35. … the Wall Street Journal noted that from 2007, when the iPhone was first
introduced, to 2012, household spending in the U.S. on communications
increased by 11 percent while spending on cars declined. So if you’re a
carmaker and you’re comparing yourself to other carmakers, you’re missing
this completely.
Competition on Any Front
79. Uncertainties
Canvas Name: Date:
I-2
Level of UncertaintyLow High
DegreeofImpactLowHigh
Obvious
Actions have a repeatable and predictable effect on
the environment that everyone can understand.
Chose the obvious action to achieve the desired
effect.
Complicated
Actions have a repeatable effect on the environment. Because the relationships within the
environment are difficult to understand, typically only experts experienced in the domain can
understand and predict the relationship between actions and their effect on the environment.
Consult multiple experts to understand the actions necessary to achieve the desired effect.
Complex
Actions do not have a repeatable effect on the environment. Because there are many independent
actors and interaction points, the environment will coevolve and defy prediction even by experts.
Run multiple, small experiments interacting directly with the environment to encourage the desired
effect to emerge.
107. QUARTERLY These Activities to
Create, Sense Respond
Portfolio
Steering
PSI Demo
Release
Planning
Informs
Forecasting and
budgeting
Prioritization
value delivery
Feedback
Feedback Informs
Business
Steering
109. Business strategy
(3–5 years)
Forecasting and budgeting
(12–18 months)
Prioritization and value delivery
IT/Engineering
(3 months–9 months)
Long-range business commitments
(1–3+ years)
Synchronize These Activities to
Create, Sense Respond
111. Business Agility Practices:
All are based on Lean Thinking
Customer
Development
Design
Thinking
Scaled Agile
Development
Lean Product
Development
Developer
and Team
Flow
DevOps
Agile Portfolio and Steering
Innovation Pipeline
Organization Guiding Principles for Sr.
Managers, Executives and Boards
• Serve by leading and lead by
serving
• Follow the work, not the worker
• Respect people (customers,
employees, suppliers, and the
community)
• Balance execution and exploration
Portfolio Guiding Principles for
Departmental Leaders
• Plan first level of execution roughly
right over precisely wrong
• Fund capacity and adjust scope
over project funding
• Fund at the team level over FTEs
• Optimize value delivery over
resource utilization
Execution Guiding Principles for Teams
• Self organize around the work
• Inspect and adapt continuously
• Collaborate and commit through
trust and transparency
• Work on the few things that matter
most
112. - 112 -
Transform Your Work System
• Ideal (future state)
• Failure (Not Learning)
• Efficiency (Flow)
• Leadership (Servant)
• Smooth Fast flow
• Work Visualization
• Lean and agile
• Collaborative to leverage wisdom
Guiding Ideas
Organizational
Technical
Infrastructure
Tools, Techniques
Methods