Kanban through its values: agendas for change
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The document discusses the nine values of Kanban and how they relate to three agendas for change: improvement, organizational change, and service transformation. The values are understanding, agreement, respect, transparency, balance, collaboration, customer focus, flow, and leadership. Each value is then discussed in more detail and related to specific concepts and practices (CPs) like visualizing workflow, limiting work in progress, and improving collaboratively. The three agendas are also defined in terms of how the values apply to team adoption, capabilities, problem solving, customer focus, flow management, and organizational change.
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Kanban through its values: agendas for change
- 1. Kanban through its values: agendas for change Mike Burrows @asplake mike@djaa.com positiveincline.com meldstrong.com Kanban through its values @asplake #lkce13
- 2. What is Kanban? Kanban through its values @asplake #lkce13
- 3. What is Kanban? The Kanban method [1] is an evolutionary approach to change Kanban through its values @asplake #lkce13
- 4. What is Kanban? Kanban is the humane, “start with what you do now” approach to change Kanban through its values @asplake #lkce13
- 5. Kanban through nine values understanding agreement respect transparency balance collaboration customer focus flow leadership Kanban through its values @asplake #lkce13
- 6. Nine values, three agendas Improvement A1 Organizational Change understanding agreement respect A2 transparency balance collaboration A3 Service Transformation customer focus flow leadership Kanban through its values @asplake #lkce13
- 7. A1 A2 A3 A1 Improvement transparency balance collaboration Kanban through its values @asplake #lkce13
- 8. • • • A1 A2 A3 transparency CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Kanban through its values @asplake #lkce13
- 9. • • • A1 A2 A3 transparency Make knowledge work visible, organize it Kanban through its values @asplake #lkce13
- 10. • • • A1 A2 A3 transparency Self-organize around the work Kanban through its values @asplake #lkce13
- 11. • • • A1 A2 A3 transparency Capture learning Kanban through its values @asplake #lkce13
- 12. • • • A1 A2 A3 transparency policies - local Kanban through its values @asplake #lkce13
- 13. • • • A1 A2 A3 transparency When priorities need to change, inform the people affected policies - global Kanban through its values @asplake #lkce13
- 14. • • • A1 A2 A3 transparency 120 100 On hold 80 Proposed Prioritised 60 Ready for Dev Dev 40 Testing 20 0 feedback loops: informed by data Kanban through its values @asplake #lkce13
- 15. • • • A1 A2 A3 transparency feedback loops: involve people Kanban through its values @asplake #lkce13
- 16. • • • A1 A2 A3 transparency CP1: Visualize CP4: Make policies explicit CP5: Implement feedback loops Kanban through its values @asplake #lkce13
- 17. • • • A1 A2 A3 balance CP2: Limit work-in-progress (WIP) Kanban through its values @asplake #lkce13
- 18. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
- 19. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
- 20. • • • A1 A2 A3 balance 4 Pull systems for knowledge work Kanban through its values @asplake #lkce13
- 21. • • • A1 A2 A3 balance demand vs capacity Kanban through its values @asplake #lkce13
- 22. • • • A1 A2 A3 balance urgency-driven vs date-driven Kanban through its values @asplake #lkce13
- 23. • • • A1 A2 A3 balance date-driven vs interrupt driven Kanban through its values @asplake #lkce13
- 24. • • • A1 A2 A3 balance short, medium & long term Kanban through its values @asplake #lkce13
- 25. • • • A1 A2 A3 balance delivery, improvement, experiment Kanban through its values @asplake #lkce13
- 26. • • • A1 A2 A3 balance customer, team, organization Kanban through its values @asplake #lkce13
