Lean Thinking

Tuesday, 15 May 2018 12:28

The Rebuild Trap

Published in Agile

Another post in my series about common traps that organisations can get themselves into. This week we will look at a really common one. I think I have seen this in one form or another at every organisation I have ever worked for. It's really easy to get into. Once you are in it, it's really hard to get out of. But fortunately, once you know what you are looking for it is really easy to avoid. It's the rebuild trap.

It works this way - the product or process you are working in is becoming old and inefficient. The code base is old and riddled with tech debt. Technologies have gone out of date. It's becoming slower and slower (and more and more expensive) to add new features or other changes. Finally the organisation throws up its hands and announces that the system will be re-built. Everyone cheers. Out with the old, in with the new. A team is stood up. Everyone fights to be on the sexy new rebuild team rather than the boring old legacy maintenance team. Work begins and...never ends. The new system never gets delivered. The old one never gets replaced. Large amounts of money are spent with no result. The other possible outcome is that the new system eventually gets delivered, very late and with vastly less functionality than the one it replaces. What went wrong?

Tuesday, 01 May 2018 20:30

The Efficiency Trap

Published in Agile

I have been looking recently at some of the common traps organisations can get into. Today it's time for the efficiency trap. "Hang on", I hear you say. "What's wrong with efficiency? Efficiency is a good thing...right?" Well, yes, but exactly what are you efficient at? Are you efficient at delivering things or efficient at achieving business goals? "But wait?" you say. "Aren't they the same thing? Don't we achieve business goals by delivering things?"

The answer there is "not always". It's really easy to deliver things that don't actually deliver business outcomes. Features that no one uses. Products that don't sell. Or at a smaller scale, designs that never get implemented. Business cases that never get funded, and so on. This is where the efficiency trap gets us. We fall into the trap of thinking that the more stuff we produce, the better. We mistake efficiency at producing outputs with efficiency at producing outcomes.

Tuesday, 03 April 2018 13:07

The Solution Trap

Published in Agile

"Don't come to me with problems", says the boss, "Come to me with solutions". We've all heard it before. It's supposed to be terrifically empowering - giving people the agency to fix their own roles instead of expecting the boss to do it for them. It's become a kind of mantra for modern management. Empower your people. Ask them for solutions. And it can be empowering. Sometimes.

Quite often though, I find myself talking to a leader in an organisation who says something like "I don't like having problem discussions with my people. They always just whinge at me. They never come to me with solutions. I have empowered them to come up with solutions but they don't, they just whinge all the time". When we look a bit deeper at the reasons for that (usually by asking the leader what they would do about the problem if they had to solve it), it's usually because the problem is actually quite hard to solve. There may not be a clear solution. The symptoms are usually apparent but the causes may not be. The data to understand and solve the problem may not exist. Jumping straight to a solution in this case is not a good idea. I call it the solution trap.

Tuesday, 20 March 2018 15:59

Leaders Are Not An Alien Speciees

Published in Agile

I have been talking a lot about leadership and the part leadership plays in agility. A lot of the feedback I get on that are comments along the lines of "that's great but I can't talk to leaders". When I dig further, there are two separate problems here. One is an access problem. Some organisations make it difficult to talk to leaders, and sometimes someone will be in an engagement at a level where access is extremely difficult to arrange. Team coaches can often find it hard to get access to senior leaders because they are engaged at the team level. There isn't much I can do about that problem. The other class of people are ones who basically respond "because I don't know how".

The facetious answer is "well you engage your brain, open your mouth and words come out". But so many people have said it that it got me wondering why. Why do so many people have this in their heads? Why do so many people say to me that " you can't just walk up to leaders and talk to them, you need to handle them differently". Why do I keep getting told that "only specialist leadership coaches can talk to leaders"? Apart from specialist leadership coaches trying to secure their future work pipeline, that is all absolute crap. Leaders are people just like the rest of us, with the same concerns and pressures as the rest of us. They are not some alien species that needs to be handled in a special way. I think the main problem is a language one. People start talking to leaders in the same way they talk to teams and it just doesn't connect. Then they get discouraged and leaders become this remote species that you can't talk to. So I'm going to give you my 7 point cheat sheet for leadership communication to help get those conversations started.

Tuesday, 06 March 2018 15:54

Control vs Empowerment

Published in Agile

There has been a lot of talk at work about increasing empowerment and employee engagement. The common complaint I get from management is that "we have empowered our people but they just won't make use of it". It's a common story. Management gives empowerment but nothing at all happens. Things go on as they did before - everyone looks to management for direction. No one takes initiative. No one takes ownership. No one is empowered.

Empowerment takes more than a few words from management. You can't just tell people they are empowered and lo and behold, they are empowered. Empowerment is something people can't be given. They need to take it, it isn't something you can give. It is something people need to become. Management can't give empowerment. What they need to do is create an environment that allows people to become empowered.

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