Lean enterprise fatma urek
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Transcript of Lean enterprise fatma urek
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Lean EnterpriseDefinition & Transformation
Fatma Ürek Uludağ
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–Womack and Jones, Lean Thinking
“precisely specify value by specific product,
identify the value stream for each product,
make value flow without interruptions,
let the customer pull value from the producer,
and pursue perfection”
Lean?
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–Humble, Molesky and O’Reilly, Lean Enterprise
“a complex, adaptive system composed
of people who share a common
purpose”
Enterprise?
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NUMMI
http://www.thisamericanlife.org/radio-archives/episode/403/nummi
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NUMMI
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Technology is not enough!
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Creative Destruction
https://www.technologyreview.com/s/519226/technology-is-wiping-out-companies-faster-than-ever/
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McKinsey Global Digital Survey 2014
http://www.mckinsey.com/business-functions/business-technology/our-insights/the-digital-tipping-point-mckinsey-global-survey-results
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• High-performing IT organizations experience 60X fewer failures and recover from failure 168X faster than their lower-performing peers. They also deploy 30X more frequently with 200X shorter lead times.
• Lean management and continuous delivery practices create the conditions for delivering value faster, sustainably.
• IT managers play a critical role in promoting diversity and limiting burnout.
2015 State of DevOps Report:
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2014 State of DevOps Report:
• Companies with high-performing IT organizations are twice as likely to exceed their profitability, market share and productivity goals.
• Culture matters. The cultural practices of DevOps are predictive of organizational performance.
• Job satisfaction is the No. 1 predictor of performance against organizational goals.
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Continuum of Safety Cultures
by Ron Westrum - sociologist
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Portfolio Management
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Lifecycle of Innovation
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Technology Adoption Lifecycle
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Product Category Lifecycle
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
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INNOVATION PORTFOLIO
DISRUPT!!!
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Explore• Cross-functional multi-disciplined teams
• Lots of small bets• Safe to fail experiments - only failure, is failure
to learn• Enough funding to do something, but no so
much as to do nothing• Create a sense of urgency
• Demonstrable evidence of value to proceed
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Exploit• Create end to end value stream customer facing teams
• Continuous evaluation for funding model
• Achieving break even point
• Data-driven fact based decisions
• Maintain a sense of urgency
• Set a vision, trust the team to get there, clear blockers and support as they proceed
• Make sharing and organisational learning easy
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Sustain• Beware of feature factory fallacy • Keep laser focus on what is valuable - where we
can win • Do no get lazy, success hides sub-optimal
issues• Keep discipline with fact based decisions
• What is being used, improved or removed? • How could we disrupt or get disrupted - do we
care?
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Retire• Has it serviced its purpose? Sunset
• It is providing value? Kill it?
• Are there better opportunities to invest in?
• Remove product and system complexity
• Simplify to support further innovation
• Free up funds and capability
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Lean Transformation
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https://www.youtube.com/watch?v=oeRXOT8lv0g
Lean Transformation Model by John Shook
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Thanks
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what an organisation aspires to become.
vision is…
the business the organisation is in.
mission is…
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Purpose?
- Graham Kenny, MD of Strategic Factors
“putting managers and employees in
customers’ shoes”
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strategy achievepurpose
necessaryculture
for strategy= +