applying lean and agile mindsets

APPLYING LEAN & AGILE MINDSETS

1 S T C O N F E R E N C E 2 0 1 7

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THANK YOU 1st CONFERENCE

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ABOUT US

EDUARDO NOFUENTESLean and Agile Coach | Founder @ The Agile Contact Centre | Founding Partner @ The Agile Eleven

CATRUSSELLLean and Agile Coach @ The Agile Eleven

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YOUR SCENARIO

Q: Think about an issue, challenge, process, team, project you would like to use as your scenario for the workshop.

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ag-ileadjective

“the ability to move quickly and easily”

WHAT IS AGILE?

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“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

THE AGILE MANIFESTO (2001)

That is, while there is value in the items on the right, we value the items on the left more.”

Individual and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

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“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

THE AGILE MANIFESTO (2001)

That is, while there is value in the items on the right, we value the items on the left more.”

Individual and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

working

Outcomes

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AGILE VALUES

Q: Which of the values are not being shown in your chosen scenario?

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AGILE IS A MINDSET

• Respect for the worth of every person

• Truth in every communication

• Transparency of all data, actions, and decisions

• Trust that each person will support the team

• Commitment to the team and to the team’s goals - Collaboration

KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET

Agile Principles and Values by Jeff Sutherland

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AGILE BEHAVIOURS

Q: Which of the key behaviours are not being shown in your chosen scenario?

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THE PRINCIPLES BEHIND AGILE

• Our highest priority is to satisfy the customer. • Deliver outcomes frequently.• Business people must work together daily throughout the

project.• Build projects around motivated individuals. • The most efficient and effective method of communication

is face-to-face.• Outcomes are the primary measure of progress.• Agile processes promote sustainable development. • Simplicity is essential. • The best outcomes emerge from self-organizing teams.• At regular intervals, the team reflects on how to become

more effective, then tunes and adjusts its behavior accordingly.

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AGILE PRINCIPLES

Q: Which of the principles are not being shown in your chosen scenario?

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THE THREE WAVES OF AGILE

The three Waves of Agile by Charlie Rudd – Solutions IQ

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True Customer Focus LEAN Culture Brave Leadership

THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL AGILITY

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We must shift the focus of companies back to

the customer and away from shareholder value.

Companies should place customers at the center of the firm and

focus on delighting them, while earning an acceptable return for

shareholders.

“the only valid purpose of a firm is to create a customer ” Peter Drucker

TRUE CUSTOMER FOCUS: THE SHAREHOLDER VALUE TRAP

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Use a Systems Thinking or a

Design Thinking approach to the

way you structure your

teams and organisations

starting with the customer first

TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS

“To manage an organisation as a system means understanding how work flows from and to the organisation’s customers.” John Seddon

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TRUE CUSTOMER FOCUS

Q: Which other departments can you collaborate with on your chosen scenario?

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True Customer Focus LEAN Culture Brave Leadership


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LEAN CULTURE: WHAT IT ISN’T…

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Build a culture in your

organisation or team where the

focus of everyone is on:

eliminating waste, adding value for the customer and improving the flow of work.

“Value is always defined by the customer”…”Any activity that is unproductive or does not add to the value of product is waste”

The Toyota System

LEAN CULTURE: WASTE, FLOW AND VALUE

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Build a culture where SIMPLICITY is well

regarded and seen as a key competitive

advantage. Not only on the way products or

services are designed, but also the way

internal processes, meetings, and

collaboration tools are designed and run.

“Everything should be made as simple as possible. But not simpler” Albert Einstein

LEAN CULTURE: SIMPLICITY

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True agility means that teams are

constantly working to evolve their

processes to deal with their particular obstacles they are facing at any given

time.

“Continuous Improvement is better than delayed perfection” Mark Twain

ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT

Design and run

experiment (do)

Study results

(check)

Evolve model and implement changes

(act)

Create hypothesis (plan)

The Deming cycle

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LEAN CULTURE

Q: How can you apply the lean culture principles to your scenario?

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True Customer Focus LEAN Approach Brave Leadership


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The role of leaders is crucial to drive an agile transformation of a team or organisation; but it requires the courage to unlearn Command and Control management practices and learn a new way of leading teams based on a Servant Leadership style.

“It is amazing what you can accomplish if you do not care who gets the credit” Henry

Truman

AGILE LEADERSHIP

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Agile leaders have a clear vision of where they want to go and are comfortable having a vague plan on how to get there.

Agile leaders use their strong communication skils – storytelling and listening – to inspire, motivate and share the vision with others.

Agile leaders are willing to take risks and imperfect actions, unafraid to admit what they do not know.

AGILE LEADERSHIP: SETTING THE VISION

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The primary function of an agile leader is to nurture culture through values and develop other leaders.

An agile leader cultivates a culture of trust, respect, honesty and transparency and believes everyone is already doing their best.

An agile leader fosters a safe environment where people are willing to do the unexpected and challenge the norm.

AGILE LEADERSHIP: BUILDING THE CULTURE

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An agile leader adopts and institutes leadership aimed at helping people to do a better job.

An agile leader has the ability to drive, inspire and embrace change and continuous improvement.

An agile leader uses lateral thinking and has the ability to find innovative ideas and solutions to problems.

AGILE LEADERSHIP: IMPROVING THE SYSTEM

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BRAVE LEADERSHIP

Q: How can you apply brave leadership to your scenario?

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IMPROVEMENT KATA

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IMPROVEMENT KATA

The Lean Enterprise – Humble, Molesky & O’Reilly

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Mark Rother/Improvement Kata Handbook

HOW TO USE THE IMPROVEMENT KATA

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IMPROVEMENT KATA

Q: For your scenario • Define the Ideal Condition• Outline the Current Condition• Define next Target Condition• Decide the steps you’re going to take to achieve the

Next Target Condition

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A3 INITIATIVES TEMPLATE

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THANK YOU

Eduardo NofuentesThe Agile [email protected]

Catherine RussellThe Agile [email protected]

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mailto:[email protected]


