Lean from the guts
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Public version of a short presentation that I made about Lean Software (July 2018)
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Lean from the guts
- 1. Yves Caseau - Lean Software From the Guts – July 2018 1/10 Yves Caseau Head of AXA Digital Agency NATF (National Academy of Technologies of France) Lean Software “from the guts” Yves Caseau Group CIO, Michelin National Academy of Technologies team Product Lean Software Factory / Devops Lean Startup Product Development Cycle (software) code Customer Agile Teams • SCRUM • Extreme Programming • Lean Software Software Factory • Configuration • Automation • Infrastructure as code Continuous process • Build • Test • Delivery Growth Hacking • Satisfaction & Retention • Virality • Scaling Minimum Viable Product • Agile Team • Lean UX • Focus+Excellen ce Design Thinking • Painstorming • Problem focus • Prototyping • UVP
- 2. Yves Caseau - Lean Software From the Guts – July 2018 2/10 Lean Operations Require Buffers Queueing Theory Reduce WIP to increase flexibility and reactivity To collaborate is to share one’s buffers with each other
- 3. Yves Caseau - Lean Software From the Guts – July 2018 3/10 Picture Your Complexity on the Walls Show your problems Display your complexity Stigmergy : Walls over digital documents
- 4. Yves Caseau - Lean Software From the Guts – July 2018 4/10 “Voice of Customer” Should be Heard on the Gemba Customer satisfaction (& pain points) as the North Star Customer testimonies where software is being built Jeff Bezos’ empty customer chair
- 5. Yves Caseau - Lean Software From the Guts – July 2018 5/10 Kaizen to Learn to Collaborate ”Five Why” transverse team problem solving Pause and Reflect to capitalize & learn Problem solving as a path towards collaboration
- 6. Yves Caseau - Lean Software From the Guts – July 2018 6/10 Lean Fosters Intrinsic Motivations Autonomy Purpose Mastery
- 7. Yves Caseau - Lean Software From the Guts – July 2018 7/10 “All Hands On Deck” Cross-functional squads “T-shaped” skill profiles End-to-end collaboration for continuous delivery (DevOps)
- 8. Yves Caseau - Lean Software From the Guts – July 2018 8/10 5S / Code standards “Show & Share” / code reviews Treat your code like a garden : constant refactoring Love Your Code
Notes de l'éditeur
- V0.4 is the final version with the comments / notes Welcome everyone, I am delighted to have the opportunity to tell you about Lean Startup at AXA. I developped a keen interest with the Lean Startup approach during my previous job at Bouygues Telecom and I made it my reference in my new job as head of Digital at AXA Most of what I will talk about today will be clearly influenced by these two seminal books by Eric Ries and Ash Maurya
- Innovation is really about solving a problem that matters. For instance, a senior who fell, unattended, and who is unable to stand back. Rate of fall is at 30% a year at 65 and raises to 50% over 80. Medical studies in Canada shows that seniors are unable to get up in 50% of cases (Tinetti ME, Liu WL, Claus EB. Predictors and Prognosis of Inability to Get Up After Falls Among Elderly Persons. JAMA 1993 Jan 6;269(1):65-70) - http://www.cnr-sante.fr/2012/10/technologies-de-detection-de-chute-des-personnes-agees/ One our innovative service at AXA, is a mobile application, called RUOK, that attempt to solve this pain point. Pain point is the buzz word of the moment, for a reason – innovation is alleviating pain including a pain you did not know you had, like not having a tablet They don’t know beforehand, they can talk about their pains and react to a solution that they use Hardest part of innovation – need to focus on customer segment and pain points. One need to define the customer segments precisely and know them intimately (no universal solution)
- Intro: Lean tradition of 5 Why applies Innovation is not to solve the symptom, but to address the root cause Finding the “job to be done” requires to find the root cause of dissatisfation & satisfaction – for some persona Any significant problem has already received a solution (competition, alternative, …) – otherwise, bad sign ! Use ethnomarketing 4 rules of UVP: - Why your product exists – What is the immediate benefit – How is it different – All of this in 10 seconds UVP are the heart of the lean canvas
- Intro: Why is the word experience so important ? About the customer Emotional & Perception Complete : User + produc/ service + environment + context (biorythm) More than product – company centric or service – functional view Customer journey, UI, Usability, colors, sound, animation, cognitive design. Role is to reduce friction Strong & weak moments of attention / play with attention chronology and emotion
- Intro: Steve Jobs: don’t ask the customer They don’t know what they want Running Lean: beware of Focus Groups / group think Talks about pain, joys and experiences - prefer one-to-one interview Ethnomarketing, customer journey, understand the context – cf. IDEO, a pioneer of design thinking !. Spend time with your target users (useful to speak their language) ASAP, even in design phase AXA Glass anecdote : a new feature was first proposed and discarded during a first evaluation with a crude mocl-up. When the full proto was shown with a better implementation of the same feature, users found it very interesting.
- Second part : let’s talk about Minimum viable product Intro: Simple application of lean : since learning starts when you can observe usage, let’s get there fast To get real feedback – very rich once the product is there § cf. Bytel story (Key BT learning : people want to tell you - cf 2 hours interviews late in the evening) Goal of MVP is to iterate & mature (quote from Eric Ries : “The solution is a commitment to iteration” The goal of lean startup process (lean) is to build validated assumptions. AXIOM : However smart you are, you are misreading your environment …. (complexity theory)
- Intro: The MVP is not a prototype, it is an exercise about focus Critical thinking of Digital / Silicon Valley (Google) Nathan Furr talks about the “Minimum Awesome Product” People are tolerant with uncomplete products that surprise them… they have zero tolerance for crap. The MVP is not a proto In a world of abundance, small scale OK junk is not Quote from Ash Maurya in Running Lean 10 years delivering services at Bytel show that it is very hard ! 75% of failure : over-engineering (too many features) + the original UVP is lost (too much bureaucracy / design by committee) 3. Full analytics / measure everything – a key characteristics of the digital world
- Intro: Where lean startup meets agile and lean software Very interesting insights in the Lean Startup book about synchronicity Quote from Eric Schmidt and Johnattan Rosenberg in “How Google Works” : Work, eat and live together “In the internet century, a product manager’s job is to work together wit the people who design, engineer and develop things to make great products”. Key recipe for digital innovation from Silicon Valley Still difficult to operate in some large companies, for instance in France Innovation requires cross-functional teams Hence the daily stand-up meetings. Co-location is preferred One of the lean heritage : VM helps for synchronization, for systemtic learning & capitalization, great collaborative tool .