- 27. • • • A1 A2 A3 balance CP2: Limit work-in-progress (WIP) Kanban through its values @asplake #lkce13
- 28. • • • A1 A2 A3 collaboration CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Kanban through its values @asplake #lkce13
- 29. • • • A1 A2 A3 collaboration creative relationships Kanban through its values @asplake #lkce13
- 30. • • • A1 A2 A3 collaboration the means to solve problems… Kanban through its values @asplake #lkce13
- 31. • • • A1 A2 A3 collaboration …and an improvement focus Kanban through its values @asplake #lkce13
- 32. • • • A1 A2 A3 collaboration Models Internal External How things work ✔ ✔ How to change them ✔ ✔ Build & borrow models Kanban through its values @asplake #lkce13
- 33. • • • A1 A2 A3 collaboration Plan Act Do Check Evolve experimentally Kanban through its values @asplake #lkce13
- 34. • • • A1 A2 A3 collaboration CP6: Improve collaboratively, evolve experimentally [using models [and the scientific method]] Kanban through its values @asplake #lkce13
- 35. A1 A2 A3 A1 Improvement transparency balance collaboration Kanban through its values @asplake #lkce13
- 36. A1 A2 A3 The improvement agenda • • • • Team-level adoption Capabilities, predictability Model-driven improvement Collaborative problem solving Kanban through its values @asplake #lkce13
- 37. A1 A2 A3 A2 Service Transformation customer focus flow leadership Kanban through its values @asplake #lkce13
- 38. • • • A1 A2 A3 customer focus CP3: Manage flow Kanban through its values @asplake #lkce13
- 39. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
- 40. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
- 41. • • • A1 A2 A3 customer focus “Knowing what you’re delivering, to whom, and why” Kanban through its values @asplake #lkce13
- 42. • • • A1 A2 A3 customer focus Assure satisfaction Kanban through its values @asplake #lkce13
- 43. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
- 44. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
- 45. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
- 46. • • • A1 A2 A3 customer focus Discover what will be needed Kanban through its values @asplake #lkce13
- 47. • • • A1 A2 A3 customer focus ...anticipating the mobility needs of people and society ahead of time from The Toyota Promise Kanban through its values @asplake #lkce13
- 48. • • • A1 A2 A3 customer focus CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
- 49. • • • A1 A2 A3 flow CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
- 50. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 51. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 52. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 53. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 54. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 55. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 56. • • • A1 A2 A3 flow Pay explicit attention [7] to flow Kanban through its values @asplake #lkce13
- 57. • • • A1 A2 A3 flow Keep it visible, value it Kanban through its values @asplake #lkce13
- 58. • • • A1 A2 A3 flow work-in-progress (WIP) lead time = throughput Little’s law Kanban through its values @asplake #lkce13
- 59. • • • A1 A2 A3 flow CP3 (expanded): Manage flow, • seeking smoothness & timeliness, • anticipating customer needs Kanban through its values @asplake #lkce13
- 60. • • • A1 A2 A3 leadership FP4: Encourage acts of leadership at all levels in your organization – from individual contributors to senior management Kanban through its values @asplake #lkce13
- 61. • • • A1 A2 A3 leadership Kanban through its values @asplake #lkce13
- 62. • • • A1 A2 A3 leadership understanding agreement respect transparency balance collaboration customer focus flow leadership Small acts of leadership [13] Kanban through its values @asplake #lkce13
- 63. • • • A1 A2 A3 leadership 1. What is the process? 2. How can we see that it is working? 3. How is it improving? A leadership routine Kanban through its values @asplake #lkce13
