Lean Thinking

08 August 2017

Attractors

Written by Published in Agile

Organisational change is hard. I don't think there are many people who will disagree with that statement. But let's look a little closer at it. What about organisational change is the hard bit? It's not getting change started. Generally organisations know they need to change constantly and are quite accepting of the fact that change happens. They have change teams and change champions and change consultants to help their many change programs succeed. But often, at the end of the day, despite all the effort that goes into these change programs, nothing actually changes. Once the dust settles, the organisation is left essentially the way it was.

It doesn't matter what kind of change it is, agile adoption, cultural change, new processes. They all tend to end up with the organisation reverting over time to its old behaviour. Why? Is it just the universe trying to be awful to people who do change for a living? No. The reason change doesn't stick comes from the study of the behaviour of complex adaptive systems. In particular from something called attractors.

Written by Published in Agile

It's bonus time here at work right now so everyone (well, all the permies anyway) is excited about finances all of a sudden. The corridors are abuzz with talk about last year's performance, our EBIT, EBITDA, ROI, earnings, operating costs and of course the most important question of all - "what does all this mean for my bonus this year?". Anticipation builds as finance gets ready to release the all-important set of yearly numbers.

The company's financial results are really important and everyone should engage with them. After all, that's really why we are all here (even us contractors) - to make the company successful. Engaging with the financials is great. The problem here is that people engage for about a week around bonus time, then once that's done and dusted, they go back to focusing on their own individual KPIs and ignore the financials for the rest of the year. That's not what we want. We want people to focus on the financials all the time. So how do we do that?

11 July 2017

Agile Leadership

Written by Published in Agile

In previous posts (here, here and here) I have called out the need for really solid agile leadership to enable change. Without great leadership, change falters. We know what bad leadership looks like - directive, dis-empowering, disconnect between what they say and what they do. We all know the symptoms of bad management. But what does good management look like?

We can do the obvious and just say that good leadership looks like the reverse of bad leadership - non directive, empowering, behaves in accordance with what they are saying and so on. All that is true, but I have seen really empowering, non directive leaders who were still bad leaders at driving change. I think there is something fundamental that all leaders need to make them effective at delivering lasting change. That thing is the ability (and desire) to change themselves.

27 June 2017

Value

Written by Published in Agile

We talk about value a lot in agile. The whole point of agile is often given as "the ability to deliver value quickly". Lean looks at value streams and flows of value. But when we say value, what do we really mean? What is value? The dictionary tells us that value is "the regard that something is held to deserve; the importance, worth, or usefulness of something."

So value describes something that is important to someone. But who? When we ask ourselves this question, we usually come up with and answer of - "the customer". This isn't a wrong answer, customer value has to be our of our key drivers. Make the customer happy by giving them what they want. That's the key to business success. But note that I said "one of our key drivers", not "our key driver". There are other "someones" out there who are also important, and often get forgotten. What about the organisation itself? Its employees?

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