1.
BARRY O’REILLY
@barryoreilly @execcamp #leanenterprise
Lean Enterprise
In Action
1
実践リーンエンタープライズ
日本語訳：ワイクル株式会社 角征典 @kdmsnr
（※スペースの関係で、省略/意訳しているところがあります）

2.
BARRY O’REILLY
In a time of drastic change it is the
learners who inherit the future.
The learned usually find themselves
equipped to live in a world that no
longer exists
Eric Hoffer
2
Eric Hoffer, Reflections on the Human Condition (1973)
エリック・ホッファー
変化の激しい時代は学習者が未来を担う
学習が済んだ者は過去を生きる

3.
BARRY O’REILLY
CREATIVE DISTRUTION
3
• 57% of Fortune 500 in 1995
did not make the cut in 2015
57%が2015年に存在していない
• 49% of organizations have
initiatives to grow via
cost reduction
49%がコスト削減で成長
• 29% of organizations have
initiatives to grow via
new product and services
29%が新製品と新サービスで成長 Board Of Innovation, http://www.boardofinnovation.com/2015/12/21/actnow/
創造的破壊

4.
No. Sorry. No one uses APPs anymore.
OUR NEW APP
WILL SAVE US!
http://www.wsj.com/articles/google-tests-feature-that-lets-media-companies-marketers-publish-directly-to-search-results-1461874322
我々の新しいアプリが
我々を救う！
や、ゴメン、誰も使ってないわ。
Googleの検索結果に直接反映可能な新機能

5.
BARRY O’REILLY
How do you expect to enable high performance while individuals, functions and beliefs misaligned?
MEANWHILE BACK AT BASE
5
その頃、現場では
個人も仕事も信念もうまくいってないのに、
パフォーマンスが上がると思ってる？

6.
BARRY O’REILLY
EMPLOYEE GAP
6
Gallup's State of the American Workplace, http://www.gallup.com/services/178514/state-american-workplace.aspx
従業員のギャップ

7.
Cognitive bias impede our ability to
identify knowledge gaps
認知バイアスが
知識ギャップの特定を妨げる
WHAT COMPANIES
THINK
vs.
WHAT
CUSTOMERS SAY
Bain and Company Closing The Delivery Gap
http://bain.com/bainweb/pdfs/cms/hotTopics/closingdeliverygap.pdf
企業の思惑
vs.
顧客の意見
企業のパフォーマンス
顧客の同意提案がすごいと思ってる企業
「デリバリー
ギャップ」

8.
Developed a scientific, data-driven paradigm for business model
innovation, product development and customer engagement
EXPLORE 探索
ビジネスモデルイノベーション、製品開発、顧客エンゲージメントのための
先進の科学的なデータ駆動のパラダイム

9.
BARRY O’REILLY
Create a framework to tell your story is a
systematic and structured way
Quickly map out a business hypothesis
Share it with stakeholders for feedback
Adapt plan based on validated learning
Collaborate as a cross-functional group to
improve knowledge sharing
Move to evidence based decision-making
STOP WRITING. START LEARNING
9
Alexander Osterwalder and Yves Pigneur, Business Model Generation
Barry O’Reilly, ExecCamp http://www.execcamp.com
書くのをやめて 学習を開始
多機能/多様性で知識共有
実証ベースの
意思決定へ移行
話が体系的で構造的だと
伝えるフレームワークの作成
ビジネス仮説の可視化
共有とフィードバック
検証による学習にもとづく
計画の調整

10.
BARRY O’REILLY
What data could help us?
Seek feedback from stakeholders
Prioritize and sense-make
What is the first experiment?
Framework for evaluation of benefit
What do we want to learn?
HYPOTHESIS-DRIVEN DEVELOPMENT
10
Barry O’Reilly, ExecCamp http://www.execcamp.com
仮説駆動開発
利益評価フレームワーク
何を学習したいか？
どんなデータが役立つ？
関係者からのフィードバック
優先順位と意思決定
最初の実験は？

11.
BARRY O’REILLY
DESIGN FAST FEEDBACK LOOPS
11
Eric Ries, The Lean Startup
高速フィードバックループの設計

12.
BARRY O’REILLY
G0 AND SEE
12
• Get Out Of The Building
• User research done by the
people developing the
products
• Challenge beliefs and
underlining assumptions
Barry O’Reilly, ExecCamp http://www.execcamp.com
現地現物
建物の外に出よ
開発者によるユーザー調査
信念と基本的前提に対する挑戦