- 64. • • • A1 A2 A3 leadership FP4: Encourage acts of leadership at all levels in your organization – from individual contributors to senior management Kanban through its values @asplake #lkce13
- 65. A1 A2 A3 A2 Service Transformation customer focus flow leadership Kanban through its values @asplake #lkce13
- 66. A1 A2 A3 The service transformation agenda • • • • Customer-focused knowledge discovery [15] Service-oriented delivery architectures End-to-end flow management Portfolio risk management Kanban through its values @asplake #lkce13
- 67. A1 A2 A3 Organizational Change understanding agreement respect A3 Kanban through its values @asplake #lkce13
- 68. • • • A1 A2 A3 understanding FP1: Start with what you do now Kanban through its values @asplake #lkce13
- 69. • • • A1 A2 A3 understanding FP1 (expanded): Start with what you do now, understanding [4]: • • • how it serves and frustrates the customer how it works and fails to work for you how it might be changed safely Kanban through its values @asplake #lkce13
- 70. • • • A1 A2 A3 understanding visualization perspectives observations models goals understanding self organization Kanban through its values @asplake #lkce13
- 71. • • • A1 A2 A3 understanding • Are we tampering? [5] • Is it bravado? [6] Questions of safety Kanban through its values @asplake #lkce13
- 72. • • • A1 A2 A3 understanding How much damage? Kanban through its values @asplake #lkce13
- 73. • • • A1 A2 A3 understanding Do we have the patience? Kanban through its values @asplake #lkce13
- 74. • • • A1 A2 A3 understanding FP1 (expanded): Start with what you do now, understanding [4]: • • • how it serves and frustrates the customer how it works and fails to work for you how it might be changed safely Kanban through its values @asplake #lkce13
- 75. • • • A1 A2 A3 agreement FP2: Agree to pursue evolutionary change Kanban through its values @asplake #lkce13
- 76. • • • A1 A2 A3 agreement agreement from vs agreement between Kanban through its values @asplake #lkce13
- 77. • • • A1 A2 A3 agreement agreement in principle, vs agreement in practice Kanban through its values @asplake #lkce13
- 78. • • • A1 A2 A3 agreement Managers, Higher Organization, Corporate Systems Less this… Customers YOU Peers, Others Impacted Team Kanban through its values @asplake #lkce13
- 79. • • • A1 A2 A3 agreement …more this: The CustomersChange Team Team Kanban through its values @asplake #lkce13 Peers, Others Impacted
- 80. • • • A1 A2 A3 agreement Fitness Rinse & repeat: Time Kanban through its values @asplake #lkce13
- 81. • • • A1 A2 A3 agreement FP2: Agree to pursue evolutionary change Kanban through its values @asplake #lkce13
- 82. • • • A1 A2 A3 respect FP3: Initially, respect current roles, responsibilities & job titles Kanban through its values @asplake #lkce13
- 83. • • • A1 A2 A3 respect …the dream of an empowered, selforganizing, trusting, respectful workplace… …the dream of organizations that deliver high quality and delight customers with designs that empower rather than frustrate… …the dream of a workplace where cycle times are so short that ideas are turned into valuable functionality when they are needed… Yes we Kanban! David J Anderson [14] Kanban through its values @asplake #lkce13
- 84. • • • A1 A2 A3 respect understanding agreement respect transparency balance collaboration customer focus flow leadership Respect is a key test Kanban through its values @asplake #lkce13
- 85. • • • A1 A2 A3 respect FP3: Initially, respect current roles, responsibilities & job titles Kanban through its values @asplake #lkce13
- 86. A1 A2 A3 Organizational Change understanding agreement respect A3 Kanban through its values @asplake #lkce13
- 87. A1 A2 A3 The organizational change agenda • • • • Disciplined engagement Systems & complexity thinking Change capability, safety Organizational learning Kanban through its values @asplake #lkce13
