If ERP can become agile, promote standardized work, reduce information waste and errors, and enable data-driven decision making, can it add value to a Lean enterprise? If you practice the four Lean principles well, but don’t focus on value streams and their owners, will Lean IT produce sustainable results? Steve Bell answers these big hairy questions and several essential others in this presentation.... Watch Steve's presentation video on: http://youtu.be/VG0_Id5EaOs Check out www.lean-it-summit.com for more Lean IT videos and presentations.

1. 3 & 4 October, 2013
Paris, France
Learning from the fast developing
practice of Lean IT
Lessons, opportunities
and future questions.
Steve Bell, Lean IT Strategies

2. Steve Bell, Lean IT Strategies
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3. In Memory
Eiji Toyoda 1913-2013
He hoped to live to 100.
He lived for 100 years and 5 days.
He achieved his target.
He changed the world.
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4. Hansei Reflection Retrospective
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5. Lean IT - A Year in Review
Aerospace, Agribusiness, Banking, Fashion, Food
Processing, Forest Products, Health Care,
Insurance, Nonprofits, Retail, Software Publication,
Supply Chain, Startups
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6. Observation #1
Technology has the potential to play a
transformative role in every product, service
and industry
“For years, CIO’s have been asking for a place at the strategy table. Now
suddenly we’re there, feeling like the dog that finally caught the car it’s been
chasing. With the bumper in its teeth it asks ‘now what?’”
CIO of a Global Bank
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7. Big Hairy
Question #1
How do we think from our customers’ needs
backward, not from our assets forward?
Dan Jones
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8. Observation #2
Deliberate innovation is becoming
necessary for survival
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9. The only sustainable competitive
advantage is the ability to learn
faster than the competition.
Arie de Geus
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10. Nordstrom Innovation Lab
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11. +
Evolving from Software to Devices and Services
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12. Nike EMEA IT staff innovation space
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13. Big Hairy
Question #2
If someone, anyone, anywhere in your company,
including your suppliers and customers, has an idea,
what can they do with it?
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14. Observation #3
Uncertainty can be your
enemy or your friend.
It’s your decision.
Steve Bell, Lean IT Strategies
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15. Big Hairy
Question #3
How can an organization balance the need for “good
governance” while simultaneously nurturing
purpose-driven teams able to quickly sense and
adapt to challenges and opportunities?
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16. Observation #4
The key challenge facing Agile today
is how to SCALE to the enterprise.
Lean thinking is essential.
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17. What is
BIG?
What are
the scaling
factors?
Steve Bell, Lean IT Strategies
Source: Al Goerner
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19. Steve Bell, Lean IT Strategies
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20. Steve Bell, Lean IT Strategies, Lean4NGO
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21. European
Hoshin Kanri
and Obeya
Steve Bell, Lean IT Strategies, Lean4NGO
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22. Big Hairy
Question # 4
What are your constraining scaling factors?
How will a skillfully executed Lean Management
System help you overcome them?
Steve Bell, Lean IT Strategies
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23. Observation # 5
ERP is the
elephant in
the room and it’s
not going away
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24. Big Hairy
Question #5
If ERP can become agile, promote standardized
work, reduce information waste and errors, and
enable data-driven decision making, can it add
value to a Lean enterprise?”
Steve Bell, Lean IT Strategies
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25. Observation #6
Analytics is a critical skill that must be
developed intentionally
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26. ITSM Analytics
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Source: anonymous client
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27. Big Hairy
Question #6
How do we find/attract individuals within our
organization that are gifted in analytics, help them
develop mastery, and share their talent with others?
Steve Bell, Lean IT Strategies
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28. Observation #7
You cannot ignore the
2nd principle
Value Stream mindset
is essential
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29. Big Hairy
Question #7
If you practice the four Lean principles well,
but don’t focus on value streams and their owners,
will Lean IT produce sustainable results?”
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30. Observation #8
Prioritize all IT activities and investments
according to your Hoshin Plan
Abolish “dark matter”
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31. Leadership focus on the “vital few”
Visualize
 Demand
 Priority
 WIP
 Problems
Grameen Foundation CKW Program, Uganda
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32. Big Hairy
Question #8
How can you visualize IT demand, priority, load
and flow so everyone can clearly align their work
with the vital few priorities?
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33. Questions to reflect upon
1.
How do we innovate from our
customers’ needs backward?
5.
Can an agile ERP system add
value to the Lean enterprise?
2.
If someone has an idea, what
can they do with it?
6.
How do we nurture our internal
analytics capabilities?
3.
How to balance governance,
agility and innovation?
7.
Can Lean IT work without a
Value Stream orientation?
4.
How can the Lean Management
System help Agile scale to the
enterprise?
8.
How can you visualize IT work to
clearly align with your vital few
priorities?
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