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written, illustrated and performed by
Claudio Perrone
agilesensei.com a3thinker.com
Terraforming
Organisations
Journey of a Lean changer
@agilesensei
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Today I’m going to change the world
… (a little).
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“A few years ago, I made a world of difference to one client”
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28 months later...
“Except… I didn’t.”
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“I saw good people swallowed by an enemy they could not defeat”
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“innovation and growth being crushed by status-quo, fire-fighting and conformity.”
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“the company went through many reorganizations, only to stay the same”
Organization chart Blame flow
Rule makers
Controllers
Enforcers
Victims Organization chart God
Losers
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organizations can’t be “agile” if only the development teams are doing Agile
SMs
Typical “Agile” Enterprise
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“all was left was a desolate, lifeless place, with seemingly little to offer humans.”
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But What if an “alien” technology
could change it?
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LEAN MANAGEMENT
1
@agilesensei
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And we are reducing that timeline by removing the non-value-added wastes. -‐-‐-‐ TaiichiOhno, Founder of TPS
“ All we are doing is looking at the timeline from the moment the customer gives us an order to the point we can collect the cash.
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“but that’s only part of the story…”
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Why do you allow your competitors to copy all your tools?
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What they need to see… is not visible
What the hell is He talking about?
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---W. Edwards Deming
“ 95% of variation in worker’s performance is governed by the systems.
W. Edwards deming believed that…
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---W. Edwards Deming “ We should work on our processes, not the outcome of our processes.
Perhaps…
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“At Toyota, improving and managing are one and the same”
Normal daily management
+ improvement
Traditional thinking:
Normal daily management
= Process improvement
Toyota’s thinking:
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…PROCESSES AND TOOLS TO BETTER SERVE
INDIVIDUALS AND INTERACTIONS.
It took me many years to finally realize that, in lean, we co-design and continuously improve…
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“learning to see” involves bringing to the surface what we learn
Value Stream
Learning Stream(s)
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With method and guidance, managers learn to become critical thinkers, problem solvers and mentors
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-‐-‐-‐ Jurgen Appelo
“ Management is too important to leave to the managers. Management is everyone’s job.
(YOU MAY ALSO CONSIDER THAT…)
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A3 THINKING 2
@agilesensei
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A3 thinkers are like investigators at a crime scene.
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They capture a shared understanding of a PROBLEM and move towards ITS resolution systematically.
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Arguably, an A3 report “surfaces” a learning stream around a problem
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UNFORTUNATELY, It’s all too easy to develop shallow A3 reports.
… and Good mentors are rarer than plutonium.
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So, with the motto: “Toyota supplier in 2 years or less”…
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… I released a family of thinking tools…
www.a3thinker.com
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to change the world. one problem at a time.
www.a3thinker.com/deck
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What other Learning streams
can we seek to surface?
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POPCORN FLOW
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@agilesensei
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A while ago, I worked with a team who had not deployed in months
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We worked together and evolved using the kanban method
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But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…
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Problems & observations Options Possible experiments Committed Ongoing Review doNe
… a powerful learning stream that I defined and captured on a parallel “Popcorn board”
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It starts with Problems & Observations...
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...which I use to elicit options.
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Promising options lead to a backlog of possible experiments.
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experiments that we Commit to pursue have an action, reason, expectation and Review date.
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At Each retrospective, I ask exactly these questions:
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Some people fear “failure”…
Gap = Frustration
Reality
Expectation
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…but we only really “fail” when we limit our opportunities to learn
Gap = Frustration
Reality
Expectation
Learning
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It’s Not “fail fast, fail often”...
… It’s “Learn fast, learn often”.
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Right from the beginning, I knew this was different.
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... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
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…and then it spread. Popcorn boards started to appear to other parts of the organization.
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Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization...
... How far would you go?
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“ -- Winston Churchill
To improve is to change. To be perfect is to change often.
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Claudio Perrone
[email protected] www.agilesensei.com
@agilesensei www.a3thinker.com
Thank You!