- 88. What is Kanban? Kanban through its values @asplake #lkce13
- 89. What is Kanban? Kanban is the humane, “start with what you do now” approach to change Kanban through its values @asplake #lkce13
- 90. Reflection (1) understanding agreement respect transparency balance collaboration customer focus flow leadership Which 3 values resonate most strongly? Kanban through its values @asplake #lkce13
- 91. Reflection (2) A1 The improvement agenda A2 The service transformation agenda A3 The organizational change agenda Which agenda will engage? Which will get the job done? Kanban through its values @asplake #lkce13
- 92. References [1] Kanban, Anderson http://www.amazon.com/Kanban-Successful-Evolutionary-TechnologyBusiness/dp/0984521402/ref=sr_1_1?s=books&ie=UTF8&qid=1364387272&sr=1-1 [2] http://positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ [3] http://positiveincline.com/index.php/2013/01/kanban-values-understanding-and-purpose/ [4] Thinking in Systems: A Primer, Meadows http://www.amazon.com/Thinking-Systems-Donella-HMeadows/dp/1603580557/ref=sr_1_1?s=books&ie=UTF8&qid=1364387371&sr=1-1 [5] Out of the Crisis, Deming http://www.amazon.com/Out-Crisis-W-EdwardsDeming/dp/0262541157/ref=sr_1_1?s=books&ie=UTF8&qid=1364387455&sr=1-1 [6] Good to Great, Collins http://www.amazon.com/Good-Great-Companies-LeapOthers/dp/0066620996/ref=sr_1_1?s=books&ie=UTF8&qid=1364387591&sr=1-1 [7] The Culture Game: Tools for the Agile Manager, Mezick http://www.amazon.com/Culture-GameTools-Agile-Manager/dp/0984875301/ref=sr_1_1?s=books&ie=UTF8&qid=1364387632&sr=1-1 [8] Steven J. Spear, The High Velocity Edge [9] http://en.wikipedia.org/wiki/Little%27s_law [10] Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, Logan http://www.amazon.com/Tribal-Leadership-Leveraging-ThrivingOrganization/dp/0061251321/ref=sr_1_1?s=books&ie=UTF8&qid=1364387685&sr=1-1 [11] http://en.wikipedia.org/wiki/Learning_organization [12] The Fifth Discipline: The Art & Practice of The Learning Organization, Senge http://www.amazon.com/Fifth-Discipline-Practice-LearningOrganization/dp/0385517254/ref=sr_1_1?s=books&ie=UTF8&qid=1364387790&sr=1-1 [13] Small acts of leadership positiveincline.com/index.php/2013/06/small-acts-of-leadership/ [14] Yes we Kanban http://www.agilemanagement.net.php5-19.dfw1-2.websitetestlink.com/resources [15] Stand up meeting, thinking tool, leadership routine http://positiveincline.com/index.php/2013/09/stand-up-meeting-thinking-tool-leadership-routine/ Kanban through its values @asplake #lkce13
- 93. Thank you Special thanks to: Jabe Bloom, Patrick Steyaert, Matthias Jouan, David J Anderson, Dave White, Arne Roock, Bernd Schiffer, Dimitar Bakardzhiev, Greg Brougham, Hermanni Hyytiälä, Janice Linden-Reed, Chris Chan, Zsolt Fabok, Corinna Baldauf, Andy Carmichael, Alex Fedtke, Tom Cagley, Rob Ferguson, Yuval Yeret, Joseph Hurtado, John Miller, Kurt Häusler, Matthias Bohlen, Rodolfo Moeller, Karl Scotland, Mattias Skarin, Alan Shalloway, Pierre Nies, Fred Engel, David Shrimpton, Björn Tikkanen, Simon Thomas, Simon Marcus, Marco Melas, Jon Terry, Maria Alfredéen, Torbjörn Gyllebring, Shridhar Lolla, Jim Sutton, Stephen Parry, Klaus Leopold, Sigi Kaltenecker, Gaetano Mazzanti Photos: Slide14: David J. Anderson & Associates Inc Slide 34: http://en.wikipedia.org/wiki/File:Lennon-McCartney.JPG Slide 35: http://www.nobelweekdialogue.org/?attachment_id=364 Kanban through its values @asplake #lkce13
- 94. Homework transparency understanding balance agreement collaboration respect transparency balance customer focus collaboration understanding flow leadership agreement respect customer focus flow leadership Choose three values for your meldstrong.com profile Kanban through its values @asplake #lkce13
Hinweis der Redaktion
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- the work we have, how much of each type, where it is in the system, who’s associated with it, what’s blocked and so on.
