kanban and evolutionary management – lessons we can learn from bruce lee’s journey in martial...

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[email protected] @lkuceo Copyright Lean Kanban Inc. Presents Presenter David J. Anderson Lean Kanban Central Europe Hamburg November 2013 Release 1.0 Kanban and evolutionary management

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We have to stop adopting defined processes (or methodologies as they known in the IT business). Instead we need to look to adopt a new style of management that encourages an adaptive capability to emerge in our organizations. This talk will look at Bruce Lee‘s rejection of patterned styles of Chinese Martial Arts and emergence of his Jeet Kune Do approach and compare it to the emergence of the Kanban Method. The talk will illustrate how to use fitness criteria metrics aligned to customer desires to manage an organization that is continually evolving its workflows to improve service delivery and customer satisfaction.

TRANSCRIPT

Page 1: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

[email protected] @lkuceo Copyright Lean Kanban Inc.

Presents

PresenterDavid J. Anderson

Lean Kanban Central Europe

HamburgNovember 2013

Release 1.0

Kanbanand evolutionary management

Page 2: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Bruce Lee’s Journey in Martial Arts

Page 3: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Bruce Lee rejected traditional teaching and styles of Chinese martial arts

Page 4: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Snake

Monkey

Mantis

Tiger

Kung Fu Panda simplified the art to only four styles

Page 5: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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There are in fact very many styles…

Page 6: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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“Dry land swimming” provides a false sense of capability

Page 7: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Lee wanted to start from first principles and core concepts

*Apparently still called the Five Ways, there are actually now six **with the later inclusion of SAA**The fact that The Five Ways has six elements is evidence of evolution in action***Incorporated core ideas such as "center line" and single fluid motion from Wing Chun and parrying from Epee Fencing********Not a Chinese Martial Art and hence evidence of "no limitation as limitation"

Five* Ways of Attack***• Single Direct Attack (SDA)• Attack By Combination (ABC)• Progressive Indirect Attack

(PIA)• (Hand) Immobilization Attack

(HIA)• Attack by Drawing (ABD)• Single Angle Attack (SAA)

Page 8: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Lee’s approach still needed a name

Page 9: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Jeet Kune Do

Using no way as way

Having no limitation as limitation

Page 10: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Jeet Kune Do encourages development of a uniquely personal style

"absorb that which is useful“

discard the remainder

Page 11: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Training with an opponent provides the core feedback loop to drive adaptation

Page 12: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Kata are not adaptive

Page 13: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Martial Arts viewed through a Cynefin* Lens

Simple

ComplicatedComplex

Chaotic

Best Practice

Good PracticesEmergent Practices

Novel PracticesIndividual

Kata

PatternedStyles

Jeet KuneDo

*http://en.wikipedia.org/wiki/Cynefin

Page 14: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Lee’s genius was recognizing hand-to-hand combat is an unordered problem

Page 15: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Motivation for the Kanban Method

Page 16: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Traditional Change is an A to B process

***either an internal process group or external consultants

CurrentProcess Future

Process

Defined

Designed

transition

* Value stream mapping, ** Theory of Constraints Thinking Processes

Page 17: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Change initiatives fail (even) more often than projects

Page 18: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Daniel Kahneman has given us a simple model for how we process information

Daniel Kahneman

System 1Sensory PerceptionPattern Matching

System 2Logical Inference

Engine

Learning byExperience

Learning from theory

FASTBut slow to learn

SLOWBut fast to learn

Page 19: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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How we process change…

Daniel Kahneman

Silicon-basedlife form

Carbon-basedlife form

I logically evaluate change using System 2

I adapt quickly

I feel change emotionally using System 1

I adapt slowly

Page 20: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Adopting new processes challenges people psychologically & sociologically

Page 21: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The Kanban Method…

Page 22: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The Kanban Method…

*also known as "kanban" in Chinese and in Japanese when written with Chinese characters

Page 23: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The Kanban Method is a new approach to improvement

Kanban is a

method

without methodology

Page 24: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Water flows around the rock

“be like water”

the rock represents resistance

Page 25: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The Kanban Method

Page 26: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Kanban should be like water*

* http://joecampbell.wordpress.com/2009/05/13/be-like-water/

Page 27: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Principles behind the Kanban Method

Page 28: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The Kanban Lens

Page 29: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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6 Practices Enable Process Evolution

The Kanban Method

VisualizeLimit Work-in-progressManage FlowMake Policies ExplicitImplement Feedback LoopsImprove Collaboratively, Evolve Experimentally

(using models & the scientific method)

Page 30: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Start with what you do now

Page 31: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Fitness Criteria

Page 32: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Fitness criteria are metrics that measure observable external outcomes

Page 33: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Net Promoter Score is a Fitness Evaluator but is it the only metric we need?

Steve Denning

Page 34: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Net Promoter Score is a way of evaluating customer satisfaction

Page 35: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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The problem with Net Promoter Score is that it doesn’t tell you what to do!

Page 36: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Can we be smarter by using better fitness criteria than NPS?

Page 37: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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If we order a pizza we know what we care about…

Page 38: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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If we need a medical procedure…

Page 39: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Validate Fitness Criteria with real customers

Page 40: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Which system is fitter?

