Knowit Technology Management

Lean Innovation and Knowledge Based Development - or, what would Albert say?

Pär Hammarström Senior Mgmt Consultant

Knowit Technology Management

Technology Management

“A business exist to create a customer.”

- Peter F Drucker

Technology Management Adapted from Larman & Vodde

Continuous

Improvement Respect for

people

Sustainable Success

Management applies and teaches lean thinking

Amplify Learning

Decide as late as possible

Flow/ Cadence

Set-based design

Skilled people

X-Team

Team Room & Visual Mgmt

Entrepeneurial Chief Engineer

Something different that has impact.

Technology Management

Technology Management

Product Development is Learning

Real World

Information Decision

Decision making rules

Mental Model

Feedback

Reflection

Technology Management

Technology Management

Observable data

I make Assumptions based on the

meanings I added

I draw Conclusions

I adopt Beliefs about the world

I take Actions based on my beliefs

The Reflexive Loop

(our beliefs affect what

data we select next time)

The Ladder of Inference

Chris Argyris

Technology Management

What do you believe that only you believe?

"Imagination is more important than knowledge."

Technology Management

Contextual environment

Enacted environment

Technology Management

A Different Perspective

Co-ordinating logic

Transparency

Knowledge transfer

Motivation

Perspective

Sven Hamrefors

• Autonomy – The desire to be self-

directed

• Mastery – The urge to get better –

in search of flow

• Purpose – The aspiration to

contribute to something bigger than ourselves

Technology Management

Intrinsic Motivation

Self Actualization

Belongingness

Survival

Reflecte

d e

xp

eriences

Pre

vio

us e

nactm

ent

Gemba - Go see

Present enactment

+ -

+

-

Perspectives

Conservative Constructive

Superstitious Novel

Technology Management

Directing Factors

Knowledge transfer

To create a better

everyday life for the many

people.

Connecting

People.

Transparency

Co-ordinating logic

Sensemaking, flow

A PC on every

desk running

MS sw

Create experiences

combining the magic

of sw with the power

of internet services

across a world of

devices

Intr

insic

Mo

tivati

on

Directing factors

Targeted Scanning

Scanning in

principle

Anarchistic

Scanning

Private

Scanning

None Enacted situation Contextual situation

Entrepeneurial Behavior

"The secret to creativity is knowing how to hide your sources."

Technology Management

Technology Management

A

B

Mindfuck

1, Line B is longer than line A

2, They are equally long

3, We don’t know

Technology Management

Mindfuck

1, Line A is in line with line C

2, Line B is in line with line C

3, We don’t know

A

B

C

Technology Management

Mindfuck

1, The mid circles are not equally big

2, The mid circles are equally big

3, We don’t know

Technology Management

“I Know That I Know Nothing”

Technology Management

What we know that we

know – Known Knowns

What we know that we don’t

know – Known Unknowns What we don’t know that we don’t

know – Unknown Unknowns

What we don’t know that we

know – Unknown Knowns

What Do We Know

Assumptions Complicated Technical systems Find the facts

Ignorance Complex Sociotechnical systems Trust that patterns will emerge

Waste The Tacit Dimension Personal ->Interpersonal through dialogue and visualizations

“Common sense is the collection of prejudices acquired by age eighteen.”

Technology Management

Technology Management

4 Mental Models of Innovation

Business as usual Let’s fire all the managers

80/20 Continuous innovation as the bottom line

Gary Hamel

Technology Management

Linear Model of Innovation

Basic Research -> Applied Research -> Development -> Diffusion

Basic Research -> Applied Research -> Development -> Production -> Marketing&Sales

Market needs-> Development -> Production -> Marketing&Sales

Technology Management

“Keeping the Innovators at the Gate”

"If we knew what it was we were doing, it would not be called research, would it?”

Technology Management

• Entrepeneurs are everywhere

– Product Roadmap -> Business Model

– Product Owner - > Entrepeneur

• Validated learning

– Backlog -> To learn list

– On site customer -> Get out of the building

– Demo -> Perserve or Pivot

Technology Management

The Lean Start-up

Build

Product

Measure

Data

Learn

Idea

Eric Ries

Technology Management

The Adoption Cycle

Geoffrey Moore

Re

lative

% c

usto

mers

Time

Innovators

”Tech entusiasts”

Early Adopters

”Visionaries”

Early Majority

”Pragmatists”

Late Majority

”Conservatists”

Laggards

”Skeptics”

Technology Management

Technology First – Needs Later

Donald Norman

Time

Transition point

where technology

satisfies basic

needs

Technology Dominates

Technology is ”good enough”

User Experience Dominates

(convenience, reliability, cost...)

Excess Technology

Most customers not

interested Required

Performance

Re

lative

% c

usto

mers

Technology

User Experience

Business

Technology Management

Feasible

Viable Desirable

X-Team

Tim Brown

Customer Insight Driven – Not Customer Driven F

igu

re o

ut

the

sto

ry

Te

ll a n

ew

sto

ry

Concretete

Abstract

Analysis Synthesis

Context Artifacts

Observe how a job is done Prototype and evolve a minimum

desirable, viable and feasible product

Insight

Ask why 5 times

Ideas

Describe the benefits

ABDUCTIVE THINKING

Technology Management

T-shaped People

Technology Management

Entrepreneurial Chief Engineer?

“It comes from saying no to 1,000 things to make sure

we don't get on the wrong track or try to do too much.”

- Steve Jobs

Build

Product

Measure

Data

Learn

Idea

Technology Management

What Do I need to Learn?

How can I measure that?

What do I need to build?

Experiment!

Assumption Feature MVP Validation Result

Technology Management

To Learn List

Problem/ Solution

Product/ Market

Scale

Technology/Antropology

Value Proposition Canvas

MVP Product

Crossing the chasm

“The only real valuable thing is intuition."

Technology Management

Technology Management

Continuous

Improvement Respect for

people

Sustainable Success

Managment applies and teaches lean thinking

Amplify Learning

Decide as late as possible

Flow/ Cadence

Set-based design

Skilled people

X-Team

Team Room & Visual Mgmt

Entrepeneurial Chief Engineer Focus on

the Jobs to solve

Define your Role in the value network Be Attentative

Get out of the office

Diversify your

Perspective

Design is not analysis

People, not process

T-shaped

Facilitate Dialogue

“I think and think for months and years. Ninety-nine times, the conclusion is false. The hundred´th time I am right.”

Technology Management

References and further reading