Lean Thinking

Tuesday, 30 October 2018 17:41

Measure What Matters

Published in Agile

So far we have looked at two of the four key elements for real business agility - distributed decision making and execution efficiency. It's time now to look at the third element - measuring what matters. Organisations tend to collect a lot of data They measure a lot of stuff. The problem with many of those measurements is that they are often data that is easy to collect rather than data that is important. 

What's the problem with that? Data is data. If it's easy to measure, why not measure it? Having more data has to be better than less. Not necessarily. There is something important about making a measurement that makes it vitally important to measure the right things, rather than just measuring stuff just because you can. The important thing about making a measurement is that measuring drives behaviour. As soon as you measure something, people will naturally try to optimise that measurement and if you're measuring the wrong things, that can drive some very bad behaviour.

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, 17 April 2018 13:24

The Productivity Trap

Published in Agile

Last time I looked at one of the common traps an organisation can fall into - the solution trap. Going straight for a solution rather than stopping and thinking about the problem first. Today I'd like to explore another common trap - the productivity trap. Productivity is usually seen as a good thing. The more productive we are, the more we get done with the same level of investment, so we are better off. The more time we spend on productive tasks (and the less we spend on unproductive tasks) the better.

Generally that is the case. The difficulty comes in the definition of what is a productive task. Working directly on something that is valuable to customers and will make money for the organisation is clearly a productive task. But what about things like maintenance? Upgrades? Training? Process improvement? Exploration of new ideas? Where do you draw the line between a productive task and a non productive task? And why does it matter?

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, 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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