Leanconf 2014: Applying Lean Start-up Methods in Big Organisations – Does This Work? By Dr. Agnes...
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Applying Lean Startup methods in big organisations – does this work? Our experience at a global 260,000 - employee company Andrea Schmitt, Agnes Szejka – Leanconf 2014
description
In Deutsche Telekom we started to apply Lean Start-up methods one year ago. During our talk we will share the challenges we face and how we tackle them while introducing entrepreneurial methods in our big organisation. Deutsche Telekom has applied Lean Start-up methods in product development and technology innovations projects. During those projects we face various challenges - sometimes based on human factors, sometimes associated to surrounding conditions. For example: Product managers who have worked differently during their entire working experience are very difficult to convince to apply the Lean Start-up way, especially while everyone else around them is still working as usual. Another Example: Publishing a fake sale is rather difficult in a company with an established brand and protected trademark, where passing several decision gates is required before publishing new content on our web sites is allowed. How we address these kinds of issues will be part of our talk. On top of accompanying selected projects with our Lean Start-up knowhow, we are in the process of transforming Deutsche Telekom as a whole: we want to change our traditional way of working within product development towards the Lean Start-up way. For that reason, we are running internal trainings and workshops targeted at business developers and product managers as well at the middle management. In our talk, we will share our experience on how we caught interest and targeted the ‘right’ people within our organisation. Despite some first success of our transition towards entrepreneurial methods, we discover much reluctance to new working methods and huge scepticism regarding the question ‘Can Lean Start-up methods be applied to a big organisation such as Deutsche Telekom?’. We believe in a successful adoption of entrepreneurial methods and we will share our plan on how to progress with this very important transition for Deutsche Telekom.
Transcript of Leanconf 2014: Applying Lean Start-up Methods in Big Organisations – Does This Work? By Dr. Agnes...
Applying Lean Startup methods in big organisations – does this work? Our experience at a global 260,000 - employee company
Andrea Schmitt, Agnes Szejka – Leanconf 2014
where we came from
Where we came from
Where we came from
Scrum
Where we came from
Kanban
Scrum
Where we came from
Kanban
Agile Management
Scrum
Where we went
1 Coaching teams - Changing things bottom-up
https://www.flickr.com/photos/dawnmanser/3532598208
2 Adressing management and structure - Change from the top
https://www.flickr.com/photos/cormacphelan/1468305626/
3 Trainings and workshops - In the middle of the enterprise
What we have encountered
What we have encountered and how we are responding
Silos
https://www.flickr.com/photos/docsearls/5500714140/
Silos
„The customers do not belong
to us.“
„The website does not
belong to us.“
„Measurement is impossible. There are so many parallel initiatives. We never know
which one causes the change in numbers.“
https://www.flickr.com/photos/docsearls/5500714140/
Silos Cross-functional Teams
Implementation
https://www.flickr.com/photos/docsearls/5500714140/
Marketing Sales
Business Owner
Impress with the results, so that others want to participate.
Baggage from the past
https://www.flickr.com/photos/robef/5183105567
Baggage from the past
„Let‘s do some classical market
research survays. We always did it like that. And it‘s faster than what you are
proposing.“
„The VP has to approve our
questions, before we can ask the
customers.“
https://www.flickr.com/photos/robef/5183105567
Baggage from the past
respect the past
introduce change gradually
let them learn from experience
https://www.flickr.com/photos/wwworks/4605220813/
lighten up your baggage
https://www.flickr.com/photos/robef/5183105567
comfort zone large enterprise
https://www.flickr.com/photos/richardgiles/4763526174
comfort zone large enterprise
„I am not allowed to contact my customers
because of data security policy.“
„Why should I go and talk to the customers,
when I can pay someone to do it for me.“
„I tried three times to change how things are
working here. Now I just live with it.“
https://www.flickr.com/photos/richardgiles/4763526174
comfort zone
https://www.flickr.com/photos/dierkschaefer/3156454732/ adapted
leaving comfort zone
choose outstanding team members
challenge the team, continuously
https://www.flickr.com/photos/richardgiles/4763526174
execution is focus
https://www.flickr.com/photos/blumenbiene/4592509570/
execution is focus
„Validation is spare-time work
for me.“
„The release will go live next week. We need to
get things done.“ „I don‘t have time now.
I have to attend an important meeting.“
https://www.flickr.com/photos/blumenbiene/4592509570/
execution is focus
accept time constraints of the team
let them discover importance of validation
outcome is focus
https://www.flickr.com/photos/zivkovic/6156008702/ https://www.flickr.com/photos/blumenbiene/4592509570/
The gut feeling of managers
https://www.flickr.com/photos/hey__paul/6121575575/
The gut feeling of managers
„Trust me, I know this will work. The market is just not ready, yet.“
„Steve Jobs never listened to his customers!“
„Ask our customers … and
you‘ll get 1000 different answers.“
https://www.flickr.com/photos/hey__paul/6121575575/
https://www.flickr.com/photos/hey__paul/6121575575/
the gut feeling of managers
Managers believe in actual customer behavior
talk about it e.g. Agile LeadershipTraining
start with existing products and show savings
https://www.flickr.com/photos/cjsorg/391690572/
bad measurement culture
https://www.flickr.com/photos/franganillo/3678747186/
„Download numbers demonstrate success. Revenues will follow
soon.“
bad measurement culture
„User behavior? We don‘t have
those numbers.“
https://www.flickr.com/photos/franganillo/3678747186/
bad measurement culture
1. ???
2. abandon personal target agreements
3. introduce actionable metrics
Measure to learn and improve
https://www.flickr.com/photos/franganillo/3678747186/ https://www.flickr.com/photos/sahdblunders/8644936719/
So: Applying Lean Startup methods in big organisations – does this work?
undo structure talk about it join them
https://www.flickr.com/photos/cormacphelan/1468305626/ https://www.flickr.com/photos/dawnmanser/3532598208
What do you think?
Thank You!
