A talk delivered at Agile Gurgaon, Gurgaon (next to Delhi), India, May 2016

1. Fit for Purpose
Driving Organizational Maturity via
Evolutionary Change
Mike Leber
Agile & Lean Coach
Twitter: @michael_leber
http://agileexperts.at

2. www.agilegurgaon.com

3. Digital Leadership Journey

4. @AgileExperts | http://agileexperts.at
My Airport Story

5. @AgileExperts | http://agileexperts.at
Traffic in Gurgaon
Fit for Purpose?

6. @AgileExperts | http://agileexperts.at
Practice-based Implementation
Visualize
Limit WIP
Manage FlowExplicit Policies
Feedback Loops
Improvements
Shallow
Deep
Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead time, local
cycle time, SLA target
Inter-work item dependency (incl hierarchical,
parent-child dependency)
Inter-workflow dependency
Other risk dimensions - cost of delay (function
shape & order of magnitude), technical risk, market
risk
Depth of Kanban, D. Anderson
Opportunities for Improvement!
Shallow does
not mean „bad“

7. @AgileExperts | http://agileexperts.at
Work
Different Work Item Types
Workflow
Kanban Limits
Ready for pull ("done")
Blocking issues (special cause variations)
Capacity Allocation
Metrics-related aspects such as - lead time, local
cycle time, SLA target
Inter-work item dependency (incl hierarchical,
parent-child dependency)
Inter-workflow dependency
Other risk dimensions - cost of delay (function
shape & order of magnitude), technical risk, market
risk
Values based Implementation
Values-based Assessment, Mike Burrows
However, start with
purpose and needs
first!
Attach improvement
opportunities to
purpose & needs

8. @AgileExperts | http://agileexperts.at
Purpose is Multi-dimensional
via Stephen Parry
Business Purpose
People Purpose Customer Purpose
Common Purpose
„We all work for the same
Company, but we live
In different worlds“
Thomas Queisser
Purpose
Measurement
Acitvity
!?
? ?

9. @AgileExperts | http://agileexperts.at
Customer
Validation
Flow of Work
Opportunities
for Improvement
Business Agility
Market
Opportunities,
Stakeholder
Demand,
Business Risk,
Options
Value Creation,
Collaboration,
Problem Solving
Predictability – Liquidity - Adaptiveness

10. @AgileExperts | http://agileexperts.at
Sally Godfrey
CMMI
Staged Representation

11. @AgileExperts | http://agileexperts.at
J-Curve Effect
Lean Kanban University
Large Change has high potential for resistance,
Hits inmature organizations, increases distrust and
puts recovery on risk
Change should always
match organizational
maturity

12. @AgileExperts | http://agileexperts.at
Survivability
• Lead the business (strategy and positioning)
• Confidence they can deliver on strategic goals
• Legacy (long term survival)
Service-Orientation
• Up-managing – answer the hard questions
with confidence
• Down-managing – make difficult decisions with
confidence
Sustainability
• Relief from abusive environment
• Overburdened
• Quality suffers
• Low job satisfaction
Agendas
for Change
Lean Kanban University
Assumption about
specific agendas
on different hierarchy
levels.
Finally all agendas to
be focused on
at all levels!

13. @AgileExperts | http://agileexperts.at
Evolutionary change has no defined end
point
Evolving
Process
Roll
forward
Roll
back
Initial
Process
Future process is
emergent
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
Evaluate
Fitness
We don’t know the end-point
but we do know our emergent
process is fitter!
Lean Kanban University

14. @AgileExperts | http://agileexperts.at
Fitness
Time
Growing Change Capability
Lean Kanban University
Change is less
about Process
and it is not a
defined Path!
It starts with a
journey. And it
is all about
Change
Capability!

15. @AgileExperts | http://agileexperts.at
Ingredients
for Growing
Maturity
• Engage: Understand, define, and
lock onto customer needs
• Learn: Make sense of the
customers’ needs and their
environment and share the
information across the business
• Lead: Make a case for
improvement and lead change at
all levels of the organisations —
not just the executive
• Improve: Act and implement
improvements and innovation to
better serve customers and
operational effectiveness
via Stephen Perry

16. @AgileExperts | http://agileexperts.at
Learning&improvement
Formula for evolutionary
change …
 Stressor
 Reflection Mechanism
 Leadership
Stressor
ReflectionMechanism
Kanban
Meeting
Risk Review
& SDR
Ops Review
Strategy
Review
Personal
WIP Limit
Column
WIP Limit
Row
WIP Limit
Strategy vs
Capability
Visualization
Replenishment
& Delivery
Planning
Personal
Reflection
David J. Anderson

17. @AgileExperts | http://agileexperts.at
Conclusion
• Purpose is not a one-size fits all
concept
• One-size fits all solutions don‘t help
• Fitness via Evolutionary Change
• Engage, Learn, Lead, Improve a
System of Systems
• Shape Anti-Fragile Systems