Uneak White's Personal Brand Exploration Presentation
Agile India 2014: Kanban through its values - agendas & change at scale
1. Kanban through its values:
agendas & change at scale
Mike Burrows
@asplake
@kanbanInside
mike@djaa.com
positiveincline.com
meldstrong.com
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
2. Kanban is the humane,
“start with what you do now”
approach to change
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
3. Kanban has always scaled
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
4. Kanban has always scaled
“For your technology business” [1]
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
5. Kanban has always scaled
But how?
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
6. Exercise: Kanban’s Value System [2]
(the quick version)
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
7. Foundational Principles
•
: Start with what you do now
•
: Agree to pursue evolutionary change
•
: Initially, respect existing roles,
responsibilities and job titles
•
: Encourage acts of leadership at
all levels in your organization –
from individual contributors to
senior management
customer focus|agreement|collaboration|flow|leadership
transparency|understanding|respect|balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
8. Foundational Principles
•
: Start with what you do now
•
: Agree to pursue evolutionary change
•
: Initially, respect existing roles,
responsibilities and job titles
•
leadership
: Encourage acts of leadership at
all levels in your organization –
from individual contributors to
senior management
customer focus|agreement|collaboration|flow|leadership
transparency|understanding|respect|balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
9. Foundational Principles
•
: Start with what you do now
•
: Agree to pursue evolutionary change
•
respect: Initially, respect existing roles,
responsibilities and job titles
•
leadership
: Encourage acts of leadership at
all levels in your organization –
from individual contributors to
senior management
customer focus|agreement|collaboration|flow|leadership
transparency|understanding|respect|balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
10. Foundational Principles
•
: Start with what you do now
•
agreement
: Agree to pursue evolutionary change
•
respect: Initially, respect existing roles,
responsibilities and job titles
•
leadership
: Encourage acts of leadership at
all levels in your organization –
from individual contributors to
senior management
customer focus|agreement|collaboration|flow|leadership
transparency|understanding|respect|balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
11. Foundational Principles
• understanding
: Start with what you do now
•
•
agreement
: Agree to pursue evolutionary change
respect: Initially, respect existing roles,
responsibilities and job titles
•
leadership
: Encourage acts of leadership at
all levels in your organization –
from individual contributors to
senior management
customer focus|agreement|collaboration|flow|leadership
transparency|understanding|respect|balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
20. Reflection
Of the 9, which 3 most strongly
• resonate with you personally?
• speak into your work situation?
Customer focus – Agreement –
Collaboration Flow – Leadership –
Transparency
Understanding – Respect – Balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
21. Follow up
• With your colleagues, the long version:
bit.ly/kanban-values-exercise
• Choose 3 values for your profile on
meldstrong.com
Customer focus – Agreement –
Collaboration Flow – Leadership –
Transparency
Understanding – Respect – Balance
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
22. Nine values, three agendas
Sustainability
A1
Survivability
understanding
agreement
respect
A2
transparency
balance
collaboration
A3
Service Orientation
customer focus
flow
leadership
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
23. A1 A2 A3
Sustainability
A1
transparency
balance
collaboration
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
24. •
•
•
A1 A2 A3 transparency
Organize the work, let people self-organize
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
25. •
•
•
A1 A2 A3 transparency
Capture learning – visually & in polices
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
26. •
•
•
A1 A2 A3 transparency
Feedback loops in & around the process
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
27. •
•
•
A1 A2 A3 balance
4
Pull systems balance workload with capacity
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
28. •
•
•
A1 A2 A3 balance
4
Pull systems balance workload with capacity
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
29. •
•
•
A1 A2 A3 balance
4
Pull systems balance workload with capacity
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
30. •
•
•
A1 A2 A3 balance
Seek balance of other kinds
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
31. •
•
•
A1 A2 A3 collaboration
creative relationships
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
32. •
•
•
A1 A2 A3 collaboration
the means to solve problems…
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
33. •
•
•
A1 A2 A3 collaboration
…and an improvement focus
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
34. •
•
•
A1 A2 A3 collaboration
Models Internal
How
things
work
✔
How to
change
them
✔
External
Plan
✔
Act
✔
Do
Check
“…using models and the scientific method”
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
35. A1 A2 A3
Sustainability
A1
transparency
balance
collaboration
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
36. A1 A2 A3
Sustainability
A1
transparency
balance
collaboration
And at scale?
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
37. A1 A2 A3
Sustainability
A1
A2
transparency
balance
collaboration
Service Orientation
customer focus
flow
leadership
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
38. A1 A2 A3 The Kanban lens
A way to view what you do now:
• Creative work is service-oriented
• Service delivery involves workflow
• Workflow involves a series of
knowledge discovery activities
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
39. A1 A2 A3
Services, workflow,
knowledge discovery
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
40. A1 A2 A3
Q1: How can we better
anticipate customer
needs?
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
41. A1 A2 A3
Q2: How soon will we
know that we have met a
customer need?