5 10 15 20 25 30 40 45 55 65 More02468

101214

System A

Frequency

Lead Time (Days)

5 10 15 20 25 30 More0

5

10

15

20

25

30

System B

Frequency

Lead Time in Days

Mean 17 days Mean 12 days

Page 41: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Measuring delivery against expectation

5 10 15 20 25 30 40 45 55 65 More02468

101214

System A

Frequency

Lead Time (Days)

-25 -20 -5 0 5 10 20 30 35 40 More0

2

4

6

8

10

12

System A

Frequency

Lead Time Expectation Spread (Days)

5 10 15 20 25 30 More0

5

10

15

20

25

30

System B

Frequency

Lead Time in Days

-15 -10 -5 0 5 10 15 20 More05

1015202530354045

System B

Frequency

Lead Time Expectation Spread (Days)

Mean 17 days Mean 12 days

System B is clearly fitter!

System B delivers 5/7 within expectationsSystem A only delivers 3/7 within expectations

Page 42: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Business Risks, Fitness Criteria & Classes of Service should all align

Page 43: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Evolutionary change has no defined end point

EvolvingProcess

Rollforward

Rollback

InitialProcess

Future process is emergent

EvaluateFitness

EvaluateFitness

EvaluateFitness Evaluate

Fitness

EvaluateFitness

We don’t know the end-point but we do know our emergent

process is fitter!

Page 44: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Kanban viewed through a Cynefin* Lens

Simple

ComplicatedComplex

Chaotic

Best Practice

Good PracticesEmergent Practices

Novel PracticesSimpleKanbanSystem

DeepKanbanSystem

KanbanMethod

*http://en.wikipedia.org/wiki/Cynefin

Single work typeSingle class of service

Multiple work typesMultiple classes of serviceKanban systems alone

aren’t enough in the unordered domain

Page 45: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Enabling Evolutionary Management

Page 46: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Institutionalize feedback systems to enable evolutionary change

OperationsReview

SystemCapability

Review

StandupMeeting

manager to subordinate(s) (both 1-1 and 1-team)

Page 47: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Disintermediate!Risks, fitness criteria & classes of service

should be explicit & transparent

OperationsReview

SystemCapability

Review

StandupMeeting

manager to subordinate(s) (both 1-1 and 1-team)

Expose risk, classes of service & fitness criteria

at all 3 levels of feedback

Lead timeQualityPredictability

Lead timeQualityPredictability

Lead timeQualityPredictability

Page 48: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Is there room for improvement?

Delivered

Poolof

Ideas

F

H E

C A

I

Committed

ReadyFor

Delivery

GD

GYPB

DEMN

2 ∞

P1

AB

Lead Time

Ongoing

Development Testing

Done VerificationAcceptance3 3

Waiting Waiting WaitingWorking

* Hakan Forss, Lean Kanban France, Oct 2013** 2% reported by Zsolt Fabok, Lean Kanban France, Oct 2012

Working

∞∞

Flow efficiency measures the percentage of total lead time is spent actually adding value (or

knowledge) versus waitingFlow efficiency% = Work Time x 100%

Lead TimeFlow efficiencies of 1-5% are

commonly reported*, ** Multitasking means time spent in working columns is often waiting

time

Waiting

Page 49: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Other metrics should only be used as input to models to drive improvement

http://www.klausleopold.com/2013/09/blocker-clusters-problems-are-not.html

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Know why you are using a metric!

Page 51: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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ComparingKanban with Jeet Kune Do

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Jeet Kune Do is a framework for fighting

Center line

Page 53: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Kanban is a framework for service-delivery management

Page 54: KANBAN AND EVOLUTIONARY MANAGEMENT – LESSONS WE CAN LEARN FROM BRUCE LEE’S JOURNEY IN MARTIAL ARTS, DAVID ANDERSON (KEYNOTE) - LKCE13

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Kanban may be analogous to JKD for Service Delivery Management

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More Evolutionary Management

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The Kanban Method makes a business fitter for purpose

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Lean Startup is another evolutionary approach

Build-Measure-LearnCycle

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Lean Startup makes a product or service fitter for purpose

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Like Kanban, Lean Startup is a Pragmatic approach

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Businesses need to do both – be adaptable and adapt their products

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Together Kanban & Lean Startup bring the philosophy of JKD to modern creative

knowledge work industries

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Conclusion

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The future of creative knowledge work should be inspired by Bruce Lee & JKD

Train with live opponentsNo kata

No "dry land swimming“

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Thank you!

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About

[Replace with personal bio]David Anderson is a thought leader in managing effective software teams. He leads a training, consulting, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary…

He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative agile methods at large companies such as Sprint and Motorola.

David is the pioneer of the Kanban Method an agile and evolutionary approach to change. His latest book, published in June 2012, is, Lessons in Agile Management – On the Road to Kanban.

David is a founder of the Lean Kanban Inc., a business dedicated to assuring quality of training in Lean and Kanban for knowledge workers throughout the world.

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Joe Cooper first blogged about the similarity in philosophy between the Kanban Method and the teachings of Bruce Lee. He coined the phrase “Kanban should be like water”.

The data on slides 45 & 46 was provided by Raymond Keating of CME Group.

This presentation was inspired by Alistair Cockburn’s blog post “The End of Methodology”. My approach to change was influenced by an observation from Peter Senge, “People do not resist change, they resist being changed!” “Safe-to-fail Experiment” is a term used by Dave Snowden in his Cynefin framework. Steve Denning proposed NPS as the only metric that matters in his book, “Radical Management.”

Acknowledgements

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