Old School Lean Meets New School Scaling at Retail Giant
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This document discusses how a large retail company scaled its use of lean development teams across its website to continuously experiment and improve the customer experience. It outlines rituals like daily stand-ups and iteration planning meetings that the lean teams follow. It also emphasizes creating an experimentation framework over rigid processes to promote creativity and innovation.
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Old School Lean Meets New School Scaling at Retail Giant
- 1. old school meets new school scaling lean within a retail giant
- 4. are you a one hit wonder… or a legend?
- 7. 2014 1 12 22 2015 2016 # of lean development teams
- 12. LDT Rituals FTC (Fill the Cup) IPM (Iteration Planning Meeting) Stand-up Showcase Retro Lab HoursLean of Leans Pre-FTC ?
- 14. yes, this is actually a word in the Macys.com vocabulary
- 20. don’t create a process … create a
Notes de l'éditeur
- Do we need to introduce ourselves and our roles? Or in background as “free” time?
- Janel: Maybe someone told you that you need to be more Agile – either literally needing to implement the methodology or just that you need to be more nimble and increase your speed to market. We hear “Fail fast, Innovate, Test and Learn, be Disruptive” - but it generally seems that when executives SAY to do that, we are incentivized and rewarded (or penalized) for the opposite. And do they really mean for us to apply it to highly visible things that impact the bottom line, or merely just want the credit for saying we are doing it?
- Janel: Maybe you already dabbling, but you’re dealing with these Negative Nancy’s. “We have processes for a reason”, “we’ve always done it this way” “If it’s not broken don’t fix it. Or maybe you’ve been lucky enough to avoid these negative nancy’s, but know that it’s only temporary, because you’ve been living in a bubble- able to minimize the resistance because the biggest offenders of this negative are not currently impacted by the experiment you’ve been running “off to the side”…
- Janel: Maybe – you’ve had some clear successes with “pilot”. And the inevitable request/mandate will be to scale this winner – but in doing so, people truly begin to care (nat vs swarm of bees) and can no longer ignore it. When you start moving toward creating something more sustainable – one hit wonder vs. creating something that will live beyond us and create a different culture and way of working – the nature of the lean tenets inevitably impact the way the entire organization works each day, their roles and responsibilities/sphere of influence, and create the perception of loss of control, influence, or visibility.
- Janel? For us….. Three years ago we attended this conference for the first time. We drank the koolaid big time. We were aligned on the philosophy, and while the message was geared toward a startup audience who by definition/necessity needed to head to lean, mean, fighting machine approach… we asked ourselves,just because we have deep pockets, various resources, etc… why SHOULDN’T we also be a lean, mean, fighting machine in order to maximize the return on our (still) precious capital investments and the overall customer experience? So – we build our first hypothesis backlog, justifying and envisioning the changes that could come from implementing the lean tenets.
- Janel: Ask for a wee bit of $, create tactical approach (tenets applied to an established org, process, business model, people – build vs. change), baseline metrics
- Cindy: Within 2 years of spinning up our 1st lean team, by 1) eating our own dogfood (utilizing the BML cycles for HOW we implement the tenets) and 2) demonstrating results via quant data (compared to baseline) we were asked.. To scale lean. By 2016, this investment represented about 30% of our overall capital spend and 22 lean teams – no longer just some crazy team off in the corner that could be discounted or ignored.
- Cindy: But this wasn’t a walk in the park. Macys is a 150 year old retailer, and implementing lean methodology meant we challenged a LOT of the “way things are done”. There was a lot of blood, sweat, and tears put in by a group of dedicated “believers” – who together not only proved Lean development could work, but figured out the key success factors to scaling lean within a large enterprise organization. We’ve compiled what we believe are the Top Ten takeaweays to creating a lean culture
- Janel #10: Naysayers/resistance (shift from emotion to logic) – PR/data (debunk with data) – show WIP, do this all along the way (listen to word on the street, proactively address 1) perception and 2) real need to be resolved – feed methodology BML cycle backlog
- Janel #9: B-M-L Cycles for the model itself (constantly learning & tweaking) – often fed by “word on the street”. Eat your own dog food and adopt the tenet of continuous improvement and make that visible to the organization.
- Janel #8: Balance business process/formalize guardrails vs. freedom for fit of team.
- Cindy Cindy #7: Lean does NOT = unprepared. You need to be buttoned up on your training and tactical approach of the lean tenets that work in your organizaiton. Creating a framework that defined for teams a new way to work gives then permission to work differently – and helps focus the teams on the customer (empathy), the outcome (KPIs) and an creating an environment where teams don’t miss any opportunity to learn.
- Cindy #6: The first year of scaling, we struggled to understand what it meant to go from a test to full scale to 100% of our customers. We developed a systematic approach to move from Testing and Learning mode to releasing a product to prime time by helping teams understand when they should be in Test mode vs Optimize vs. Scaling.
- Janel #5: Lean should never be applied to 99% of your development effort. That is by design. Determine what is “Leanable”, establish clear criteria – this cuts off a bunch of the naysayers who like to talk about where Lean won’t work.
- Janel #4: Include scaling of support for the engagement model – analytics, experimentation, creative. We have learned this the hard way. (papercut vs. death by 1k papercuts)
- Cindy #3: Building & sustaining a TEAM means not only a group of people who deliver an outcome but also Lean is about delivering a high function team who can be applied to any customer problem. We do this through initial training (ie brainwashing), but also through blurring the lines between team roles, creating a team that can tackle any new challenge with the customer lens. Part of the way we continue to reinforce those practices are through…
- Cindy #2:Part of the way we continue to reinforce those practices are through Lean Evangelists. Notice we don’t call them coaches, or scrum-masters, or leaders. We call them evangelists – and that’s exactly what they do. They are on the ground, day in and day out - in the teams helping to continually apply and reinforce the lean tenets. These folks are critical as your “ear to the ground” as you scale
- Cindy: Create the culture which lives beyond you. Quote Yasir? “Culture eats process for lunch” . We worked to create community through lean of leans, awards/competition, a yearly lean summit (showcase), communication of SMEs/Across the labs, shadow another team
- Cindy So now that we’ve imparted our wisdom from our own journey, including the battle scars we got a long the way, we just have a couple more thoughts to leave you with. First - as you have success scaling – Give teams a platform to showcase their success, centered around their impact on the business and their teamwork. Intentionally bring the leaders along and introduce them to this culture. The passion of the teams will be contagious.
- Cindy Recognize and celebrate the success stories, both individual and team success. Make it fun, make it Lean, and make it meaningful to the teams. Instill a culture of recognizing each other, not from the top down, but by each other for each other Don’t create a process, create a movement!