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Dinosaurs Don’t Do Lean!

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Dinosaurs Don’t Do Lean!

  1. 1. Dinosaurs Don’t Do Lean!
  2. 2. Lean Applies to Companies andProduct Teams!
  3. 3. Case Study: Company A—  Large up front design, meetings all over the country, to discussfeatures, architecture, do estimates—  Ramp up team in India!—  No Customer Discovery/Development – “We already knoweverything”—  Stand behind Partnerships with Fortune 50 companies as to whythe product will be good—  Distract sales and marketing team away from cash cows—  Multiple layoffs – Cash cow sales suffer, New Product just didn’t_________________.—  Estimated Waste: $70M, 3 years
  4. 4. Case Study Company B—  Large up front design discussions, ppts, etc, largebudget, meetings all over the country, to discuss features,architecture, do estimates—  No Customer Discovery/Development – “We alreadyknow everything”—  Distract engineering away from paying projects andproducts—  Angst and frustration because product demos are behindschedule—  Estimated Waste: $1M, 8 months
  5. 5. Case Study Company C—  Existing product having minimal success in the marketplace—  Enthusiasm about add on product—  Company decides to use R&D resources to fundintegration instead of continued product discovery forexisting product—  Company would rather discuss overhaul of productarchitecture for new add-on versus invest in sales &marketing activities for existing product—  Estimated Cost: Nothing Material Yet
  6. 6. What am I up against: Dinosaurs?Dinsosaurs: Organizations and/or managers that arecouched in the culture of “big upfront”:—  Upfront manager/committee discussions that drag on forweeks and months – typified by let’s hop a jet and meet atCity XZY—  Upfront drawn out architectural committee meetings andestimation activities – typically these architects don’t writecode anymore—  Large and complex NPI stage-gate processes—  “If we build it it will sell”—  We don’t need to really evaluate our customer interactions,feedback, etc
  7. 7. 75% Startups Fail: How aboutProducts?
  8. 8. There’s a Difference Between Knowingthe Path and Walking the Pathhttp://www.youtube.com/watch?v=Kz40vwcTGFo
  9. 9. The Conflict BetweenKnowing and Doing“Kings, heads of government, and corporateexecutives have control over thousands of people andendless resources, but often do not have mastery overthemselves”. Daft, Richard L. (2010-06-29). TheExecutive and the Elephant: A Leaders Guide forBuilding Inner Excellence (p. 5). John Wiley and Sons.Kindle Edition.
  10. 10. If My Dev Team Does AgileAren’t I OK?
  11. 11. Isn’t This How It’s Done?
  12. 12. Say it Again!
  13. 13. What Can I Do?—  Educate Managers and Higher Ups on Lean –Books, Meetups, Seminars—  Point to Importance of Marketing Doing IterativeWork just as Dev Does Iterative Work—  Change companies?—  Start your own Company, but not using traditionalmethods, Do Lean!

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