lkce16 - strategy in a lean enterprise by ollie stevenson-goldsmith
TRANSCRIPT
STRATEGY IN A LEAN ENTERPRISE@OlipherSG
L K C E 1 6
2
75Years
1937
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12Years
2012
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TECHNOLOGY
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GORDON MOORELaw Maker
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7
TECHNOLOGY
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9
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Com
petit
ors
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WHAT DO WE DO
ABOUT IT?
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Ollie Stevenson-GoldsmithBusiness Designer
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MORE RESPONSIV
E
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STRATEGY
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“A plan of action … intended to accomplish a specific goal”
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“[Strategy is] a pattern in a stream of decisions”
HENRY MINTZBERGProfessor of Management, Author
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WHAT’S GETTING IN OUR WAY?
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CULTURE
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CONFIDENTIAL
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COMMAND
CONTROLand
OASIS OF AGILITY
ANNUAL STRATEGY
HEAVY ANALYTICAL BUDGETING
STAGE GATES
COMPLIANCE TO PLAN MEASURES
JUST ONE MORE STAGE GATE
STOP
STOP
Design Develop
Design Research Loop
Agile Development Loop
Design/Delivery Loop
Users & Product
Time
Cost ScopeIRON
TRIANGLE
STOP
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WHAT DO WE
CHANGE?
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CLEARLY DEFINE YOUR STRATEGY
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COMMUNICATE STRATEGY
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LEAN VALUE TREE
AMBITIOUS MISSION
STRATEGICGOAL
STRATEGICBET
PROMISE OF VALUE
PROMISE OF VALUE
POD
What is our destination as an organisation?
What does the organisation need to achieve to get there?
What strategies are we betting on to achieve the
goal?
What value are we offering to customers to help us to help
us do that?
How much are we investing?
PROMISE OF VALUE
PROMISE OF VALUE
STRATEGICGOAL
STRATEGICGOAL
STRATEGICBET
BE THE HIGHEST VALUE EDUCATIONAL INVESTMENT FOR PEOPLE WORKING IN A RAPIDLY
CHANGING ENVIRONMENT
EDU ANY TIME
MAKE EVERY CLASS
EXCELLENT
MAKE OUR EDUCATION
AVAILABLE IN EVERY LIFE SITUATION
BE THE QUICKEST AT
RESPONDING TO NEW
EDUCATIONAL NEEDS
BREAKING THE CONVENTION OF FIXED SCHEDULE
EDUCATION
As a working parent you will be able to schedule
tutoring any time you’re free
As a group of co-workers you will be able to request a class at an
unconventional time
LEVERAGING SMART CAR
TECHNOLOGY
A set of time, people, and money set aside to deliver POV
PODSTRATEGIC BETPROMISE OF VALUESTRATEGIC GOALAMBITIOUS MISSION
Who we are as an organisation
Executive Ownership
Specific enough to inform decisions
Implicitly says who we’re not
Long term, stable
BE THE HIGHEST VALUE EDUCATIONAL INVESTMENT FOR PEOPLE WORKING IN A RAPIDLY
CHANGING ENVIRONMENT
EDU ANY TIME
MAKE OUR EDUCATION
AVAILABLE IN EVERY LIFE SITUATION
BREAKING THE CONVENTION OF FIXED SCHEDULE
EDUCATION
As a working parent you will be able to schedule
tutoring any time you’re free
Outcome focused, avoids suggesting a solution
Guides for executive investment
Long term, stable
Can have focuses on different horizons
Should have a measure for success
Has it’s own measure of success
Just one way to satisfy the strategic goal
Medium Term
Architect Ownership
Medium Term
Allows delivery team room to ideate and experiment
Ownership of the problem, not the solution
Delivery Team Ownership
Short Term
Scope defined by level of investment
Experimentation used to find the best solutionPrimary driver is to satisfy the Strategic Goal
Bridge between Execs and Architects
THINGS TO WATCH
OUT FOR
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1
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THERE’S NO
STRATEGY THERE
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2
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A FAT LEAN VALUE TREE
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3
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OUTPUTSOUTCOMES
Over
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4
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HORIZON CONFUSION
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5
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FEEDBACK-PHOBIA
WHAT CAN WE
EXPECT?
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1
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A SIMPLE WAY TO TALK ABOUT STRATEGY
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2
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GET THE MOST OUT OF YOUR
TEAMS(AND CONVINCE THEM TO STAY)
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AUTONOMY
PURPOSEMASTERY
DAN PINKAuthor, Drive: The surprising truth about what motivates us
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3
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MORE EFFECTIVE SOLUTIONS
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4
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LESS WASTE
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5
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FEEDBACK ON YOUR STRATEGY
BE THE HIGHEST VALUE EDUCATIONAL INVESTMENT FOR PEOPLE WORKING IN A RAPIDLY
CHANGING ENVIRONMENT
EDU ANY TIME
MAKE EVERY CLASS
EXCELLENT
MAKE OUR EDUCATION
AVAILABLE IN EVERY LIFE SITUATION
BE THE QUICKEST AT
RESPONDING TO NEW
EDUCATIONAL NEEDS
BREAKING THE CONVENTION OF FIXED SCHEDULE
EDUCATION
As a working parent you will be able to schedule
tutoring any time you’re free
As a group of co-workers you will be able to request a class at an
unconventional time
LEVERAGING SMART CAR
TECHNOLOGY
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6
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INCREASED RESPONSIVENESS
Market Change
Change Perception
Decision Deliver Value
Market Change
Change Perception
Decision Deliver Value
QUESTIONS FOR AUDIENCE
How easily could you describe your organisation’s mission?
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Are all employees encouraged to understand your organisation’s strategy, or or is it considered only relevant for senior management?
How easy is it for your software delivery teams to understand how their work relates to your organisation’s mission?
How could you help align your organisation around a common purpose?
