Evolve & Disrupt

written, illustrated and performed by

Claudio Perrone

agilesensei.com a3thinker.com

@agilesensei

EV OLV e

UPT &

This…

… Is jim

He wants to get things done

Grow

Be part of an high-performance team

He dreams of changing the world

BUT IT’S Just A dream

His company went through many reorganizations, only to stay the same

Organization chart Blame flow

Rule makers

Controllers

Enforcers

Victims Organization chart God

Losers

ORGANIZATIONs CAN’t BE AGILE IF ONLY THE DEVELOPMENT TEAMS ARE DOING AGILE

SMs

JIM IS THE victim of A system HE cannot defeat

LIKE MANY OTHERS, HE learns nothing that matters, and nothing changes.

“all is left is a desolate, lifeless place, with seemingly little to offer humans.”

But What if an “alien” technology

could change it?

LEAN MANAGEMENT

1

@agilesensei

And we are reducing that timeline by removing the non-value-added wastes. -­‐-­‐-­‐  Taiichi  Ohno,  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.

“but that’s only part of the story…”

In lean, managers are servant leaders.

Value Stream (from concept to cash)

“ -- Claudio Perrone

It’s not what you do but rather what you learn by doing it that matters.

My (validated) Hypothesis: By bringing learning streams to the surface, companies reward the real heroes

Value Stream (from concept to cash)

Learning Stream(s) (from question to knowledge base)

WITH GUIDANCE AND METHOD, MANAGERS grow to become problem solverS, critical thinkers and mentorS

-­‐-­‐-­‐  Jurgen  Appelo  

“ Management is too important to leave to the managers. Management is everyone’s job.

(YOU MAY ALSO CONSIDER THAT…)

…TO BETTER SERVE INDIVIDUALS AND INTERACTIONS.

In lean, we co-design and continuously improve processes and tools…

Lean Thinkers capture their understanding of a problem (typically) ON A (A3-format) sheet OF PAPER.

Why are we talking about it?

Where do things stand today?

What should be happening?

What would be a step in the right direction?

What causes prevent us from reaching our target condition?

Once the nature of the problem is clear, they take steps to move towards the target condition systematically.

What countermeasures should neutralize the

causes?

What steps are required to implement the selected

countermeasures? How will you know if the countermeasures work?

Based on the results, what’s next?

Lean Problem solvers act like AN investigator at a crime scene…

Traditionally, a mentor would challenge a problem solver’s line of thought with quick coaching cycles

What do you mean by it? (Clarity) Is it always the case? (Assumptions) How do you know? (Evidence) What are you implying by that? (Implications) Would that necessarily happen? (consequences) Do anyone see it another way? (Alternative Point of views)

A3 thinking is not about problem solving…

… it’s about creating problem solvers.

Without guidance It’s all too easy to develop shallow A3 reports.

… and Good mentors are rarer than plutonium.

So, with the motto: “Toyota supplier in 2 years or less”…

… I released a family of thinking tools…

www.a3thinker.com  

to help you change the world. one problem at a time.

www.a3thinker.com/deck  

Arguably, an A3 report “surfaces” a learning stream around a problem

What other Learning streams

can we seek to surface?

POPCORN FLOW

2

@agilesensei

A while ago, I worked with a team who had not deployed in months

We worked together and evolved using the kanban method

But the real “secret” was our ability to SYSTEMATICALLY DEFINE AND negotiate explicit change experiments…

Problems & observations Options Possible experiments Committed Ongoing Review Next

… a powerful learning stream that I defined and captured on a parallel “Popcorn board”

It starts with Problems & Observations...

...which I use to elicit options.

Promising options lead to a backlog of possible experiments.

experiments that we Commit to pursue have an action, reason, expectation and Review date.

At Each retrospective, we ask exactly these questions:

Some people fear “failure”…

Gap = Frustration

Reality

Expectation

…but we only really “fail” when we limit our opportunities to learn

Gap = Frustration

Reality

Expectation

Learning

It’s Not “fail fast, fail often”...

… It’s “Learn fast, learn often”.

Right from the beginning, I knew this was different.

... Because the team COULD easily handle 5-10 change experiments each week, rapidly enabling it to DELIVER multiple times a day

…and then it spread. Popcorn boards started to appear to other parts of the organization.

Imagine a continous flow of experiments to dramatically accelerate the rate of change in every corner of your organization...

... How far would you go?

One more thing…

Dublin, November 16th 2014. a popcorn board enters our sitting room…

... At kid’s level.

Popcornflow for families is born.

JOBS TO BE DONE 3

@agilesensei

“How do you create customer value?”

Through the development of people

Attend to folks’ needs

Listen to the “Voice of the Customer”

Get out of the building

Just do it

Growth hack it

Operational excellence is not enough

Customer

12 min

16.5 min

73%

5.5 min 0.5 min 1.0 min 5.0 min

2.0 min 0.5 min 2.0 min

Value Adding Time (VAT)

Non VAT Proc. Lead Time::

Total Cycle Time:

Proc. Efficiency:

No matter how hard we try, We are still wide open to disruption

faster

cheaper

better quality

(incrementally) innovative

Customer

“Different” Competition

the Traditional approaches are not that effective

we have one fundamental assumption

Customers don’t know what they want!

What causes people to buy?

They “hire” a product or service to get the job done.

Prof  Clayton  Christensen  

People encounter situations that drive the need to accomplish a job.

The job – not the customer – is the fundamental unit of analysis.

Pull of the new solution

4 forces affect purchasing decisions

Push of the situation

Drive FORWARD New way

Habit of the present

Anxiety of the new choice

Hold back Business as usual

Based on the work Of the re-wired group

(jobstobedone.org)

#JTBD

Forces evolve over time Based on the work

Of the re-wired group (jobstobedone.org)

#JTBD

First Thought

Passive Looking

Active Looking

Deciding

Consuming Satisfaction

“Finished” or Experienced

Event #1

Event #2

Buying

Or

Bob  Moesta  The  Re-­‐Wired  Group  

We only talk to people who have bought because embedded in their choice set is the value code of what they are willing to switch from and to.

How do we capture it?

First Thought

Active Looking Deciding

Buying

Consuming

Event #1 Event #2 “Finished” or Experienced

Satisfaction Passive Looking

Climax (and Hook)

Moment of struggle

Time bomb Inciting

incident

Resolution Documentary: “The Switch”

Anthony  Ulwick  Strategyn  

Before you can determine what solutions they’ll want, figure out: •  What jobs customers want to get

done •  What metrics they use to define

the successful execution of a job

Can we go even further?

Anatomy of a story

As a mobile user, I want a longer antenna so that I can have a better reception

I want to minimise the likelihood that the conversation drops

Context, situation, job, or job step

Outcome, need, or measure of improvement

Warning: early assumptions

V.S.

When I’m calling a friend

User story

Job story/outcome

Job Stories Selected Options Product Backlog (User stories) 2

Once you have jobs stories (problem space), you can easily get to user stories (solution space)

Are you competing like any other product in a pharmacy shelf?

Disrupt or die

Final Thoughts

Claudio  Perrone  

claudio@agilesensei.com  www.agilesensei.com  

@agilesensei  www.a3thinker.com  

Next is now