lean agile for leaders (1)
TRANSCRIPT
Lean Agile for
Leaders
Scott DownsVice President
Enterprise Agility AdvisoryTemenos+Agility
One person’s journey toward Lean-Agile
Where have I come from?❖ New York
❖ Chicago
❖ Tokyo
❖ London
❖ JPMorgan
❖ Citibank
❖ PA Consulting
❖ Capco
❖ Axialent
❖ nowhere
What kind of work have I done?
❖ Banker
❖ Chief operating officer
❖ Consultant
❖ Entrepreneur
❖ Helping leaders plan and execute a strategy
What challenges did we face?❖ How to become an investment bank
❖ How to weave technology and people
❖ How to streamline complex processes
❖ How to manage the balance of local and global
❖ How to to disrupt competitors
❖ How to focus on both customer and product
❖ How to move faster
What leadership principles did I work with?
❖ The leader’s job was to have a strategy and a plan
❖ The leader’s job was to see accurately far ahead
❖ We could help make the plan, but the leader was ultimately responsible
❖ The leader knows best
❖ The leader’s job is to control and direct
What leadership principles did I work with? continued…
❖ Success depended on setting medium-term goals and achieving them
❖ Success depends on locking people into their medium-term goals – that’s accountability!
❖ People’s most important relationship is with their boss
❖ Key values: foresight and control
How did we do?It seemed very hard to make progress
We felt overwhelmed by complexity
Sometimes we succeeded long-term
… sometimes not so much
Almost all the organisations are radically changed
We pretended we knew the answers, but we
almost never did
What have I learned?The most successful organisations are the ones who learn and change the fastest
❖ Being close to the customer
❖ Tapping the skills and insights of people
❖ … who do the work…
❖ … who know the customers …
❖ … and the products first hand
❖ Being intentional learners
Enter Lean and Agile❖ Cadence for working in short cycles
❖ Having a big vision … and …
❖ Delivering fast in small increments
❖ Constantly delivering value
❖ Learning fast, adapting fast - with the customer
❖ Releasing the creative power of great teams …
❖ Always getting better
Cadence and process are important…and …
bringing them to life requires a new way of being with people
Enter Temenos❖ Creating and holding safe containers
❖ Trusting each other
❖ Sharing deep truths
❖ Being humble and vulnerable
❖ Learning and co-creating together
❖ Including everyone
A new way of leading❖ No heroic leader can predict the future
❖ We need collective wisdom and learning
❖ We need patterns that help us deliver fast, learn fast
❖ These patterns only work when we value people
❖ This way is great humanity … and great business!