LKCE13, 04 November 2013����@markusandrezak �@ueberproduct�http://www.ueberproduct.de �

Boundaries of Kanban – Disruptive Innovation�

•  Extrapolation does not help�•  Toyota does not design products with

Kanban�•  Administration vs. Forward / backward

thinking �•  Do the right thing �•  Operations first �

What‘s beyond? �

??? �

Big, highly scaling enterprises need ccontinuous innovation�

Nokia Revenue�

Apple vs Nokia revenue �

More than 200 models – innovation for sure? �

One model, deep innovation�

Models that weren‘t �

Innovators dilemma�

„ ... successful companies can put too much emphasis on customers' current needs, and fail to adopt new technology or business models that will meet customers' unstated or future needs ...“��Wikipedia on Clayton Christensen �

h"p://www.flickr.com/photos/zeevveez/4729638702/  

Not understanding own business �

h"p://www.flickr.com/photos/joebehr/6850012947/  

h"p://www.flickr.com/photos/paukrus/9190431210/  

Transport – not horses�

h"p://www.flickr.com/photos/24736216@N07/4192915147/  

h"p://www.flickr.com/photos/jsome1/3345895824/  

Data driven = �

h"p://www.flickr.com/photos/beanFn/7649183772/  

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��„No one has to change. Survival is optional“ ��

��

Deming��

�„To be ahead of the competition, you need to leapfrog them. Creativity needs to be involved“ �� �

Ackoff ��

The knowledge funnel �

Cynefin�

Feature by feature �& �

Maintenance �

Radical Innovation��

h"p://upload.wikimedia.org/wikipedia/commons/4/45/Cynefin_framework_Feb_2011.jpeg  

Analytical Thinking �

ExisFng  Data  

projecFon  

Projected  product  

Worst  form:  solu,on  mindedness  

Abductive Thinking �

Research  

Vision  

Needs  

Derived    Product  

Analytical vs. abductive thinking (What if ...?) �

Operational Excellence � Innovation �

Agile = innovation ...?�

Agile / Kanban / Scrum / Lean�

visualisation�Transparency�

start where you are�small steps �

evolutionary change �small batch size �

Opionality �Linearity�

�

A certain innovation process�

Apple �

Another one �

ZigZag / Sawyer �

Design Thinking �

Diverging / Converging�

Loop: Diverging / Converging�

non linear �often backwards stepping �find the right problem! �understand human beings �synthesis �prototypes, prototypes, ...��

A fit? �

linearity�small batch size �

small steps �optionality �

eliminate waste�transparency �

h"p://www.flickr.com/photos/veggiefrog/2573076568/  

eliminate waste�

h"p://www.flickr.com/photos/veggiefrog/2573076568/  

portfolio kanban�

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transparency ...�

��

�Cooperation needs tacit knowledge �

Examples for conflict??? �

•  Non linearity: bugs ��•  Depth vs. Flow / transparency etc:

Redesign �

•  Exploration and impatience�

No way out???�

h"p://www.flickr.com/photos/veggiefrog/2573076568/  

A solution�

analytical thinking �focus grroups �online surveys �web analytics ��abductive thinking �prototypes�interviews / anthropology�design techniques �out of the office �skunkworks ��

A solution�

MulFple  safe-­‐to-­‐fail  experiments,  

contained  

Buying  informaFon  cheaply  

Steps ... patience�•  Follow the suction�•  Get designers in as trojan horses�•  Show, don’t tell! �•  Show what design really is �•  Excursion to design studios �•  Undertand the role of prototyping�•  Embrace a failure culture��

Claudia Kotchka (P&G) �

More important�

•  Innovation != Innovation �•  Be conscious there are different worlds

and different questions�•  They need different ways of thinking �•  They require different work conditions,

contexts and constraints.�•  Don‘t force them to be one! �•  But you need both.��

Nokia Revenue�

Apple revenue �

Modelle die es nicht gab�

A solution�

Literatur �

•  Jeannie Liedtka, Tim Ogilvie: Designing for growth �

•  Jeannie Liedtka: Solving problems with Design Thinking �

•  Keith Sawyer: Group genius �•  Tim Brown: Change by design�•  Roger L. Martin: The design of business �

h"p://www.flickr.com/photos/theredproject/3302110152/  

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