Podcasts about Lean enterprise

Why do so many organizational strategies end up as posters on walls rather than driving real change? In this episode, Dave and Peter dive deep with Mark Reich, who spent 23 years at Toyota before joining the Lean Enterprise Institute, to examine how Toyota's legendary Hoshin Kanri system transforms strategic thinking into coordinated action.This week´s takeaways:Systems Over Silos: Toyota's integrated management system creates both vertical alignment (connecting corporate objectives to frontline work) and horizontal alignment (ensuring cross-functional collaboration).Value-Creating Managers: Middle management layers should be redefined as value creators and people developers rather than eliminated or reduced.Improvement at the Gemba: Real progress happens by focusing improvements at the "gemba" (where work actually happens) with leadership's primary role being to remove burdens from frontline workers.Mark explains the fundamental difference between most companies' approach to strategy and Toyota's integrated management system. Unlike conventional top-down cascading goals, Hoshin Kanri creates alignment throughout the organization. The discussion explores practical aspects of strategy execution: separating strategic initiatives from daily management, structuring cross-departmental collaboration, and developing people at all levels. Whether you're struggling with siloed departments, disconnected leadership, or strategies that never fully materialize, this episode offers a blueprint for creating systems that align vision with execution while developing organizational capability.Resources: The Machine That Changed the World - by James P. Womack- https://www.goodreads.com/book/show/93903.The_Machine_That_Changed_the_World_ Managing Our Purpose - by Mark Reich- https://www.lean.org/store/book/managing-on-purpose/ Our Least Important Asset - by Peter Capelli- https://www.goodreads.com/book/show/75492283-our-least-important-asset?from_search=true&from_srp=true&qid=IGIsI50s8q&rank=1

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Richard Coplan: The Impact of Product Owner Pressure on Agile Team Morale Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Richard shares his experience working in a toxic team environment at an insurance company. Brought in to replace a beloved Scrum Master, he found himself navigating a strained relationship between the Product Owner (PO) and the team. The PO's aggressive push for deliverables demotivated the team, and management sided with the PO, creating a vicious cycle of disengagement. How can a PO's leadership style make or break a team's performance? Richard explores this anti-pattern of PO-driven disengagement. Featured Book of the Week: Lean Enterprise by Jez Humble, et al. Richard reflects on how the book "Lean Enterprise" helped shape his approach as an Agile Coach, offering a holistic view of organizations. He also discusses "Team Topologies" and the importance of stream-aligned teams with CI/CD pipelines. What role does organizational agility play in the success of Scrum teams? Richard suggests that while many teams practice Scrum, organizations themselves are often not truly Agile.   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Richard Coplan Richard joins us from the UK. He has been a software developer for many years and later became data-centric, eventually transitioning into the role of Scrum Master. Over the past decade, Richard has specialized as a Scrum Master and Agile Coach, with a focus on collaboration tools like Miro and helping firms streamline their team structures. You can link with Richard Coplan on LinkedIn.

