LSSC’12 Report, Batch 2

I’m continuing to write those perishable thoughts out of my head after attending the Lean Systems Society Conference in Boston last week. Batch 1 is here, more to follow.

Again, in no particular order…

Jeff Anderson: Enabling Enterprise Kanban Transformation through Lean Startup Techniques Jeff spoke about his work at Deloitte, where he leads Agile/Kanban transformations of clients that are large, conservative, change-resistant IT organizations. The novelty of his approach (for which he was nominated for the Brickell Key award) is in the application of Lean Startup techniques to guide such transformations. The room was packed, many people stood in the room while some stood outside in the corridor.

Jeff Anderson speaking at LSSC'12

Some mental remapping of concepts is needed to understand how lean startup for change works. The transformation itself is a “startup”, the agile consultant is this startup’s “founder”/”entrepreneur”, and the change-resistant organization is complex and thus provides a lot uncertainty. Instead of laying out a plan, the consultant-entrepreneur uses the build-measure-learn loop to acquire validated learning about how the organization responds to the lean initiative. Then the innovation accounting enables him to decide whether to stick with the current plan (persevere in lean startup-speak) or change it (pivot).

Jeff and his Deloitte colleagues blogged about their work on lean startup for change for several months. But after the LSSC’12, it seems a lot of people are interested in this approach and we’ll be soon hearing about their case studies and the improvement of techniques. Follow #ls4chg hashtag on Twitter.

The slides from this session are available here.

Jeff’s Deloitte colleague Taimur Mohammad gave a lightning talk on Tuesday summarizing the lean startup for change in five minutes. And just before him, Alexis Hui spoke on Kanban as an economic bargaining system for portfolio management. To make this system function like an efficient marketplace and not like a black market, you need a scarce currency! And in an IT organization, that currency is not dollars, but the capacity of IT knowledge workers to do the work – a profound insight. Alexis’ slides can be found here.

More to come – stay tuned!

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4 Responses to LSSC’12 Report, Batch 2

  1. Pingback: A Digression from My LSSC’12 Report | Learning Agile and Lean

  2. Pingback: LSSC’12 Report, Batch 3 | Learning Agile and Lean

  3. Pingback: LSSC’12 Report: The Lean Camp | Learning Agile and Lean

  4. Pingback: LSSC’12 Report Wrap-up | Learning Agile and Lean

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