Patrick Steyart, Discovery Kanban - канбан открытий
Post on 15-Apr-2017
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Discovery Kanban
Managing knowledge work as an enabler to innovation and changeLean Kanban Russia, Oct 2015
© Patrick Steyaert, 2015
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Is this Lean?
© Patrick Steyaert, 2015
Episodicimprovem
ent
Normaldailywork
Normaldailywork
Normaldailywork
Normaldailywork
issue
change
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This is Lean!
Improvement as part of normal daily management
© Patrick Steyaert, 2015
Work
Improvement
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Is this Lean?
Episodicinnovation
Work Work Work Work
idea
new
product/serv
ice/business
model
© Patrick Steyaert, 2015
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This is Lean!
© Patrick Steyaert, 2015
Innovation as part of the daily work
Work
Innovation
6© Patrick Steyaert, 2015
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A glue that does not stick
© Patrick Steyaert, 2015
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The entrepreneur’s perspective - Path creation
Solution looking for a
problem
Looking for a fitting
problemProblem/
Solution fit
hunches options commitments
Path Dependence and CreationGarud, Raghu, Karnøe, Peter
© Patrick Steyaert, 2015
De-framing Transformation Mobilization
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The organization’s perspective - Path dependence
© Patrick Steyaert, 2015
The Hidden Dynamics of Path Dependence,
Georg Schreyogg & Jorg Sydow, Eds.
Emerging path
Varie
ty o
f opt
ions
Problems looking for a
solution
Looking for a fitting
solutionProblem/
Solution fit
Pre-formation Formation Lock-inhunches options commitments
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Commitment Uncertainty
© Patrick Steyaert, 2015
Contradiction
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Dynamic capabilities
Ensuring sufficient options
Fast learning and decision cycles
Attention to weak signals
© Patrick Steyaert, 2015
Capabilities to overstep the contradiction between commitment and uncertainty
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Discovery Kanban
© Patrick Steyaert, 2015
Learn
Grow
Deliver
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Deliver
© Patrick Steyaert, 2015
Inbound – exploring options
Outbound – meeting commitmentsInventory
• Need• Opportunity
The end-to-end value stream • Output results
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Ensure sufficient options
© Patrick Steyaert, 2015
Inbound Outbound
Need Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start
Upstream kanbanOptions
Downstream kanbanCommitments
Inbound
Outbound
Inventory
Minimum option limits to ensure that sufficient
options are available
>5 >8
Maximum WIP limits to ensure
flow of work
5 4 6
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1st order (work) flow
2nd order (information) flow
… there’s also feedback loops …
© Patrick Steyaert, 2015
feedforward
feedback
work
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Learn
© Patrick Steyaert, 2015
Decide
Observe
Check
PlanOrient
Do1st order (work) flow
Act
O-O-D-A: Decision making
PDCA: Validated learning
AdjustDecision and learning loops
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Fast decision and learning loops
© Patrick Steyaert, 2015
Decision making Hypothesis Experimentation
Observe Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Observation kanbanO-O-D-A
Experiment kanbanPDCA
HypothesisWe believe that
<Building this feature>/<Implementing this technology>/<Adopting this practice>
Will achieve <this outcome>We will know we are successful when we see
<this signal or measurable result>
Experiments
Observations
5 4 655 6 88
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… there’s also weak signals …
© Patrick Steyaert, 2015
Every movie the company makes starts out "ugly”; ill-defined ideas need protection the most, lest they die too young.- Pixar president Ed Catmull
We think we see ourselves and the world as they really are, but we're
actually missing a whole lot.- Christopher Chabris and Daniel
Simons
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Grow
© Patrick Steyaert, 2015
Pay attention to weak signals
Solution looking for a
problem
Looking for a fitting
problemProblem/
Solution fit
Problems looking for a
solution
Looking for a fitting
solutionProblem/
Solution fit
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Attention to weak signals
© Patrick Steyaert, 2015
Weak signals Seeking fit Fit/lock-in
Ugly babies
(Invisible) gorillastransformation
formation
Glue that does not
stick
Solutions looking
for a problem
Emergent
market
Glue on a board
Post-it™
Problems looking
for a solution
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Visualizing innovation
© Patrick Steyaert, 2015
Weak signals Seeking fit Fit/lock-in
Ugly babies
(invisible) gorilla’s
(Trans-)formation
Observations Hypothesis Experiments
OutboundInbound
Learn
Grow
Deliver
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More than visualization
© Patrick Steyaert, 2015
Fast decision cycles by limiting
decisions in progress
Fast learning cycles by limiting experiments in
progress
Ensuring sufficient options
by minimum limits
Smooth flow of work by limiting work in progress
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Summary
© Patrick Steyaert, 2015
Dynamics capabilities
Contradiction
Discovery Kanban
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This is Lean!
© Patrick Steyaert, 2015
Innovation as part of the daily work
Deliver value
Create new
value
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Reach outpatrick.steyaert@okaloa.com@PatrickSteyaertwww.discovery-kanban.com
© Patrick Steyaert, 2015
Discovery canvas
© Patrick Steyaert, 2015
Decision making Hypothesis ExperimentationObserve Orient
Continue
Abandon
Decide Act Plan Do Check Adjust
Weak signals Seeking fit Fit/lock-in
Ugly babies
(Invisible) gorillas(Trans-) formation
Inbound OutboundNeed Concept
Continue
Abandon
Specification Elaborate Develop Verify
Ready to start
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