Terraforming organisations

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Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.

In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.

Terraforming organisations

  1. 1. written, illustrated and performed by Claudio Perrone agilesensei.com a3thinker.com @agilesensei Terraforming Organisations Journey of a Lean changer
  2. 2. Today I’m going to change the world … (a little).
  3. 3. “A few years ago, I made a world of difference to one client”
  4. 4. “Except… I didn’t.” 28 months later...
  5. 5. “I saw good people swallowed by an enemy they could not defeat”
  6. 6. “innovation and growth being crushed by status-quo, fire-fighting and conformity.”
  7. 7. “the company went through many reorganizations, only to stay the same” Organization chart Blame flow Victims Rule makers Controllers Enforcers God Losers
  8. 8. organizations can’t be “agile” if only the development teams are doing Agile Typical “Agile” Enterprise SMs
  9. 9. “all was left was a desolate, lifeless place, with seemingly little to offer humans.”
  10. 10. But What if an “alien” technology could change it?
  11. 11. LEAN MANAGEMENT 1 @agilesensei
  12. 12. “ 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. And we are reducing that timeline by removing the non-value-added wastes. -­‐-­‐-­‐ TaiichiOhno, Founder of TPS
  13. 13. “but that’s only part of the story…”
  14. 14. Why do you allow your competitors to copy all your tools?
  15. 15. What they need to see… is not visible What the hell is He talking about?
  16. 16. W. Edwards deming believed that… “ 95% of variation in worker’s performance is governed by the systems. ---W. Edwards Deming
  17. 17. Perhaps… “ We should work on our processes, not the outcome of our processes. ---W. Edwards Deming
  18. 18. “At Toyota, improving and managing are one and the same” Normal daily management + improvement Traditional thinking: Normal daily management = Process improvement Toyota’s thinking:
  19. 19. It took me many years to finally realize that, in lean, we co-design and continuously improve… …PROCESSES AND TOOLS TO BETTER SERVE INDIVIDUALS AND INTERACTIONS.
  20. 20. “learning to see” involves bringing to the surface what we learn Value Stream Learning Stream(s)
  21. 21. With method and guidance, managers learn to become critical thinkers, problem solvers and mentors
  22. 22. (YOU MAY ALSO CONSIDER THAT…) “ Management is too important to leave to the managers. Management is everyone’s job. -­‐-­‐-­‐ Jurgen Appelo
  23. 23. @agilesensei A3 THINKING 2
  24. 24. A3 thinkers are like investigators at a crime scene.
  25. 25. They capture a shared understanding of a PROBLEM and move towards ITS resolution systematically.
  26. 26. Arguably, an A3 report “surfaces” a learning stream around a problem
  27. 27. UNFORTUNATELY, It’s all too easy to develop shallow A3 reports. … and Good mentors are rarer than plutonium.
  28. 28. So, with the motto: “Toyota supplier in 2 years or less”…
  29. 29. … I released a family of thinking tools… www.a3thinker.com
  30. 30. to change the world. one problem at a time. www.a3thinker.com/deck
  31. 31. What other Learning streams can we seek to surface?
  32. 32. POPCORN FLOW 3 @agilesensei
  33. 33. A while ago, I worked with a team who had not deployed in months
  34. 34. We worked together and evolved using the kanban method
  35. 35. But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…
  36. 36. … a powerful learning stream that I defined and captured on a parallel “Popcorn board” Problems & observations Options Possible experiments Committed Ongoing Review doNe
  37. 37. It starts with Problems & Observations...
  38. 38. ...which I use to elicit options.
  39. 39. Promising options lead to a backlog of possible experiments.
  40. 40. experiments that we Commit to pursue have an action, reason, expectation and Review date.
  41. 41. At Each retrospective, I ask exactly these questions:
  42. 42. Some people fear “failure”… Gap = Frustration Expectation Reality
  43. 43. …but we only really “fail” when we limit our opportunities to learn Gap = Frustration Expectation Reality Learning
  44. 44. It’s Not “fail fast, fail often”... … It’s “Learn fast, learn often”.
  45. 45. Right from the beginning, I knew this was different.
  46. 46. ... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day
  47. 47. …and then it spread. Popcorn boards started to appear to other parts of the organization.
  48. 48. Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization... ... How far would you go?
  49. 49. Final Thoughts
  50. 50. “ -- Winston Churchill To improve is to change. To be perfect is to change often.
  51. 51. Claudio Perrone Thank You! claudio@agilesensei.com www.agilesensei.com @agilesensei www.a3thinker.com

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