13.
BARRY O’REILLY
Capture and publish their feedback
across the team
What will you do with the learning?
What is the next experiment?
Get Out Of The Building
Test with real customers
STOP TALKING. START TESTING
13
Barry O’Reilly, ExecCamp http://www.execcamp.com
議論をやめて テストをしよう
建物の外に出よ
本当の顧客でテスト フィードバックを
チームで共有
次の実験は？
学習の扱いは？

14.
BARRY O’REILLY
CONTINUOUSLY SOURCE FEEDBACK
14
• Make it easy to collect feedback
from across the entire organization
• Setup a working version of the
latest iteration for people to use
• Ask for anonymous feedback
• Make people feel included
Barry O’Reilly, ExecCamp http://www.execcamp.com
継続的ソースフィードバック
組織全体からフィードバックを
最新版を使ってもらう
匿名フィードバックを求める
一体感を感じてもらう

15.
15
2
DESCRIPTION AND NOTES: write, draw or sketch how your idea works.
1
CATEGORY
OPERATIONAL BENEFIT
CONVERSION FUNNEL PRIMARY FOCUS
STREAMLINE
OPERATIONS
cost reduction
Acquisition
Activation
Retention
Revenue
Referral
Commercial
(viability, financial)
process improvement
CUSTOMER ARCHETYPE TYPE OF BENEFIT
IMPROVE EXISTING
PROPOSITION
Digital Natives
Family Traveller
Affluent Indulger
Mainstream Traveller
Value Vacationer
Purposeful Business
High Flying Globe Trotter
Flying Practitioner
Air Warrior
Value Business
__________
__________
__________
pain relief Technology
(feasibility, innovation)
CREATE NEW
PROPOSITION gain creator Experience
(desirable to customer)
TITLE:
http://jonnyschneider.com/blog/idea-cards
CAPTURE IDEAS IN SITU ありのままのアイデアを獲得する

16.
MAKE IDEAS VISIBLE
Barry O’Reilly, ExecCamp http://www.execcamp.com
アイデアを見える化する

17.
BARRY O’REILLY
17
Aspirational vision
Customer hypotheses
Design experiments
Story map
Data / feedback to validate
Blow Up The Business Case https://barryoreilly.com/2015/04/14/blow-up-the-business-case/
ストーリーマップ
実験の設計
顧客仮説
熱いビジョン
検証するデータ/
フィードバック

18.
BARRY O’REILLY
• Cycle time from commit to production from 8 weeks to 11 minutes
• Doubled conversion
• Total transaction value per customer increased >150%
OUTCOMES NOT OUTPUT
18
"This is fantastic! How do we achieve this for all our teams?”
Scott Miskimens, CTO Travelocity Global
結果ではなく成果を
コミットから本番までのサイクルタイム：8週間→11分
コンバージョン2倍
顧客あたりの合計売上：150%以上増加
「すばらしい！どうやってうちのチームが？」

19.
Discover how to out-learn and out-execute your competition
ACCELERATE 加速
競合他社よりもズバ抜けて学習し、ズバ抜けて実行する方法を見つける

20.
BARRY O’REILLY
“ We are doomed to failure without a
daily destruction of our various
preconceptions ”
Taiichi Ohno
20
毎日いろんな先入観を壊していかないと失敗するだろうね（大野耐一）

21.
BARRY O’REILLY
DELIBERATE PRACTICE
21
Mike Rother Toyota Kata, http://www-personal.umich.edu/~mrother/Materials_to_Download.html
A teachable model of a scientific way of thinking and acting
意識的な練習
「改善のカタ」モデル
思考と行動に関する科学的な方法の教えることが可能なモデル

22.
BARRY O’REILLY
SET THE DIRECTION
22
Barry O’Reilly, ExecCamp http://www.execcamp.com
CROSS FUNCTIONAL TEAM
方向を設定する
クロスファンクショナルチーム
成功要因 発見
その他の目標
主要目標

