Turn Your Organisation Into A Laboratory With Strategy Deployment
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Psychology of Agile Scrum Meetup - 14 March 2016 For large enterprises, the ability to deliver early and often is necessary, but not sufficient. Without clear and transparent alignment to a strategy, the organisation might still end up being very busy, getting better at delivering more and more of the wrong thing, but not achieving any positive results. However, knowing what the right strategy should be can also be a challenge in today’s complex world. Strategy Deployment is the Lean approach to meeting this challenge. Organisations need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their True North.
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Turn Your Organisation Into A Laboratory With Strategy Deployment
- 1. TURN YOUR ORGANISATION INTO A LABORATORY WITH STRATEGY DEPLOYMENT https://flic.kr/p/9ZEmW8 Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 2. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment I always encourage people to try new things and experiment to find what works best for them. Dean Karnazes
- 3. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Don’t be a tabby cat trying to emulate a cheetah. Sam Murphy https://flic.kr/p/q544C2
- 4. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/da6cLZ 1 mile in 3 minutes 55 seconds – two laps recovery. 1,200m in 2:57 – two laps recovery. 1,000m in 2:27 – two laps recovery. 800m in 1:57 – two laps recovery. 600m in 80s – two laps recovery. 400m in 50s – two laps recovery. 200m in 25s. All done at 1,300m altitude. http://www.bbc.co.uk/sport/0/athletics/34096616
- 5. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Jason Little
- 6. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/bK3ELX
- 7. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ah6j7A Strategy Deployment
- 8. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Be an ambidextrous methodologist
- 9. HOSHIN KANRI A New Business Operating System Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 10. Ship in a storm going in the right direction Direction Management Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ncXP2D
- 11. Any form of organisational improvement in which solutions emerge from the people closest to the problem Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ncXP2D
- 12. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment David Snowden
- 13. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Governing constraints guide what should not be. Enabling constraints guide what could be.
- 14. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 15. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://youtu.be/-vzDDMzq7d0
- 16. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: The difference between what we would like to know and what we actually know Alignment Gap: The difference between what we want people to do and what they actually do Effects Gap: The difference between what we expect our actions to achieve and what they actually achieve Stephen Bungay
- 17. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: More detailed information Alignment Gap: More detailed instruction Effects Gap: More detailed controls Stephen Bungay
- 18. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: Limit direction to defining and communicating the intent Alignment Gap: Allow each level to define how they will achieve the intent of the next level up, and ‘backbrief’ Effects Gap: Give individuals freedom to adjust their actions in line with the intent Stephen Bungay
- 19. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 20. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment From Do this! Don’t think! Don’t ask questions! To Look at this What do you think? What questions are there?
- 21. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 22. Agility is a strategy Agile is a tactic Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 23. X-MATRIX Visualise the Operating System Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 24. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 25. Why do we need to improve competitive capabilities? What is our economic model? What are our primary goals and objectives? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 26. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Cost • Decrease • Avoid Revenue • Increase • Maintain Development Administration Failure Sales Customers Transactions Chris Matts
- 27. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Scope Time Quality Cost
- 28. How can we improve competitive capabilities? What significant breakthroughs are required to achieve the results? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 29. Hierarchy of Powers • Growth rates in your major categories Category Power • Status relative to your reference competitors Company Power • Market share in strategic target segments Market Power • Net differentiation of your flagship offers Offer Power • Ability to drive changes to tipping points Execution Power Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Geoffrey Moore
- 30. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Through this work our strategies have become to: Prefer economies of flow Reduce the batch size of knowledge discovery Deliver services with fitness for purpose Sense and respond to feedback
- 31. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Sustainability Service- Orientation Survivability www.djaa.com/kanbans-3-agendas
- 32. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment kanban-thinking.net
- 33. How will we know whether our competitive capabilities are improving? What proxy variables will give a leading indication success? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 34. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Larry Maccherone
- 35. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Productivity Predictability Responsiveness Quality Customer Satisfaction Employee Engagement Larry Maccherone
- 36. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 37. What investments will we make to improve competitive capabilities? What new processes, practices or technologies could we use? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 38. Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity. Some should take a naive perspective. David Snowden Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment http://cognitive-edge.com/blog/start-with-action-then-reflect/
- 39. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 40. How well do all the elements correlate with each other? Where is there strong alignment? Where is there no alignment? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 41. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Increase revenue Reduce costs Reduce churn SmooththeFlow ofValue BetheFirstto Market GivetheBest UserExperience Metrics DevOps Product Ownership Innovation DecreaseLead Time IncreaseNPS Increase Throughput Decrease SupportCases IncreaseH3 Investment
- 42. CATCHBALL Decentralise Decision Making Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 43. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 44. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 45. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Catch Reflect Improve Pass
- 46. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 47. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 48. Plan Do Study Adjust Plan Do Study Adjust Plan Do Study Adjus t Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 49. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment You fail, and then what? Life goes on. It’s only when you risk failure that you discover things. Lupita Nyong’o
- 50. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment F.A.I.L. First Attempt In Learning
- 51. Cadence is the use of regular, predictable rhythm within a process. This rhythm transforms unpredictable events into predictable events. Don Reinertsen Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 52. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment It’s the memory of what was said and felt that creates alignment, not the final piece of paper. Thomas L. Jackson
- 53. “it is a communication tool for dialog between individuals to support collaborative problem-solving and mentoring processes. And the process of creating the report becomes the real value of the thing.” Durward Sobek Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 54. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/bK3ELX
- 55. What How Why Whether Simon Sinek Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 56. Purpose is your passion Vision is the world you wish to create Strategy is how you get there Tactics ensure you survive the journey Stephen Parry Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 57. A goal is a broad primary outcome. A strategy is the approach you take to achieve a goal. An objective is a measurable step you take to achieve a strategy. A tactic is a tool you use in pursuing an objective associated with a strategy. Mikal E. Belicove Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 58. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment 1. Populate an X-Matrix 2. Play Catchball 3. Provoke Feedback
- 59. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment How Do I Know If Agile Is Working?
- 60. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment How Do I Know If Agile Is Working?
- 61. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Listen to everyone, follow no-one. Dean Karnazes
- 62. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 63. THANK YOU! Questions? kjscotland@googlemail.com Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://www.justgiving.com/kjscotland-bm2016/
- 64. TURN YOUR ORGANISATION INTO A LABORATORY WITH STRATEGY DEPLOYMENT https://flic.kr/p/9ZEmW8 Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
Hinweis der Redaktion
- 1.40 – 3.20. 100 minutes 10 min Open 10 min Hoshin Kanri 05 min Form Groups 15 min X-Matrix (Silent Brainstorming) 15 min Work (Product / Service / NfP / Other) 10 min Share (Similarities / Differences / Surprises) 10 min Discuss (tables) 05 min Summarise (per table) 10 min Catchball 10 min Close
- SHARP POV: In a Complex 21C We Need a new Business Operating System - As Laboratories Dean Karnazes (b. Constantine Karnazes August 23, 1962) (pronounced car-NAH-sis), is an American ultramarathon runner, and author of Ultramarathon Man: Confessions of an All Night Runner, which details ultra endurance running for the general public
- GA: Don’t Copy
- GB: Learn https://en.wikipedia.org/wiki/Bias_against_left-handed_people
- Ship in a storm going in the right direction Direction Management Hoshin: Compass needle / direction Kanri: Management / Control
- Ship in a storm going in the right direction Direction Management Hoshin: Compass needle / direction Kanri: Management / Control
- Strategy is an Enabling Constraint Exoskeleton – external skeleton Endoskeleton – internal skeleton
- Distributed Cognition. Not one person has the answer. https://en.wikipedia.org/wiki/Magic_Roundabout_(Swindon)
- Decentralise decision making - relocate power from functional to cross-functional and inter-organisational
- A model for improving competitive capabilities
- https://tagul.com/show/luexhbrq6fc4/Agile%20Indicators
- Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity, trying to solve related problems is often a better way of dealing with a direct one, ask any parent of teenagers. Some should take a naive perspective, looking at things through the eyes of a different discipline. http://cognitive-edge.com/blog/start-with-action-then-reflect/
- https://tagul.com/show/xcdlnba7y4fi/Agile%20Practices
- Develop People. Failure Tolerance.
- A basis for discussion
- http://www.forbes.com/sites/mikalbelicove/2013/09/27/understanding-goals-strategies-objectives-and-tactics-in-the-age-of-social/
- Encompass all improvement activity and align it with strategic intent
- Encompass all improvement activity and align it with strategic intent
- Encompass all improvement activity and align it with strategic intent
- SHARP
- http://www.theguardian.com/commentisfree/2015/jul/05/the-guardian-view-on-the-olympic-legacy-running-out-of-steam
- Freedom Runs – worth doing? Build Strong Community – Doing enough? Operating Costs – Doing enough?
- First to market (Responsiveness) On time, on budget (Reliability/Predictability) Release more often (Productivity) Great user experience (Quality) Employee first (Employee Satisfaction) Customer first (Customer Satisfaction)