Barry O'Reilly is the author of the best-seller “Unlearn: Let Go of Past Success to Achieve Extraordinary Results”. He also co-authored best-seller “Lean Enterprise” — part of the Eric Ries series. Barry is also Co-Founder and Chief Incubation Officer at venture studio, Nobody Studios, and faculty at Singularity University. Barry brings insights from his career at the intersection of business model innovation, product development, organizational design, and culture transformation. He describes how we can learn but not make progress and how some discomfort enables breakthroughs. He explains what questions can help you identify where you get in your own way, and what small iterative changes can do for you.     KEY TAKEAWAYS   [02:22] Barry was interested in business but a new university tech course takes him by surprise.   [04:49] Barry moves to San Francisco to work for CitySearch.com which almost merges with Elon Musk's first venture, Zip2.   [05:39] The power of technology in business becomes clear to Barry.   [06:28] When Barry finishes his degree his pre-signed job with an economic downturn.   [08:24] Barry moves to Edinburgh and starts building games for Sony, Sega, and Disney.   [09:20] Barry and team find out they have no idea how to scale when the business takes off.   [10:12] A 6-month sabbatical after 3 years working is Barry's preferred working rhythm.   [11:44] Australia offers Barry an interesting opportunity in e-learning and ‘game' businesses.   [13:02] On to London, Barry joins pioneers in the agile movement and shares the genesis story.   [14:34] Working at ThoughtWorks is a mad experience and a huge accelerator for Barry.   [15:11] The company was contrarian. It had no-rules, but a strong culture, setting the bar for how people showed up.   [16:12] Barry was inspired by Ricardo Semler, the young CEO of a Brazilian manufacturing company.   [18:17] Why have people report to you if they know what they're doing?   [19:29] ThoughtWorks was 30% female engineers—publishing this data openly which supported diversity.   [21:16] Barry co-authors Lean Enterprise his first book.   [24:03] Barry's ‘unlearning' Aha! And Eureka moments in a Sichuan restaurant in San Francisco.   [25:40] Diagnosing limiting beliefs, ‘Unlearn' as a system of experimentation.   [27:00] Asking the questions to find out where you're stuck, what you're afraid of doing.   [28:04] Barry offers piercing diagnostic questions--what 3-4 ideas do these questions raise for you?   [28:42] Barry's personal example of using the Unlearn method.   [29:18] Figuring out what the outcome is you actually want.   [30:42] After defining the goal, experimentation starts with small uncomfortable shifts in behavior.   [33:48] Leaning into discomfort is one way to find breakthroughs.   [35:01] A senior bank executive used unlearning to stop making any decisions!   [38:10] Barry trains with BJ Fogg an innovators of behavior design, author of Tiny Habits.   [39:24] Defining your vision and future is key to finding focus and moving forward.   [43:22] IMMEDIATE ACTION TIP: You don't just have one shot, you actually have many. If something didn't go how you would like, that wasn't IT. It was just a moment. Take the lessons from it—look for some hard lessons rather than to other folks as to why it didn't work. Then dust yourself down and prepare for the next opportunity because it WILL arrive.     RESOURCES   Barry O'Reilly on LinkedIn Barry O'Reilly on X @barryoreilly BarryOReilly.com   Barry's books: Unlearn: Let Go of Past Success to Achieve Extraordinary Results Lean Enterprise: How High-Performance Organizations Innovate at Scale.     QUOTES (edited)   “Every single person that walked through that door was bright, talented, and capable. Culture has a huge impact on the way people feel comfortable and how it can also cause an adverse reaction.”   “I strive not to have anyone to report to me. I want them to own their work. I want people to be engaged and focused on their work. I'll be there to provide feedback, guidance, mentorship, whatever it is. That's my responsibility.”   “If you don't make diversity visible people will not know it's a place that they can be. They need to see people like them in leadership roles.”   “A lot of Unlearn is a system of experimentation. You are diagnosing limiting behaviors or beliefs and reframing them as outcomes that you want, and then experimenting to drive those outcomes.”   “The trick is doing uncomfortable things but making them smaller.”   “You never learn stuff, if you don't create the space for it to happen.”   “What can hinder us from creating an exciting future for ourselves, each one of us is the habits of the past.”  

In this episode, I am in conversation with Brad Mellor. Brad is head of quality improvement for Mid Yorks Hospital Trust and has been since 2021. Brad is a Chartered Manufacturing System Engineer, a qualified teacher and has an MSc in Lean Enterprise. He first became involved in quality improvement when working in engineering and manufacturing with automotive manufacturers back in the 1990's and was involved in the Rover 75 car production line. He completed formal lean training back in 2001 whilst at Hepworth Building Products where in his role as Project Manager led QI projects across 4 UK sites and in 2003 implemented the TotalProductive Maintenance program for Haribo. In 2004, Brad left manufacturing and trained as a secondary school teacher where he also became involved in launching new government initiatives focused on improving the quality of vocational provision. Bradley became a Director of engineering and assistant head at a technical college and guest lectured on an MSc at Leeds Beckitt University on the application of lean. At the end of 2018, Brad left his role and was accepted on a 2-year part-time executive study tour where he traveled to Shingo award-winning sites across Europe as part of his MSc in Lean Enterprise where he specialised in improvement science in healthcare. Bradley started at Mid Yorkshire NHS Trust in February 2021 as Head of the KaizenPromotion Office and since then has worked with Virginia Mason Institute to implement a lean daily management system. Follow The QI Guy on Twitter @TheQI_Guy and make sure you like and subscribe to the podcast wherever you get yours.

