liquidity
• Limiting WIP• Adjusting Policies• Service Classes
Feedback Loopson all Levels
@AgileExperts | http://agileexperts.at
Social Capital enabling Up-Stream Collaboration
TheAlchemyofGrowthbyMerhdadBaghai,StephenColey,andDavidWhite,1999
TypicalChallenges- ToomuchFocusonH1§ FocusonShareholderValueandQuickROI§ BonusPayments§ BudgetingProcess§ Exerimentsnotwelcome§ Onlycurrentsegments§ Nolongertermimpact
Today‘srevenuegrowth+tomorrow‘scashflow
Optionsonfuturehigh-growthbusinesses
@AgileExperts | http://agileexperts.at
Social Capital enabling Up-Stream Collaboration
TheAlchemyofGrowthbyMerhdadBaghai,StephenColey,andDavidWhite,1999
TypicalChallenges- ToomuchFocusonH1§ FocusonShareholderValueandQuickROI§ BonusPayments§ BudgetingProcess§ Exerimentsnotwelcome§ Onlycurrentsegments§ Nolongertermimpact
Today‘srevenuegrowth+tomorrow‘scashflow
Optionsonfuturehigh-growthbusinesses
David J. Anderson
@AgileExperts | http://agileexperts.at
Existing Biz ModelsNew Biz Models
Leadership
Behaviors Values
Structures
ExplorationStrategy
Innovation IdeasPortfolio
ExploitationOptions
BalanceCommitment
Evolving Organizational Capabilities
§ FlowefficiencyandSlackTimeoverCapacityUtilization§ ValidatedLearningoverDeliverablesQuantity§ UnderstandingStakeholdersandBusinessRiskoverBlaming§ RiskAwareDecisionsoverHIPPOEnforcement§ OrganizationalLiquidityoverScalingupaBusiness
@AgileExperts | http://agileexperts.at
SummaryDigital Transformation – Reframe the Question• It is not about (one-time) transformation• Understand the System• Understand Capabilties & Purpose first• Evolutionary Growth of fitness for adapting in fast
changing economy
Know Your Agendas• Decisions about Portfolio, Products,
Deliverables that stick• Clarity, Trust• Experimentation, Learning
No call for heroic acts of leadership