23.
BARRY O’REILLY
SET THE DIRECTION
23
方向を設定する

24.
BARRY O’REILLY
VALUE STREAM MAPPING
24
• A tool used to investigate end to end flow, cycle time, and opportunities to improve
• Process steps and the people involved in each step are recorded, as well as the key metrics:
• processing time
• lead time
• percentage accurate and complete
Barry O’Reilly, ExecCamp http://www.execcamp.com
バリューストリームマッピング
エンドツーエンドの流れ、サイクルタイム、改善機会を調査するツール
プロセスステップと関係者が記録されている。それと主要指標：
プロセスタイム、リードタイム、完成と正確性の割合（%C/A）

25.
BARRY O’REILLY
CURRENT CONDITION
25
現在の状態

26.
BARRY O’REILLY
IMPROVEMENT KATA
26
Mike Rother Toyota Kata, http://www-personal.umich.edu/~mrother/Materials_to_Download.html
改善のカタ
実際のステップ
現状
チャレンジ
実験
次のターゲット状態（期限）
知識の限界
現在の知識の限界で
前進しようとするのではなく、
前進するための実験をする

27.
BARRY O’REILLY
TARGET CONDITION
27
ターゲット状態

28.
BARRY O’REILLY
TARGET CONDITION
28
ターゲット状態

29.
BARRY O’REILLY 29
SHARE AND SEEK FEEDBACK
Barry O’Reilly, ExecCamp http://www.execcamp.com
フィードバックの共有と獲得

30.
How we believe we can
move towards the target conditions
What would be our
measurable signal for success
Design and run experiments to
move towards target condition
HYPOTHESIS-DRIVEN DEVELOPMENT
How To Implement Hypothesis-driven Development
barryoreilly.com/2013/10/21/how-to-implement-hypothesis-driven-development/
仮説駆動開発
どうすればターゲット状態に
行けると信じられる？
成功の計測可能なシグナルは？
ターゲット状態まで実験する
我々は信じている[この機能が]
[この成果を]もたらすことを
[計測可能なシグナル]があれば確信が得られる

31.
BARRY O’REILLY
GENERATE HYPOTHESES
31
仮説を立てる

32.
BARRY O’REILLY
HYPOTHESIS DRIVEN IMPROVEMENT
32
WE BELIEVE THAT showcasing work as soon as it is complete
WILL RESULT IN reducing our work queueing time
WE WILL HAVE CONFIDENCE TO PROCEED WHEN
we improve our cycle time by 15% in our next iteration
Barry O’Reilly, ExecCamp http://www.execcamp.com
仮説駆動改善
我々は信じている[作業が完了したらすぐに展示すれば]
[作業キュー時間の短縮を]もたらすことを
があれば確信が得られる[次のイテレーションでサイクルタイムの15%短縮]

33.
BARRY O’REILLY
Later
Next
RADAR
33
• Map out hypotheses
• People, Process, Tools and Technology
• Now, Next and Later
• Board vision of our direction for
improvements
• First experiments to start with
Now
レーダー
仮説をマップにする
人、プロセス、ツール、技術
現在、次、これから
方向性と改善の広いビジョン
最初に手がける実験

34.
BARRY O’REILLY
RUN EXPERIMENTS
34
Humble, Molesky, O’Reilly, Lean Enterprise: How High Performance Organizations Innovate At Scale
実験

35.
BARRY O’REILLY
RUN EXPERIMENTS
35
Humble, Molesky, O’Reilly, Lean Enterprise: How High Performance Organizations Innovate At Scale
LIMIT INVESTMENT
SET BOUNDARIES
実験
投資に制限をかける
境界線を設定する

36.
BARRY O’REILLY 36
Showcase experiments, discoveries
and revised current condition
SHARE
LESSONS
LEARNT
Barry O’Reilly, ExecCamp http://www.execcamp.com
教訓を共有する
実験、発見、修正した現状
をプレゼン

37.
BARRY O’REILLY
Later
Next
INSPECT AND ADAPT
37
• Evidence-based approach
• Capture and share new knowledge
• Identify new obstacles
• Use validated learning to inform next steps
• Continuously re-align direction, plan and
execution
Now
Barry O’Reilly, ExecCamp http://www.execcamp.com
検査と適応
実証ベースのアプローチ
新しい知識の獲得と共有
新しい障害物の特定
検証された学習を次のステップに
継続的に方向性、計画、実行を調整

