Many of today's large organisations are complex (sometimes even hostile) environments where status-quo, fire-fighting and conformity crush most chances for innovation and growth.
Like Mars, they are turning into desolate, lifeless places with seemingly little to offer humans.
But it doesn't have to end this way.
In this session, Claudio will illustrate stories, strategies, katas, workflows and tools to bring "learning streams" to the surface, dramatically accelerate the rate of change and form the conditions for teams and individuals to flourish and bring the best of their work to the world.
1. written, illustrated
and performed by
Claudio Perrone
agilesensei.com
a3thinker.com
@agilesensei
Terraforming
Organisations
Journey of a Lean changer
7. “the company went through many
reorganizations, only to stay the same”
Organization chart
Blame flow
Victims
Rule makers
Controllers
Enforcers
God
Losers
8. organizations can’t be “agile” if only the
development teams are doing Agile
Typical “Agile” Enterprise
SMs
9. “all was left was a desolate, lifeless place,
with seemingly little to offer humans.”
10. But What if
an “alien” technology
could change it?
12. “ 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.
And we are reducing that timeline by
removing the non-value-added
wastes.
-‐-‐-‐
TaiichiOhno,
Founder
of
TPS
14. Why do you allow
your competitors to
copy all your tools?
15. What they need to see…
is not visible
What the
hell is He
talking
about?
16. W. Edwards deming believed that…
“ 95% of variation in worker’s
performance is governed by the
systems.
---W. Edwards Deming
17. Perhaps…
“ We should work on our processes, not
the outcome of our processes.
---W. Edwards Deming
18. “At Toyota, improving and managing are one
and the same”
Normal daily management
+
improvement
Traditional thinking:
Normal daily management
=
Process improvement
Toyota’s thinking:
19. It took me many years to finally realize that,
in lean, we co-design and continuously
improve…
…PROCESSES AND TOOLS
TO BETTER SERVE
INDIVIDUALS AND INTERACTIONS.
20. “learning to see” involves bringing to the
surface what we learn
Value Stream
Learning
Stream(s)
21. With method and guidance, managers
learn to become critical thinkers,
problem solvers and mentors
22. (YOU MAY ALSO CONSIDER THAT…)
“ Management is too important
to leave to the managers.
Management is everyone’s job.
-‐-‐-‐
Jurgen
Appelo
35. But the real “secret” was our ability to
SYSTEMATICALLY DEFINE AND negotiate
explicit change experiments…
36. … a powerful learning stream that I defined
and captured on a parallel “Popcorn board”
Problems & observations
Options
Possible experiments
Committed
Ongoing
Review
doNe
46. ... Because the team COULD easily handle 5-10
change experiments each week, rapidly enabling it
to DELIVER multiple times a day
47. …and then it spread.
Popcorn boards started to appear to other
parts of the organization.
48. Imagine a continous flow of experiments to
dramatically accelerate the rate of change
in every corner of your organization...
... How far would you go?