Gosei - to next level

12
Go&See TM ToThe Next Level 1
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    19-Oct-2014
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description

How to improve organizational innovation and productivity. How to overcome obstacles of growth.

Transcript of Gosei - to next level

Page 1: Gosei - to next level

Go&SeeTM

To  The  Next  Level

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Gosei  Oy  all  rights  reserved.

Challenge

“We  have  a  growing  business,  but  its  not  growing  so  fast  any  

more”    

 “A  lot  of  things  is  going  on,  but  how  can  I  make  sure  we  focus  on  

the  right  things.”      

“The  amount  of  people  has  increased,  and  it’s  becoming  messy.”    

“Dealing  with  customer  complaints  is  taking  more  and  more  

time”  

“How  can  we  sustain  the  good  spirit  of  early  days  when  there  are  

more  people”  

“How  do  we  make  sure  we  improve  continuously  and  learn  

systematically”  �2

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Gosei  Oy  all  rights  reserved.

Facing  a  plateau

Growth  stalls  when  internal  

capabilities  meet  their  limits  

with  external  conditions

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Gosei  Oy  all  rights  reserved.

What  is  required  to  move  to  the  next  level?  

Discovering  where  we  can  be  the  best  

and  focusing  to  it  

Organizing  work  wisely  to  manage  

increasing  complexity    

Cultivating  the  culture  of  learning  and  

innovation  

Ingraining  a  systematic  way  of  

improvement�4

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What  makes  this  challenging?

Organizational  habits  are  based  on  what  worked  in  the  past  

These  habits  limit  our  capabilities  to  see  new  possibilities  

Habits  are  based  on  our  deep  beliefs  and  assumptions,  that  we  

are  not  even  aware  of  

Without  a  clear,  systematic  way,  we  cannot  overcome  the  

power  of  these  habits    �5

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And,  of  course

People  resist  the  change  

because  they  are  the  objects,  

not  the  actors  of  the  change

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How  Go&See  changes  that?

It  makes  people  on  all  levels  actors  of  the  change  

It  gives  them  a  systematic  way  to  innovate  and  explore  in  a  safe  

way  

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The key to new innovations is Deliberate Experimentation

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Design  Experiments

Measure    Work

Learn

Validated  learning  

Build  experimentData

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Go&SeeTM  Experiment    Makes  your  thinking  explicit,  which  allows  improving  it    

1  State  your  assumptions  of  how  things  work  could  work  better  

2  Define  experiments  that  test  your  most  important  

assumptions  

3  Run  experiments  

4  Validate  the  results  versus  expectations  

5  Confirm  or  reformulate  assumptions�9

Assumption  

Validation  

Learnings

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Go&SeeTM  Experimentation  Example

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Assumption What  to  experiment How  to  validate Validation  resultBusiness  value

Focusing  and  limiting  WIP  improves  the  Time-­‐To-­‐Market

Abandon  all  but  most  promising  3  games  from  all  the  queues.  Do  ONE  games  per  a  team  at  a  time.

Measure  the  delivery  times  (should  be  4  times  faster).  Eliminating  queues  should  cut  >  1  year  of  waiting  time.

Queues  eliminated  (buffered).  Time  to  complete  a  game  takes  now  4  months.  (6x  improvement)

20  months  revenue  (one  time  write-­‐off  of  queue)

Cross-­‐functional  teams  enhance  collaboration  and  are  faster  than  specialized  teams

Combine  graphics  design,  development  and  deployment  people  in  teams

Measure  the  output  from  the  team  and  compare  it  to  previous  results.  Check  that  the  75  %  of  the  wait  times  are  gone.

50%  waiting  time  was  cutProductivity  increase  expecetd

Balancing  demands  to  capacity  improves  throughput

Limit  the  number  of  selected  ideas  based  on  system  capacity

Measure  the  games  produced  /  year  (should  increase).  Check  improvement  in  customer  satisfaction.

Queues  eliminated.  3x  times  more  games  got  produced.  Customer  more  involved  and  satisfied.  More  time  to  get  WOW-­‐effect  to  graphics.  Time  to  complete  a  game  takes  now  4  months.  (6x  improvement)

20  months  revenue

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Go&SeeTM in Practice

Go&See Step - Experimentation Guide

Title Boundaries

<Experiment title> <Boundaries for this experiment>

Background

What do you want to learn and why?

Frame the experiment

How this experiments leads to learning and decision making, how is this useful, is this the riskiest/important enough to be done?

Hypothesis to test

<specific repeatable action> results <quantifiable benefit>

Describe the experiment

How are you going to try this out?

Safety

How this experiment is safe to run and how do you recover / mitigate the risks

Risk How to mitigate

<describe the risk> <how do you hedge/mitigate this>

Measures (Qualitative / Quantative)

Positive: How do you measure that the hypothesis was valid?

Negative: How do you measure that the hypothesis was invalid?

Safety: How do measure if it is (still) safe?

Experiment backlog (Tasks to be done)

Task Size

<Task to be done> <Size as t-shirt, hours, complexity points..>

Experiment results and learnings

What did you learn and did you (in)validated the hypothesis?

Next steps (Given what you learned, what's next?)

All Right's Reserved © 2013 Gosei Oy - Go&See Step Template Version 2.1

Systematic Improvement

By people who know the work

Supported by a Go&See coachAssume-Experiment-Validate-Learn

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Gosei  Oy  all  rights  reserved.

Go&SeeTM  takes  you  to  the  next  level  

Connects  improvement  to  day-­‐to-­‐day  work  

Creates  new  thinking  while  solving  real  problems  

Challenges  current  thinking  in  a  safe  way    

Gives  measurable  results  that  make  fact-­‐based  

decision  making  possible  

With  time  becomes  a  habit  and  creates  continuous  

improvement  

�12more  information:  [email protected]