38.
Grow a highly aligned, high velocity organization by creating a culture
of experimentation and learning
TRANSFORM 変革
実験と学習の文化を作り、高度に連携された高速な組織に成長させる

39.
Meaning everyone else needs to
transform, not the executive themselves
WE NEED TO
TRANSFORM
EVERY CXO BRIEFING… EVER
Barry O’Reilly, ExecCamp http://www.execcamp.com
すべてのCXOが概要説明...延々と
我々には変革が必要
経営者「以外」
の全員が変わらないと

40.
BARRY O’REILLY
CHANGE THE SYSTEM OF THINKING
40
Humble, Molesky and O’Reilly Lean Enterprise: How High Performance Organizations Innovation At Scale (O’Reilly, 2015)
思考のシステムを変える

41.
BARRY O’REILLY
CHANGE THE SYSTEM OF WORK
41
How To Change Culture: Lessons From NUMMI, http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/
仕事のシステムを変える

42.
BARRY O’REILLY
INNOVATION IS NOT BORN IN A ROOM
IT IS BORN WHERE THE WORK HAPPENS
42
@barryoreilly
イノベーションは会議室で生まれてるんじゃない
それは現場で生まれてるんだ

43.
BARRY O’REILLY 43

44.
BARRY O’REILLY
CHANGE THE SYSTEM OF WORK
44
Humble, Molesky and O’Reilly
Lean Enterprise: How High Performance Organizations Innovation At Scale (O’Reilly, 2015)
仕事のシステムを変える

45.
BARRY O’REILLY
CHANGE THE SYSTEM OF WORK
45
Humble, Molesky and O’Reilly
Lean Enterprise: How High Performance Organizations Innovation At Scale (O’Reilly, 2015)
仕事のシステムを変える

46.
BARRY O’REILLY
GREAT LEADERS
DON’T HAVE BETTER ANSWERS…
THEY ASK BETTER QUESTIONS
46
@barryoreilly
優れたリーダーたちは
優れた答えを持っていない……
彼らは優れた質問をする

47.
BARRY O’REILLY
• What is your Target Condition?
• What is your Actual Condition now?
• What Obstacles do you think are preventing you from reaching
the target condition? What one are your address now?
• What is your Next Step? [Next Experiment] What do you expect?
• How quickly can we go and see what we Have Learned from that step?
COACHING KATA: 5 QUESTIONS
47
Mike Rother The 5 Questions, http://www-personal.umich.edu/~mrother/KATA_Files/5Q_Card.pdf
and run
(do
model and
implement
(act
Create
(plan (check
コーチングのカタ：5つの質問
ターゲット状態は何か？
現在の状況は何か？
ターゲット状態を妨げる障害は？どれに取り組んでる？
次のステップは？（次の実験）何を期待してる？
何を学んだ？それをいつ見れる？
実験（do）
モデルの進化
と変化の導入
（act）
結果調査
（check）
仮説立案
（plan）

48.
BARRY O’REILLY
VISUALIZE END TO END FLOW
48
Barry O’Reilly, ExecCamp http://www.execcamp.com
エンドツーエンドの流れを見える化

49.
BARRY O’REILLY
TRANSFORMATIONAL TARGET CONDITIONS
49
WE BELIEVE THAT by deploying Improvement Kata
THEN WE WILL increase adaptability and resilience
WE WILL KNOW THIS IS TRUE WHEN
CUSTOMER
‣ 80% of our customers agree that we have improved our quality of service
‣ 80% of our customers agree that we solved their issue first time
‣ 80% of our customers score as supporters on Net Promoter Scores
Barry O’Reilly, ExecCamp, Transformational Target Conditions
変革的ターゲット状態
我々は信じている：
それから我々は：
以下だったときにそれが真実だと知る
適応力とレジリエンスを向上させる
改善のカタを実践することにより
顧客
80%の顧客が我々のサービス品質が向上したことに合意する
80%の顧客が我々が最初に課題を解決したことに合意する
80%の顧客がネットプロモータースコアのスコアに貢献してくれる