- the work we have, how much of each type, where it is in the system, who’s associated with it, what’s blocked and so on.
- As we self organise, our perspective may change. We realise that there are better ways to look at the work. No problem!Rub a line out, draw another one in, move a few stickies. Alternatively, a few clicks of the mouse if we’re using an electronic tool.For next to no cost, we can effect change on the system, yielding perhaps significant change in how it performs.This is a very high leverage activity.Our changes remain in place for as long as we need it – we’ve captured some learning.
- The visual language of tokens, colours, swimlanes and so on is rich, but not always rich enough. Some aspects of system design are better expressed in words.You may be familiar with the concept of a “definition of done”. Column-level Definitions of done and definitions of ready express what qualities we expect of work items as they transition between states. That’s a good way to agree expectations without going to the level of exactly specifying how things must be done and in what order. If you’re a programmer, this is declarative.
- Team policySends a message that we’re serious about finishingAlso that we’re not keen on sucking risk into the system in an untransparent way – let’s have risks & priorities managed on the business side where that’s appropriate
- The board is a point-in-timevisualisation. When we take a time-based view, we can verify that our changes are having the effect we desire.In this picture – a CFD – we see the ballooning of work followed by step changes, the big batch transfers, then something else - flow
- Big project - $1m of WIP on the board
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- task focus, role focus, team focus, project focus, product focus, company focus, technology focus - the list goes onSo many ways to lose sight of what we're in business for!
- Controversial? Perhaps with some, but not with meIn my mind, Leadership and change are very hard to separate.Change without leadership seems undeliberate, accidental evenAnd leadership without change is what, exactly?We’ll see that talking about leadership lets us talk about the strength and longevity of the organisation in a humane, people-centric way.
- There’s nothing accidental about this scenario – it’s very deliberate, the result of years of patient work.Let’s see how it works
- Controversial? Perhaps with some, but not with meIn my mind, Leadership and change are very hard to separate.Change without leadership seems undeliberate, accidental evenAnd leadership without change is what, exactly?
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- Kanban is the “start with what you do now” method
- understanding is what roots the Kanban method in systems thinking
- understanding is what roots the Kanban method in systems thinking
- We’ll focus on the agreement part; we’ll see that we get the evolutionary part almost for free
- At one level this is just smart change management“Be like water”
- But there’s a much deeper level. Most of here are highly motivated by the idea that we can make things better for people.Kanban needs to be a respectful method, both by intent and in its implementation. In common with most methods, Kanban is not short of ambition. Spend a moment reading these quotes from a speech given by David at the launch of the LSSC (the forerunner to the LSS).Distinct from many methods, Kanban is designed to be humane and respectful in its implementation too. Kanban may deliver quick results (and often it does) but it is not shock therapy.
- transparency: people start to see what’s going on, they’re given some basic structure around which self-organisation can safely happenbalance: we start to reduce the overburdening of peoplecollaboration: we encourage people into higher quality interactions, to collaborate on solving together the problems people face togethercustomer focus: accidentally or by deliberate design, we start to think in terms of anticipating the needs of real peopleflow: we start to see smoothness, predictability and we learn to value itleadership: creating opportunities for people, developing the organisation through its peopleunderstanding, agreement, respect: beginning to change the rules for change
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- And that protective outer layer – DISCIPLINE – working agreements and leadership disciplinesImagine a bubble - your span of control plus those of influence and authority immediately around it – managers and customers, key people upstream and downstream.Now imagine a shared commitment to conduct change with understanding, agreement and respect. That’s all change, regardless of whether it originated inside or outside your bubble.inside that bubble, what could then flourish? Outside, what have to change?I’ll leave that hanging for now; it’s time to dive in and see how it really works
- You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework
- You can read my references and my thank you’s to my valued collaborators after I’ve shared the slidesBut I leave you with some homework