This document discusses systems thinking and improving systems. It notes that optimizing individual parts of a system can sub-optimize the whole system, and instead the interactions between parts and optimizing the whole system should be the goal. It provides an example of improving a car by optimizing the overall performance and interactions between parts rather than just individual parts. The document recommends taking a "bird's eye view" and thinking about resources and the big team to understand a system as a whole.

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Product Management and
Systems Thinking

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21. The Flow
Lense

22. Flow
Capability Demand

23. Capability
Demand
Flow

24. Capability
Demand
1. Increase capability
2. Shape demand
3. Eliminate failure demand

25. How to
shape the
demand?

26. The
Queuing
Lense

27. Point of
Comittment?
Point of
Comittment?

28. Open Prioritization Meeting

29. Great Things happened

30. The
Systems
Thinking
Lense

31. Russell
Ackoff

32. A system is a set of parts where
1. The behavior of each element has an
effect on the behavior of the whole
2. The behavior of the elements
are inderdependent
3. Each subgroup has an effect on
the behavior of the whole and none
has an independent effect on it

33. A System

34. The
performance of
a system is
never the sum
of the
performances
of its parts;;
it is the
product of
their
interactions.

35. If you optimize
the parts, you will
sub-­optimize the
whole

36. How to improve
a car

37. Optimize the parts?

38. ???
Start with why!

39. Optimize the
whole!

40. Increased the
overall
performance

41. Improved interactions

42. Parts were sub-­optimized

43. Local optimization

44. Local optimization

45. Local optimization

46. The big team

47. The bird‘s eye view

48. Resources
The story of NUMMI.
http://bit.ly/GZcORZ
Ackoffs best. by Russell Ackoff
If Ackoff had given a TED Talk. http://bit.ly/1gN5RRz
Kanban. When is it not appropriate?
Talk by David Anderson.
http://vimeo.com/30637740

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Thank you!