In this presentation, Mike Orzen covers the roles of Managers and Leaders in a Lean IT environment, addressing common challenges and ways to overcome them. The video of this presentation is available here: http://www.youtube.com/watch?v=NHipubYo8pg&feature=share&list=UUS_BXp5Zg9td-ZfczI1BgZw&index=20 Watch more Lean IT stories on www.lean-it-summit.com

1. Copyright © Institut Lean France 2013
3 & 4 October, 2013
Paris, France
Lean IT Leadership
The essential element of a Lean IT
transformation
Mike Orzen, MO & Associates

2. Copyright © Institut Lean France 2013
• What are those things which
enable/disable the effective application of
Lean, Agile, DevOps & ITIL in IT
environments?
Witnessed
Sustained for at least 3 years
Not complete
A Top 10 List…
Lean IT Leadership – Mike Orzen 2

3. Copyright © Institut Lean France 2013
• Leaders
 Vision & Strategy
 Objectives
 Alignment
 Creating Systems
 Innovation
 Growth
 Risk Mgt.
• Managers
 Execution
 Tactics
 Results
 Run/check/adjust
systems of people &
technology
Leaders vs. Managers
Lean IT Leadership – Mike Orzen 3

4. Copyright © Institut Lean France 2013
Lean IT Leadership – Mike Orzen 4

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“Ultimately, there are no special secret
strategies to the Toyota Production System.
We are just doing the obvious things, thoroughly,
without omission, as a habit. This is simple, but
difficult to do consistently across large
organizations.”
Lean IT Leadership – Mike Orzen 5
Eiji Toyoda - A Great Leader

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• Having the COE or Lean Office lead
• Making it the responsibility of a Director
• Ordering Managers to do it
• Outsourcing
#10 – Delegating Lean
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

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Provide the training, opportunity and support
• Develop internal Lean IT coaches
• Standard Lean IT training
• Improvement projects and Daily Kaizen
• 2 - 4 hours a week expectation
• Min. 3 Kaizens/year
#9 – Support Learn-by-Doing
Lean IT Leadership – Mike Orzen 7


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#9+ – Make it Visual and No-Tech
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• Failing to inform people we are “doing Lean”
 Not explaining the WHY
 Not creating a consistent message
 Leading with Humility
 Not involving everyone in the organization
 Gathering ideas
 Respect for the individual
#8 – Believing that Leading =
Command & Control
Lean IT Leadership – Mike Orzen 9


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• Define IT strategy in context of Org’s strategy
• Translate strategy into a thematic goal that “clicks”
• Managers explain work in terms of strategy – daily!
• Making it clear how work contributes to the goals of:
#7 – Having a Strategy and
Communicating It
Lean IT Leadership – Mike Orzen 10
 IT
 division
 company
 community
 team
 department


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Before announcing…
 Commitment
 Time / $, €, £, ¥
 Challenges
 Culture
 Politics
 Inertia
 Failures and Setbacks
#6 – Not Understanding
Lean IT Leadership – Mike Orzen 11


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• Training
• Hands-on experience with Kaizen & PDCA
• Leading with Questions
• Coaching Skills
• Clear roles and responsibilities/LSW
#5 – Involving Leaders and Managers
before Staff
Lean IT Leadership – Mike Orzen 12


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• Focusing on Silos
• Missing the point with ITIL
• Not involving customers and end users
• Not understanding IT as an enabler of work
processes
• Not managing Information as an asset
#4 – Not Managing IT & Information
as a Integrated Value Stream
Lean IT Leadership – Mike Orzen 13


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#4+ – Not Managing IT & Information
as a Integrated Value Stream
Lean IT Leadership – Mike Orzen 14


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Dual Focus – Leaders & Managers
Leaders develop Managers
Managers develop their People
Dual Focus - Staff
#3 –Developing People
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

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• Being comfortable with uncertainty
• Showing vulnerability
• Acknowledging weaknesses
• Applying PDCA and “failing quickly” without
blame
• First Leadership, then Management, then IT Staff
#2 – Not Proactively Building Trust
Lean IT Leadership – Mike Orzen 16


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Participating in Training, Kaizen, PDCA, Report Outs, Stand Ups
Demonstrating ideal behavior
Going to Gemba – observing, understanding, asking not telling
Show respect
Lead with questions
Look for: Mura – variability
Muri – overburden
Muda – wasteful, NVA tasks
#1 – Leading By Example
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

18. Copyright © Institut Lean France 2013
“Even when top management makes a decision, their
role is merely to wave the flag. It is no use if people do
not follow that flag.”
Eiji Toyoda
Simple But Not Easy
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• Share this message with your Leadership
team
• Be aware of your circle of influence
• Three key wins
 On ramp
 Quality/speed over cost/functionality
 Post-implementation reviews
What Can I Do?
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• Reflect, Check, Adjust
 What’s working and what is not working?
 Adapt this list to your organization
 Keep learning, use an A3 and experiment
• Add to this list and share!
Next Steps
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Thank You
Lean IT Leadership – Mike Orzen 21
Mike@maorzen.com
www.maorzen.com
Mike Orzen
@MikeOrzen
+01 503.313.0023

22. Copyright © Institut Lean France 2013
3 & 4 October, 2013
Paris, France
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