50.
BARRY O’REILLY
TRANSFORMATIONAL TARGET CONDITIONS
50
WE BELIEVE THAT by deploying Improvement Kata
THEN WE WILL increase adaptability and resilience
WE WILL KNOW THIS IS TRUE WHEN
HEALTH
‣ 80% of our teams agree collaboration has improved
‣ 80% of our teams agree transparency has improved
‣ 80% of our teams agree they have all the tools they need to perform their work to a high standard
Barry O’Reilly, ExecCamp, Transformational Target Conditions
我々は信じている：
それから我々は：
以下だったときにそれが真実だと知る
適応力とレジリエンスを向上させる
改善のカタを実践することにより
健全性
80%のチームがコラボレーションが改善したことに合意する
80%のチームが透明性が改善されたことに合意する
80%のチームが仕事のツールが高水準になったことに合意する
変革的ターゲット状態

51.
BARRY O’REILLY
TRANSFORMATIONAL TARGET CONDITIONS
51
WE BELIEVE THAT by deploying Improvement Kata
THEN WE WILL increase adaptability and resilience
WE WILL KNOW THIS IS TRUE WHEN
PERFORMANCE
‣ 80% of our teams can demonstrate meaningful progress for feedback in a timely manner
‣ 80% of our teams aim to achieve outcomes over output as a measure of progress
‣ 80% of a teams customers agree they have increased their effectiveness in serving their needs
Barry O’Reilly, ExecCamp, Transformational Target Conditions
我々は信じている：
それから我々は：
以下だったときにそれが真実だと知る
適応力とレジリエンスを向上させる
改善のカタを実践することにより
80%のチームが期日までに意味のあるフィードバックの進捗を示す
80%のチームが進捗の計測として結果よりも成果の達成を目指す
80%のチームがニーズに答えられるようになったと合意する（原文が？）
パフォーマンス
変革的ターゲット状態

52.
BARRY O’REILLY
IMPROVE QUALITY OF INFORMATION
52
Humble, Molesky and O’Reilly
Lean Enterprise:
How High Performance Organizations
Innovation At Scale (O’Reilly, 2015)
情報の品質向上

53.
BARRY O’REILLY 53
Go and See
where the work happens
Humble enquiry to
build trust and relationships
Scale leadership, autonomy and
reduce cognitive load
with the 5 Questions
Barry O’Reilly, ExecCamp http://www.execcamp.com
現地現物
信頼関係を構築する控えめな調査
リーダーシップと自律性の拡大
5つの質問で認知的負荷を削減

54.
BARRY O’REILLY
TRUST CADENCE
54
Barry O’Reilly, ExecCamp http://www.execcamp.com
リズムを信頼する
チームワークは信頼。
信頼はメンバーがデリバリーできると信じること。
信頼は何度も進捗を見せることで作れる。

55.
55
learn fast, succeed faster
refine the vision through
validated learning
VISION
OUTCOMES BELIEFS
define
test
refine
SPEAK WITH REAL CUSTOMERS
Barry O’Reilly, ExecCamp http://www.execcamp.com
本物の顧客と話をする
ビジョン
信念成果
洗練 定義
テスト
高速に学習、高速に成功
検証による学習でビジョンを洗練

56.
BARRY O’REILLY
FEED LEARNING INTO NEXT CYCLE
56
Barry O’Reilly, ExecCamp http://www.execcamp.com
学習を次のサイクルにつなげる

57.
BARRY O’REILLY 57
EVOLVE
Barry O’Reilly, ExecCamp http://www.execcamp.com
進化

58.
BARRY O’REILLY
A MUTATION MACHINE
58
James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies, Page 155 (1994)
変化するマシン

59.
Transform continuously. Not transformation change
CONCLUSION 結論
変化するのではなく、継続的に変化する。

60.
BARRY O’REILLY
DON’T DO TRANSFORMATIONAL CHANGE
PROGAMS…
DO CONTINUOUS TRANSFORMATION
60
@barryoreilly
継続的に変化しよう
変革プログラムを実施するのではなく…

