Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
What is the Lean Team?
-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
1. Using Lean to Create
High-Velocity Teams
Christina Wodtke
Author of Radical Focus and Pencil Me In
Lecturer at Stanford University
2. Enso:
A single hand in a
single stroke, made
many times until it is
what it needs to be.
Brush mediation.
It symbolizes
perfection and
imperfection, oneness,
unity.
12. “The problem is that we tend to
assume that our framing represents
the truth, rather than merely
presenting a subjective “map.” In
truth, however, each frame offers its
own image of reality.”
Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and
Compete in the Knowledge Economy
14. What is a team?
1. Common PURPOSE
2. Performance GOALS
3. Complimentary SKILLS
4. Mutual ACCOUNTABILITY
The Wisdom of Teams
Jon R. Katzenbach and Douglas K.
Smith
20. Objective: Establish clear value to
distributers as a quality tea provider
KR: Reorders at 85% 5/10
KR: 20% of reorders self-serve 5/10
KR: Revenue of 250K 5/10
Key Risk Factors: Need new self-serve
system up in first month
Priorities this week
Next 4 weeks - Projects
OKR Confidence
Team Health:
Distributor satisfaction Health:
Org Health
Yellow
P1
P1
P1
Green
Close deal with TLM Foods
Team struggling with direction
change
# solid sales canidates in for
interview
Passive reorder notifications
New self serve flow for distributors
Metrics for distributors on tea sales
Hire Customer service head
New Order flow
Weekly
OKR
Check-ins
29. Design Norms
If you don’t design, you make assumptions. Assumptions lead to
errors. Errors lead to fights.
30. Norms Exercise
• Think of a great team. Write down three things
that made it great.
• Think of a dreadful team. Write down three
things that made is horrid.
• Get in groups, and share.
• Make rules for how you wish to work together
51. Team Check In
“Quarterly seems to be a good starting point though. Every month seems too
often (people get fed up with it, and the data doesn’t change fast enough to
warrant it). Bi-annually seems too seldom (too much happens within that
period). But, again, it varies.” – Spotify Labs