lean innovation - amazon web services

Lean Innovation with Kanban

Patrick Steyaert

Lean Kanban Benelux, Nov 2015

© Patrick Steyaert, 2015 1

Innovation


Ideology


A vision or set of ideas that is considered the "norm”

Un-lean innovation

4

Episodic change Silo innovation

Work Work Work Work

idea

© Patrick Steyaert, 2015

Pragmatism


No idea should ever become an ideology

Lean innovation


Rebounding from change

Responding to change

Anticipating change

Initiating change

A talent that can be developed

Discovery canvas



Example – Content management

8

Declining desktop users

Enterprise content mgmt

Large local organizations

Large local organizations


Example – Change programme

9

Slow adoption Community of

practice

Large programme Small

programmes

Experience sharing

Digital

Scrumban

Training


Gaps

10

1. A flow problem here

2. Can be caused here

3. Requiring more attention here

Execution


Inbound

Outbound

Understanding what to execute

Actual execution

End-to-end flow


Inbound

Outbound

Ensure sufficient options

Deal with bottlenecks

Kanban


Inbound Outbound

Need Concept

Continue

Abandon

Specification Elaborate Develop Verify

Ready to start

Upstream kanban Options

Downstream kanban Commitments

Inbound

Outbound

Minimum limits to ensure that

sufficient options are available

>5 >8

Maximum limits to ensure that we are not exercising too many options at the

same time

5 4 6

Rapid learning loops


DO

CHECK

ADJUST

PLAN

The scientific method

Hypothesis

Experiment

Results

Model

Hypothesis We believe that <doing this> Will achieve <this outcome> We will know we are successful when we see <this signal or result>

Fast decision cycles


The O-O-D-A loop

ORIENT

DECIDE

ACT

OBSERVE

Observation and learning


Decision making Hypothesis Experimentation

Observe Orient

Continue

Abandon

Decide Act Plan Do Check Adjust

Observation kanban O-‐O-‐D-‐A

Experiment kanban PDCA

Experiments Observations (decisions to be

made)

5 4 6 5 5 6 8 8

Limits to ensure fast decision

cycles

Limit experiments in progress

Hypothesis

Weak signals


Every movie the company makes starts out "ugly”; ill-‐defined ideas need protection the most, lest they die too young. -‐ Pixar president Ed Catmull

We think we see ourselves and the world as they really are, but we're actually missing a

whole lot. -‐ Christopher Chabris and Daniel Simons

Ugly ducklings &

(invisible) gorillas

Attending to weak signals


Unfit Seeking fit Fit/lock-‐in

Ugly babies

(Invisible) gorillas

framing

formation

Glue that does not stick

Solutions looking for a problem

Two-‐tone

painted cars

Glue on a board

Post-‐it™

Problems looking for a solution

Scotch® tape


Decision making Hypothesis Experimentation Observe Orient

Continue

Abandon

Decide Act Plan Do Check Adjust

Unfit Seeking fit Fit/lock-‐in

Ugly babies

(Invisible) gorillas (Trans-‐) formation

Inbound Outbound

Need Concept

Continue

Abandon

Specification Elaborate Develop Verify

Ready to start

19

Innovation – A talent that can be developed


Rebounding from change

Responding to change

Anticipating change

Initiating change

Fast decision cycles Rapid learning loops End-‐to-‐end flow Mindful deviation

Anticipatory awareness

Mindful deviation


Reach out [email protected]

@PatrickSteyaert

www.discovery-kanban.com


Discovery canvas

Reference


lean innovation - amazon web services

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