61.
10 PRINCIPLES TO TRANSFORM
BARRY O’REILLY 61
Barry O’Reilly, 10 Principles To Transform www.barryoreilly.com
• THINK BIG, Learn fast, Start now!
• Executive mandate, sponsorship and support
• Right people, right place
• Act our way to a new culture
• Build the right thing, then build it the right way
• Small, fast, frequent delivery to build momentum
• Create feedback loops with our customers
• Adapt our approach based on validated learning
• Demonstrable evidence for future investment decisions
• Scale out learnings to cross the chasm
変革のための10つの原則
大きく考え、高速に学習し、すぐに始めよう！
経営幹部の命令、助成、支援
正しい人、正しい場所
新しい文化に向かう
正しいものを作り、正しい方法で作る
ビルドの瞬間まで
小さく高速に頻繁にデリバリー
顧客とフィードバックループを作る
検証による学習で手法を適応する
投資判断可能な証拠を見せる
キャズムを超えるように学習をスケールアウトする

62.
Barry O’Reilly, ExecCamp http://www.execcamp.com
ExecCamp
Break The Model. Reinvent The Business

63.
BARRY O’REILLY
EXECCAMP TESTIMONALS
63
“Barry was instrumental in the conception and formation of an
'innovation engine' at lastminute.com. Not only were we able
to identify and develop winning ideas at pace but the whole
organization was reinvigorated by an approach which
delivered measurable results. Doubling revenue for the
business”
John Crosby Chief Product, Trading and Commercial Officer at
lastminute.com and ex-CIO AutoTrader
“Barry has a really synthetic view, which is key to reduce
challenges to small iterations that help getting quick feedback
and re-adapting to maximize value. He really understands
lean and agile methodologies and sees how they can be
used, not only in startups, but even in larger, more
complex companies.”
Samuel Lacarta Chavarrias Commercial Director, Vueling
“Barry helped AIB, the largest retail bank in Ireland, achieve a
step change in its digital journey. By combining his senior level
communication skills with his deep insight on how to leverage
technology at scale, he influenced key stakeholders across
the bank to do things differently.”
Allan Molloy
Head of Customers, Channels and Payments,
Allied Irish Bank
“Barry approach of driving very early customer testing well ahead
of when it would normally be done - in parallel with developing
the bigger vision - forces a focus on minimum viable product and
early proof points. This proved to be very engaging in our
business for stakeholders up to board level - instead of 'here is a
big programme - trust us' the message was 'here is a game
changing initiative and you can touch and feel the first steps
of it’. Barry brings a very practical style and methodology to bear
which empowered the team - so we really owned the outcome
and developed both as a team and as individuals.”
John Mornement Head of Sales and Distribution, British Airways.

64.
THINK BIG | LEARN FAST | START NOW
© 2016 ExecCamp. All rights reserved.
Client Testimonials
business impact by achieving outcomes
“Barry is exceptionally good at leading teams in the process of
new product development. He gets the team to use the lean toolkit
to build and test in fast iterations, getting results that may not be
achievable in other ways. Barry led a team in delivering two product
development projects for me at JustGiving and helped us test our ideas
very quickly and effectively. He is an excellent coach to the team, leaving
everyone energised and more productive after each interaction”
Anna Kuriakose Chief Product Officer, JustGiving
“Barry constantly challenged what others held to be sacred in
order to deliver a series of rapid proofs of totally new concepts for
JustGiving; and together we explored the complex boundary
between business fundamentals and software development
to forge experimental new practices."
Richard Atkinson CIO, JustGiving
“Agility in a digital world is no longer optional and if you don’t embrace
experimentation and value based decision making in your market, then
someone else will. Barry can take you and your team on a journey towards
disrupting the disruptors and then, like us, you will learn to use techniques
such as Lean Product Development and Workload Visualisation in order to
make the right "customer-based" decisions. These techniques also made us
address every aspect of our thinking from just in time architecture towards
continuous delivery and hence cutting cycle times in half in order to
deliver new products and platforms more frequently. In fact we went
from huge twice yearly releases to multiple releases per day.
This way of working not only energises the team but it enables innovation
though learning and more importantly builds mutual respect between
stakeholders which may be broken.”
Fin Goulding CIO, Paddy Power BetFair

65.
THANK YOU
Barry O’Reilly
Entrepreneur and Business Advisor
Author of Lean Enterprise:
How High Performance Organization Innovate At Scale
barry@barryoreilly.com
CEO and Founder, www.execcamp.com
linkedin | twitter | blog
Email info@execcamp.com for slides and 3 sample chapters of Lean Enterprise
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