Creating a Culture of Continuous Improvement at Avvo

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Avvo is a 10-year old company that is in high growth mode. In June, Kevin Goldsmith joined Avvo as its CTO after three years at Spotify. He will share learnings of how the team is bringing a lean and agile culture to this rapidly growing company. How do you scale the tools of transformation from the team to the company? In a company eager for change, how do you decide where to invest and how fast to go? Kevin will also share some of the programs that have been put into place to begin the transition from a top-down to bottom-up culture.

Direction et management

Creating a culture of continuous
improvement at Avvo
Kevin Goldsmith, CTO
@kevingoldsmith

@kevingoldsmith #avvoculture
Starting Point

@kevingoldsmith #avvoculture
• 10 year old company
• Rapid growth over the last few years

@kevingoldsmith #avvoculture
• Good values
• Clear mandate to improve
from senior leadership
• Agile already in practice
Benefits

@kevingoldsmith #avvoculture
• Poor information flows
• Bad habits encoded into myth
Challenges

@kevingoldsmith #avvoculture
Stage 1: evaluate

@kevingoldsmith #avvoculture
• Easy to jump in and start “fixing” things
• Need the complete picture
• Spent the first several weeks with every team in the company in
every area.
Evaluate

@kevingoldsmith #avvoculture
• What is going well?
• What is not going well?
• What can I do to help?
Questions to ask

@kevingoldsmith #avvoculture
• So. Many. Silos.
• So many cross-team dependencies
• Transparency without clarity
• A bad cycle had developed
What I learned

@kevingoldsmith #avvoculture
Lack of Velocity
(perceived) Lack of
Accountability
Forcing Function
Failure
to Achieve

@kevingoldsmith #avvoculture
Stage 2: Make priorities clear

@kevingoldsmith #avvoculture
• 3-4 Company-level strategic goals
• 6-12 month timeframe
• Decided by Senior Leadership Team
Wildly Important Goals (WIGs)

@kevingoldsmith #avvoculture
• 5-7 prioritized tactical goals
• 3-6 month timeframe
• Revisited every 6 weeks
• Cross-team/functional effort
• Proposed by the organization
• Led by someone from the organization with Lead Team sponsorship
• Clear Definition of Done
Sub-WIGs (SWIGs)
@kevingoldsmith #avvoculture

@kevingoldsmith #avvoculture
Stage 3: replace dates with data

@kevingoldsmith #avvoculture
Date-driven projects should have real business meaning and
consequences.
On dates

@kevingoldsmith #avvoculture
• Track metrics, not dates
• Not “are we making the date?”, but rather “are we learning?”
Accountability without dates

@kevingoldsmith #avvoculture
Created a data-driven decision-making framework and
educated the company on its use. All project proposals will
use this moving forward.
Driving data-driven decision-making

@kevingoldsmith #avvoculture
Stage 4: Continuous
Improvement

@kevingoldsmith #avvoculture
Building a practice of having retrospectives beyond the agile
ceremony cycle and focus.
Retrospectives everywhere

@kevingoldsmith #avvoculture
Central repository for retrospective notes. Make it easy to
find the lessons.
Collect the learnings

@kevingoldsmith #avvoculture
• clear priorities
• removal of artificial cadences
• metrics-driven teams
• data-driven decision making
• a practice of retrospectives
• an archive of learnings
With

@kevingoldsmith #avvoculture
Lack of Velocity
Lack of
Accountability
Forcing Function
Failure
to Achieve

@kevingoldsmith #avvoculture
DATA
VISION
EXPERIMENTSLEARNING
PRODUCT
INFORMS
GUIDES
GENERATES
DRIVES
PROVIDES

@kevingoldsmith #avvoculture
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This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

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Creating a Culture of Continuous Improvement at Avvo

1. Creating a culture of continuous improvement at Avvo Kevin Goldsmith, CTO @kevingoldsmith

2. @kevingoldsmith #avvoculture Starting Point

3. @kevingoldsmith #avvoculture • 10 year old company • Rapid growth over the last few years

4. @kevingoldsmith #avvoculture

5. @kevingoldsmith #avvoculture • Good values • Clear mandate to improve from senior leadership • Agile already in practice Benefits

6. @kevingoldsmith #avvoculture • Poor information flows • Bad habits encoded into myth Challenges

7. @kevingoldsmith #avvoculture Stage 1: evaluate

8. @kevingoldsmith #avvoculture • Easy to jump in and start “fixing” things • Need the complete picture • Spent the first several weeks with every team in the company in every area. Evaluate

9. @kevingoldsmith #avvoculture • What is going well? • What is not going well? • What can I do to help? Questions to ask

10. @kevingoldsmith #avvoculture

11. @kevingoldsmith #avvoculture • So. Many. Silos. • So many cross-team dependencies • Transparency without clarity • A bad cycle had developed What I learned

12. @kevingoldsmith #avvoculture Lack of Velocity (perceived) Lack of Accountability Forcing Function Failure to Achieve

13. @kevingoldsmith #avvoculture Stage 2: Make priorities clear

14. @kevingoldsmith #avvoculture • 3-4 Company-level strategic goals • 6-12 month timeframe • Decided by Senior Leadership Team Wildly Important Goals (WIGs)

15. @kevingoldsmith #avvoculture • 5-7 prioritized tactical goals • 3-6 month timeframe • Revisited every 6 weeks • Cross-team/functional effort • Proposed by the organization • Led by someone from the organization with Lead Team sponsorship • Clear Definition of Done Sub-WIGs (SWIGs) @kevingoldsmith #avvoculture

16. @kevingoldsmith #avvoculture Stage 3: replace dates with data

17. @kevingoldsmith #avvoculture Date-driven projects should have real business meaning and consequences. On dates

18. @kevingoldsmith #avvoculture • Track metrics, not dates • Not “are we making the date?”, but rather “are we learning?” Accountability without dates

19. @kevingoldsmith #avvoculture Created a data-driven decision-making framework and educated the company on its use. All project proposals will use this moving forward. Driving data-driven decision-making

20. @kevingoldsmith #avvoculture Stage 4: Continuous Improvement

21. @kevingoldsmith #avvoculture Building a practice of having retrospectives beyond the agile ceremony cycle and focus. Retrospectives everywhere

22. @kevingoldsmith #avvoculture Central repository for retrospective notes. Make it easy to find the lessons. Collect the learnings

23. @kevingoldsmith #avvoculture • clear priorities • removal of artificial cadences • metrics-driven teams • data-driven decision making • a practice of retrospectives • an archive of learnings With

24. @kevingoldsmith #avvoculture Lack of Velocity Lack of Accountability Forcing Function Failure to Achieve

25. @kevingoldsmith #avvoculture becomes

26. @kevingoldsmith #avvoculture DATA VISION EXPERIMENTSLEARNING PRODUCT INFORMS GUIDES GENERATES DRIVES PROVIDES

27. @kevingoldsmith #avvoculture DATA VISION EXPERIMENTSLEARNING PRODUCT INFORMS GUIDES GENERATES DRIVES PROVIDES

28. @kevingoldsmith #avvoculture Dziękuję Ci

29. @kevingoldsmith #avvoculture Questions?