5 key threats to becoming a responsive organisation
Post on 16-Feb-2017
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The root principle of a lean and agile enterprise is to align everything to the measurable
creation of value for customers.
STAYING FOCUSED ON THE OBJECTIVE
PATTERN ONE
Heading into it:
• a simplified business model that optimises delivering value to customers
• an organisation aligned to maximise the flow of value
• a delivery approach that can respond to change
• the servant leadership that enables great culture to thrive
1 LOSING SIGHT OF THE CUSTOMER
HOMES VS MORTGAGES
Understand the impact of value through the
customers eyes
ACT ON KNOWLEDGE
Its not enough to know customers, you must use this
knowledge or at minimum find out for sure.
MEASURE WHAT MATTERS
Test all assumptions and
focus on the outcome.
2 THE FIXATION
ON ROLES
DEALING WITH THE UNKNOWN
Support the confusion of
ambiguity and job security
FOCUS ON THE COLLECTIVE
Avoid a culture of self, my role,
my function. Look at skills, competencies, contribution.
3 OVERBALANCING ON EXEMPTIONS
SET A HIGH BAR ON HORIZONTALS
Don’t create a safe haven to resist change. Your customer
doesn’t care about a platform.
AVOID CONWAYS LAW
Individuals or technologies are not good reasons for change.
FUNCTIONAL INCLUSION
Recognise the need for everyone to explore and
to learn. What was will not suffice for what will be.
4 FEEDING THE ENGINE STANDARDISATION KILLS INNOVATION
We can get stuck in a world born out of efficiencies, economies of
scale and excessive planning
VALUE IS NOT INTERNAL
Don’t confuse or interchange the words Value and Benefits.
HIDDEN CHANGE
We try to talk in terms of comfort to stop reactions, structure,
hierarchy, misaligned bonuses and over commitment of time,
money and people.
5 GETTING STUCK IN
TRANSITION
MEASURE CRITICALITY NOT VOLUME
Compromise based on
minority noise just moves the problem to later on.
RETURN PROLEMS UNSOLVED
Change happens from a
movement not through plans, strategy and being told.
LEAVE THE DRIVEWAY UNSEALED
Never loose sight of the end
game and make compromised decisions that stop you
getting there.
• Reduce work sizes • Orders with minimum constraints • Make it safe to explore • Measure improvement not achievement
TAKE THE STEP
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