Lean elephants: Lean Product Development in a large organization by Susana Jurado

•

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More than 3 years ago Telefonica began to apply the Lean Startup methodology to innovation projects. Lean Startup has allowed us to speed up the innovation process and do more with less, with a clear focus on market and customers. Applying Lean Startup at a large corporation is complex, but the benefits are many. A presentation by Susana Jurado at the Lean IT Summit 2015. www;.lean-it-summit.com

Direction et management

Lean Elephants:
Lean Product
Development in a
Very Big
Organization_
@sjapru

1. Start small aim high
2. Iterate fast
3. Market validation
4. Fail fast, fail cheap
5. Multidisciplinary teams
6. Open Innovation
7. The art of killing

1. Training
2. Internal mentors
3. External mentors

http://hbr.org/2013/05/why-the-lean-start-up-changes-everything/ar/1

Dealing with
corporate politics and
processes. Get
upstairs in the
building

Finding intrapreneurs.
Entrepreneurs and
intrapreneurs are not
the same kind of
people

What branding
to use for
experiments
and tests?

Experimenting in B2B
environments, when
you are addressing
account managers’
business customers

Measuring innovation
success: common
analytical methods can
destroy innovation

Competing with
core business
products in the go
to market race

The unexpected:
the problem’s
problem, finding
the pain

Lean Startup does
not necessarily
apply to any type
of project

Getting out of
building to
have face to
face
conversations

Early market
tests, validating
every step with
customers and
pivoting

Working with
limited
resources,
bootstrapping
and fast
iterations

Do more with less:
45% more projects
while in average
reducing a 48% the
medium budget

Oriol Lloret Mario López Ricard Huguet Diego Díaz
Luis I.
Vicente Pere Obrador
Alberto de Vega Anna Hiltunen Bert Bräutigam David MuñozCarlos MolinerJavier Zorzano
Jaime González
Luis Dejo
Maria J. Tomé Oscar Mancebo
Rafael de
las Heras
Javier López
Pablo Rodríguez
This would not have been possible without people
Laura GarcíaJesús Bernat Lucia Lavara

1. Provide training
and mentorship
2. Adapt Lean
Startup
3. Start small

Thank you!!!
Questions? Comments?
@sjapru susana.juradoapruzzese@telefonica.com
@mdomata maria.deolanomata@telefonica.com
More info in our “Lean
elephants” paper at www.tid.es

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Architecture is more often recognized as an art than as a science. At the Lean Digital Summit, Pierre Marchand and Christian Phan-Trong from Swiss Life will discuss how taking a fresh look at Architectural activities through a process and a “Lean” lens can yield unexpected benefits for the Architects as individuals and as a team. They also explained how this approach can greatly improve the architectural quality of the deliverables and the architectural maturity of an Organization. More Lean Digital stories on www.lean-digital-summit.com

Can Lean help improve the Architecture Maturity of an entire Organization?

Institut Lean France

Le Lean et La Poste dans la transition du monde industriel vers le monde des services. Au travers l’histoire de l’atelier de réparation et entretien des vélos à assistance électrique de la plateforme courrier colis de Roubaix, Nathalie Lagrenée, Marine Kiss Codron et Laurent Sarens ont expliqué comment l'on fait du Lean à La Poste dans un contexte d’évolution du métier. Dans cette présentation au Lean Tour Lille 2019, ils ont expliqué comment une entreprise de services publics en pleine transformation se donne les moyens de faire grandir ses collaborateurs, de conserver et maîtriser les savoir-faire tout en supprimant les coûts cachés, et comment l’innovation, le progrès et l’autonomie des équipes révèlent une performance durable. Découvrez d'autres récits de transformation Lean sur www.institut-lean-france.fr

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Priscilla Saunier raconte la reprise du groupe Maisonneuve de construction de maisons individuelles et ce qu'elle a appris de cette aventure. Son intervention au Lean Tour Lille 2019 porte sur la confiance dans les équipes et en faveur des clients, l’autonomie et la latitude décisionnelle de chacun, la bienveillance et l’écoute. Son souhait de permettre à chacun de se réaliser, favoriser les initiatives, donner le droit à l’erreur, le tout vers une vision client phare et au centre de la stratégie du groupe. Découvrez d'autres retours d'expérience de mis en oeuvre du Lean sur cette même chaine et sur www.institut-lean-france.fr

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This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

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Software developers are intended to be massive, highly leverageable value creators for their companies and teams - using their creative and technical talent to build products themselves or mission-critical systems that facilitate the delivery of value inside the business. The blunt truth, however, is that many software developers would screw up tying their own shoes when left to their own devices. There's an abundant corpus of work out there on how managers routinely let down their software developers through insufficient planning, communication, listening, and support. In this talk we're going to explore the inverse - how individual software developers contributing to a project unintentionally sabotage their teams, their companies, their projects, and themselves through: * Immutable technical preferences + biases; * Bad attitudes; * Poor listening; * Inflexible and unproductive learning styles; * Risk aversion; * Incuriosity; * And more! Most importantly, in this talk we're going to try to address how we can help shift developers who want to learn and improve, but are have trouble executing, become the high value contributors they'd like to be.

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Lean elephants: Lean Product Development in a large organization by Susana Jurado

1. Lean Elephants: Lean Product Development in a Very Big Organization_ @sjapru

2. 1. Start small aim high 2. Iterate fast 3. Market validation 4. Fail fast, fail cheap 5. Multidisciplinary teams 6. Open Innovation 7. The art of killing

3. 1. Training 2. Internal mentors 3. External mentors

4. http://hbr.org/2013/05/why-the-lean-start-up-changes-everything/ar/1

5. Dealing with corporate politics and processes. Get upstairs in the building

6. Finding intrapreneurs. Entrepreneurs and intrapreneurs are not the same kind of people

7. What branding to use for experiments and tests?

10.

11.

12. http://driviesapp.com/

13.

14. Experimenting in B2B environments, when you are addressing account managers’ business customers

15. Measuring innovation success: common analytical methods can destroy innovation

16. Competing with core business products in the go to market race

17.

18. The unexpected: the problem’s problem, finding the pain

19. Lean Startup does not necessarily apply to any type of project

20. Getting out of building to have face to face conversations

21.

22. Early market tests, validating every step with customers and pivoting

23. Working with limited resources, bootstrapping and fast iterations

24.

25. Fostering intrapreneurship

26. Accelerating innovation cycles

27. Do more with less: 45% more projects while in average reducing a 48% the medium budget

28. Oriol Lloret Mario López Ricard Huguet Diego Díaz Luis I. Vicente Pere Obrador Alberto de Vega Anna Hiltunen Bert Bräutigam David MuñozCarlos MolinerJavier Zorzano Jaime González Luis Dejo Maria J. Tomé Oscar Mancebo Rafael de las Heras Javier López Pablo Rodríguez This would not have been possible without people Laura GarcíaJesús Bernat Lucia Lavara

29. 1. Provide training and mentorship 2. Adapt Lean Startup 3. Start small

30. Thank you!!! Questions? Comments? @sjapru susana.juradoapruzzese@telefonica.com @mdomata maria.deolanomata@telefonica.com More info in our “Lean elephants” paper at www.tid.es

Lean elephants: Lean Product Development in a large organization by Susana Jurado

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