Oka dicsovery kanban_llkd14

© Patrick Steyaert, 2014 www.okaloa.com

Evolving agile entrepreneurship in large and

small organizations

April 2014

Patrick Steyaert [email protected]

© Patrick Steyaert, 2014


Agenda 2

1. Why Discovery Kanban?

2. What is Discovery Kanban?

WHY

HOW

WHAT

www.discovery-kanban.com


Two types of change

Paradigm consistent

§  In accord with the prevailing climate

Paradigm cracking

§  Challenges the prevailing climate, involving an unfamiliar perspective of the problem


3


A paradigm cracking change: A shift in management discipline

The discipline of market disruptors

§  Technology innovation

§  Efficiency innovation

§  Sustaining innovation

§ Disruptive innovation

Excel in 4 of 4

4

The discipline of market leaders

§  low cost “operational excellence”

§  customized offerings “customer intimacy”

§  constant innovation “product leadership”

Excel in 1 of 3

Paradigm cracking change

Corporate management Corporate entrepreneurship



The monkey trap

Start-ups

§  Explore and develop new value streams

§  Entrepreneurship

§  Vulnerable to stagnation

§ Not getting traction

§  Lock in by early customers and early revenue

§  Growth pains

5

Incumbents

§  Grow and sustain existing value streams

§  Performance oriented management system

§  Vulnerable to disruption

§  Paradigm blinders

§ Massive internal resistance to moving resources away from the current business



Buzzcar, Google drive, Wikispeed

Car as a service

Discover new products and services under uncertainty

6

Toyota

Deliver what the customer wants when the customer

wants it

Flow, continuous improvement

Paradigm cracking in industry

Ford

Everyone can own a car (as long as it is a black model-T)

Economic efficiency and predictability

Mass production Lean manufacturing, Lean product development

Extreme manufacturing, Lean start-up



The cycle of innovation 7

Efficiency innovation

Sustaining innovation

Disruptive innovation Technology

innovation Differentiators Enablers

Table stakes

Delighters



Changes in the business landscape 8

Ford: Mount Fuji business landscape Efficiency innovation

Busin

ess fitness

Toyota: Rugged business landscape Sustaining innovation

Busi

nes

s fitn

ess

Future: Dancing business landscape Disruptive innovation

Busin

ess fitness

Mist between mountains Poisonous gas in the valleys



The new management discipline 9

Exploration Exploitation

Using options to explore a rugged business landscape

Busi

nes

s fitn

ess

Current position

Option Option

Option

Using optimization to climb a peak in the business landscape

Busin

ess fitness

Current position

Optimization

Plan-Do-Check-Adjust (PDCA)

Observe-Orient-Decide-Act (OODA)

Commitment

The new management discipline requires excellence at both exploiting existing value streams as well as exploring new value streams.



Change is the bottleneck 10

Policies and procedures

Optimization and efficiency

Incremental change

Chaos and self-organization

Failure and learning

Disruptive change

Not just a change from exploitation to exploration but to exploitation AND exploration. It requires a corporate entrepreneurship.

exploitation exploration



Agenda 11



WHY

HOW

WHAT



Start where you are

Discovery Kanban 12

Shared visual understanding

Improve collaboratively

Just like The Kanban Method (and lean startup), Discovery kanban is an evolutionary approach for paradigm cracking change.



A simple discovery Kanban for large business transformation programmes

13


§  Reformation driven by business transformation programmes

§  Programmes require collaboration between business, IS, suppliers

§ Need for better collaboration and a more entrepreneurial spirit §  Execution alone is not sufficient § Many elements of uncertainty that

need to be dealt with §  Exploration alone is not sufficient §  The programme does need to

efficiently deliver


Visualization 14


A discovery kanban used by a programme management team to manage issues, risks, options, actions, counter measures and probes.


Items that are visualized

PDCA

§  Probe §  Time-boxed activity to validate

an option

§  Countermeasure §  Pro-active activity to address

a risk or implement an improvement

§  Action

§  Re-active activity to deal with an issue

15

OODA

§  Option §  The right to do something,

not the obligation

§  Opportunity & Risk §  A future problem or event

that, should it occur, will affect you for good or bad

§  Issue

§  A current problem or event that has occurred and will adversely affect you



Visualizing exploration and exploitation

Decide

Observe

Check

Plan Orient

Do Programme & Business

environment

Act

O-O-D-A: Issues, Risks & Options

PDCA: Actions, counter measures and probes

Adjust


16


Managing balance 17

Too much “purple tickets” The programme is in fire fighting mode, programme

management is reactive.

Introduce risk management and continuous improvement

Absence of “blue tickets” Does the programme only have a downside (risk)

and no upside (options)? Or is it an indication of a risk averse mindset of the

programme management team? Introduce real options thinking to promote a more

entrepreneurial spirit in the PM team.



Collaboratively improve

FEEDFORWARD

§  Focuses on learning in the future to reach a new pattern of operation

§ Work as a team

§  Anticipating, indicates a desired future

§  Rapid learning – we learn from the future more rapidly than we learn from the past.


18

FEEDBACK

§  Responding to abnormalities and try to get back to predictable zone

§  Uses information from a past event to provide reflection

§  Troubleshooting alone is not an effective form of learning


A more elaborate discovery Kanban to manage renewal of a flagship product

19


§  Renewal of the flagship product

§  Re-engineering

§ New markets

§  Product management and development need to collaborate

§ Need for renewal of the flagship product while maintaining efficient delivery of the current product


Visualization 20


Visualize different types of features in the end-to-end value stream.


The items that are visualized 21

§  Differentiator §  Unique and disruptive value

propositions

§  Enabler §  Platform to deliver the

critical quality

§  Table stakes § Minimal features to be

competitive

§  Delighter §  Extend current value

proposition by delighting the customer

Table stakes

Delighters

Differentia-tors Enablers



Plan-execute-verify (enablers, table stakes)

Build-measure-learn (differentiators, delighters)

Visualizing exploration and exploitation

22

UVP

Idea Option Real option

Exercised option

Validated option

Lean canvas MVP

Buying customers

Pivot / persevere

1st commitment point 2nd commitment point

narrative

Request

concept

Commitment Deployment Verification Option

feature accepted

feature deployed feature



Managing balance 23

>4 5 4

>4 5 4

Managing the balance between exploration and exploitation.

3

3

9

4

BALANCE



Collaboratively improve 24

Building on Kanban and Lean startup to collaboratively improve.

create a new product or service under conditions of extreme uncertainty

improving the fitness for purpose of an established product or service delivery

Using Discovery Kanban to initiate a collaborative improvement based on kanban and lean startup.



Conclusion 25



Excellence in a dancing business landscape requires a new management discipline

-  Market disruption -  Corporate entrepreneurship

Change is the bottleneck -  Not just from exploitation to exploration

but to exploitation AND exploration

Discovery kanban is a change approach for catalyzing this new management discipline

-  Integrating exploration and exploitation in the value stream

WHY

HOW

WHAT

3. How: Grab free templates at: www.discovery-kanban.com www.discovery-kanban.com


Special thanks! 26

Sean Murphy SKMurphy @skmurphy

Arlette Vercammen Okaloa @ArletteVercamme



Thank You [email protected]

@PatrickSteyaert



Oka dicsovery kanban_llkd14

Business

Transcript of Oka dicsovery kanban_llkd14