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
42. A1 A2 A3
Collaboration through
T-shaped leadership [6]
Within
Across
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
43. Leadership at every level
A1 A2 A3
Across
Within
Across
Within
Within
Across
Across
Across
Within
Within
Within
Across
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
44. A1 A2 A3
Leadership at every level
– Small acts of leadership [7]
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
45. A1 A2 A3
Sustainability
A1
A2
transparency
balance
collaboration
Service Orientation
customer focus
flow
leadership
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
47. A1 A2 A3 Patterns of
unsafe change
• bravado [3]
• complacency [4]
• tampering [5]
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
48. A1 A2 A3 Patterns of
unsafe change
• bravado – too fast
• complacency – too slow
• tampering - too random
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
49. A1 A2 A3 The J-curve effect
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
50. A1 A2 A3 Small J’s, iterated
Fitness
Time
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
51. A1 A2 A3 Small J’s, iterated
Fitness
Q3: How can we bring
opportunities for positive
change to the surface?
Time
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
52. A1 A2 A3
Survivability & the
leadership disciplines of
evolutionary change
Survivability
understanding
agreement
respect
A3
Further reading: bit.ly/kanban-infoq-series
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
53. Kanban is the humane,“start with what
you do now” approach to change…
Sustainability
A1
Survivability
understanding
agreement
respect
A2
transparency
balance
collaboration
A3
Service Orientation
customer focus
flow
leadership
…that scales!
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
54. References
[1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-TechnologyBusiness/dp/0984521402/ref=sr_1_1?s=books&ie=UTF8&qid=1364387272&sr=1-1
[2] Introducing Kanban through its values http://positiveincline.com/index.php/2013/01/introducingkanban-through-its-values/
[3] Good to Great, Collins http://www.amazon.com/Good-Great-Companies-LeapOthers/dp/0066620996/ref=sr_1_1?s=books&ie=UTF8&qid=1364387591&sr=1-1
[4] Systems Thinking for Curious Managers, Ackoff et al http://www.amazon.com/Systems-ThinkingCurious-Managers-Management/dp/0956263151/ref=sr_1_1?ie=UTF8&qid=1392822302&sr=8-1
[5] Out of the Crisis, Deming http://www.amazon.com/Out-Crisis-W-EdwardsDeming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1364387455&sr=1-1
[6] Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Hansen
http://www.amazon.com/Collaboration-Leaders-Common-GroundResults/dp/1422115151/ref=sr_1_1?ie=UTF8&qid=1392822798&sr=8-1
[7] Small acts of leadership
http://positiveincline.com/index.php/2013/06/small-acts-of-leadership/
Also:
[8] The Culture Game: Tools for the Agile Manager, Mezick http://www.amazon.com/Culture-GameTools-Agile-Manager/dp/0984875301/ref=sr_1_1?s=books&ie=UTF8&qid=1364387632&sr=1-1
[9] Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Logan
http://www.amazon.com/Tribal-Leadership-Leveraging-ThrivingOrganization/dp/0061251321/ref=sr_1_1?s=books&ie=UTF8&qid=1364387685&sr=1-1
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
55. Thank you
Special thanks to:
Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White,
Arne Roock, Bernd Schiffer, Dimitar Bakardzhiev, Greg Brougham,
Hermanni Hyytiälä, Janice Linden-Reed, Chris Chan, Zsolt Fabok, Corinna Baldauf,
Andy Carmichael, Alex Fedtke, Tom Cagley, Rob Ferguson, Yuval Yeret,
Joseph Hurtado, John Miller, Kurt Häusler, Matthias Bohlen, Rodolfo Moeller,
Karl Scotland, Mattias Skarin, Alan Shalloway, Pierre Nies, Fred Engel,
David Shrimpton, Björn Tikkanen, Simon Thomas, Simon Marcus, Marco Melas,
Jon Terry, Maria Alfredéen, Torbjörn Gyllebring, Shridhar Lolla, Jim Sutton,
Stephen Parry, Klaus Leopold, Sigi Kaltenecker, Gaetano Mazzanti,
Ben Linders, Luke Hohmann, Ellen Grove
Photos:
Slides3, 25, 27: David J. Anderson & Associates Inc
Slide 33: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG
Slide 34: http://www.nobelweekdialogue.org/?attachment_id=364
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
56. Kanban is the humane,“start with what
you do now” approach to change…
Sustainability
A1
Survivability
understanding
agreement
respect
A2
transparency
balance
collaboration
A3
Service Orientation
customer focus
flow
leadership
…that scales!
Kanban through its values:
agendas & change at scale @asplake #AgileIndia2014
Editor's Notes
Big project - $1m of WIP on the board
the work we have, how much of each type, where it is in the system, who’s associated with it, what’s blocked and so on.
As we self organise, our perspective may change. We realise that there are better ways to look at the work. No problem!Rub a line out, draw another one in, move a few stickies. Alternatively, a few clicks of the mouse if we’re using an electronic tool.For next to no cost, we can effect change on the system, yielding perhaps significant change in how it performs.This is a very high leverage activity.Our changes remain in place for as long as we need it – we’ve captured some learning.
Big project - $1m of WIP on the board
protective outer layer – leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what will have to change?
You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework
You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework