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Innovation, Lean, Agile. Myths and Misconception

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presented at LKSE15 Lean Kanban Southern Europe 2015 - Madrid

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Innovation, Lean, Agile. Myths and Misconception

  1. 1. Innovation, Lean, Agile. Myths and Misconception Gaetano Mazzanti @mgaewsj agile42
  2. 2. agile & innovation process or product?
  3. 3. “everybody has a plan until they get punched in the face” M.Tyson
  4. 4. Obvious Complicated Complex Chaotic Cynefin - David Snowden complexity Categorize Best Practices no degrees of freedom Analyze Good Practice tightly coupled Act Novel Practices de-coupled Probe Emergent Practices loosely coupled
  5. 5. from to? to… to? to? unknown destination
  6. 6. Agile Manifesto we are uncovering better ways of developing software it is about building software (local optimization?) not about the right products not about design/innovation
  7. 7. Agile Manifesto we are uncovering better ways of developing software
  8. 8. Agile Manifesto we are uncovering better ways of developing software
  9. 9. Agile Manifesto we are uncovering better ways of developing software Inspect Adapt
  10. 10. photo: Dimitri Otis – Getty Images
  11. 11. cross-functional, stable teams self-organization customer collaboration own the process no performance appraisals servant leadership
  12. 12. loops
  13. 13. lean & innovation process or product?
  14. 14. Kanban* (2004) born in a maintenance context (Dragos Dumitriu & David J Anderson) product innovation was not on the table *not Ohno’s kanban
  15. 15. Lean changing the system is the responsibility of those who work in that system reduce/remove overburden variability waste
  16. 16. reduce variability? manufacturing = knowledge work variability is intrinsic in knowledge work (uncertainty) variability fosters innovation ⁄
  17. 17. eliminate waste? no overburden, fine but what about underutilized resources? reduce risk of failure? research experiments: choosing too quickly might miss the solution
  18. 18. if you need to (re)act quickly then you have to reserve appropriate capacity waste?
  19. 19. learning about product needs vs wants problems vs solutions/features
  20. 20. single loop learning resultsactions how lead to which shape future
  21. 21. double loop learning resultsactions values, assumptions why guide lead to new/improved how Chris Argyris
  22. 22. cognitive biases i.e. in ideas/requirements gathering: fixation on the first one or two ideas we come across first-fit pattern matching rather than best-fit confirmation bias: desire to predict rather than desire to find out
  23. 23. v problems customers have problems solved by innovation teams ? mind the gap
  24. 24. unmet needs are the right problems to solve time and effort spent on untested assumptions is waste
  25. 25. probability of failure information(learning) 0% 100%50% safe-to-fail 100% predictability = 0% innovation
  26. 26. failure - safe to fail - fail fast innovation mode vs execution mode taking risks vs playing it safe learning failure vs harmful failure [culture/context] accept vs reject
  27. 27. misusing, abusing loops
  28. 28. Product Death Cycle no one uses our product build the missing features ask customers what features are missing source David Bland
  29. 29. reduction to linearization
  30. 30. Design Thinking starting with a goal (a better future situation) instead of solving a specific problem combining empathy for the context of a problem creativity in the generation of insights and solutions rationality in analyzing and fitting various solutions to the problem context
  31. 31. Design Thinking The Knowledge Funnel
  32. 32. ouch! look ma, a Gantt chart!
  33. 33. back to Agile/Lean
  34. 34. Agile and Lean as a recipe routinization of work routinization of people
  35. 35. a dogmatic marketed cargo-cult process? a predefined sets of roles, rituals and artifacts
  36. 36. “Agile is only good for Software” and/or “Lean is only good in manufacturing”
  37. 37. does this look like software?
  38. 38. does this look like software?
  39. 39. does this look like software?
  40. 40. does this look like software?
  41. 41. not doing Lean/Agile? you are here Roger’s Diffusion of Innovation Innovators Early Adopters Early Majority Late Majority Laggards TheChasm
  42. 42. “we tried it, it doesn’t work”
  43. 43. process improvement theory reality
  44. 44. process improvement Failure !It doesn’t work, let’s stop ! ! ! and then you give up Serial Failures
  45. 45. and speaking of process… you cannot cause innovation but you can catalyze conditions to enable innovation to emerge Alicia Juarrero
  46. 46. research needs to be integrated into process and workflow or it will get squeezed in a corner
  47. 47. discovery Kanban
  48. 48. i.e. managing risk & innovation at portfolio level Ideas oo Biz Case Tech Assessment 15-30 5-12 Committed 5 In Progress 5 Verification 5 Rejected Commitment Point Business R&D source David J Anderson
  49. 49. Lean/Agile may help with Innovation and yes
  50. 50. Gaetano Mazzanti @mgaewsj gaetano.mazzanti@agile42.com

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