Barry O'Reilly is Co-Founder and Chief Incubation Officer at Nobody Studios, two time bestselling author of Unlearn and Lean Enterprise, and part of the Eric Ries Lean Series and Harvard Business Review, which is a must read for CEOs and Business Leaders. Nobody Studios is a high-velocity crowd-infused venture studio that's disrupting the world of startups. Their mission is to create 100 companies in 5 years through an ongoing equity crowdfunding campaign. IN THIS EPISODE | 00:44 What is Nobody Studios? | 03:33 How did it all start? What got you in the Philippines? Are you looking for Filipino ventures to partner with? | 08:13 Why the name Nobody Studios? | 09:59 What is a venture studio anyway? What is a venture? | 12:37 Can we know some startups or companies in Nobody Studios' portfolio? | 15:40 How does the venture selection/building process happen? | 21:25 What is a high-velocity company creation machine? How do you make this happen? | 25:14 How does the equity crowdfunding in Nobody Studios work? How can potential investors profit? | 32:30 Why really will a startup founder choose to build with Nobody Studios? | 38:08 Can you share top 3 advices for startup founders and probably startup enablers or "venturers"? | 41:44 What really is the vision of Nobody Studios? | 43:40 How can listeners know more about Nobody Studios? NOBODY STUDIOS | Website: www.nobodystudios.com | Invest now: Republic.com/nobodystudios.com | Facebook: www.facebook.com/NobodyCrowd OFFICIAL E-LEARNING PARTNER | Ask Lex PH Academy: www.asklexph.com | Get 5% discount by using the code: ALPHAXSUP CHECK OUT OUR PARTNERS | TechShake: www.techshake.asia | OneCFO: www.onecfoph.co (mention Start Up Podcast PH as referral!) | Pinoy IP Works: www.pinoyipworks.com | Packetworx: www.packetworx.com | NutriCoach: www.nutricoach.com | LookingFour Buy & Sell Online: www.lookingfour.com | Benjoys Food Products: www.benjoysfoodproducts.com | 8CHAIN: www.8chain.io | AltSwitch | Twala | Eplayment | InterLeukin | Hive Energy PH START UP PODCAST PH | YouTube: www.youtube.com/StartUpPodcastPH | Spotify: open.spotify.com/show/6BObuPvMfoZzdlJeb1XXVa | Apple Podcasts: podcasts.apple.com/us/podcast/start-up-podcast/id1576462394 | Facebook: www.facebook.com/startuppodcastph | Instagram: www.instagram.com/startuppodcastph | LinkedIn: www.linkedin.com/company/startuppodcastph SUPPORT THE PODCAST | Patreon: www.patreon.com/StartUpPodcastPH | Unionbank: 109426505649 | GCash: 09623871744 This episode is edited by: Krislyn Nepomuceno

On this week's episode of Inside Outside Innovation, we sit down with Barry O'Reilly, author of Unlearn and Lean Enterprise and co-founder of the new Venture Studio, Nobody Studios. Barry and I talk about the ins and outs of a new model of creating and investing in startups called Venture Studios, and we discuss the power of collaborative innovation. Let's get started.Inside Outside Innovation is a podcast to help new innovators navigate what's next. Each week we'll give you a front row seat into what it takes to learn, grow, and thrive, in today's world of accelerating change and uncertainty. Join us, as we explore, engage, and experiment with the best and the brightest, innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Barry O'Reilly, Author of Unlearn and Lean Enterprise & Co-founder of the Venture Studio, Nobody Studios Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host Brian Ardinger, and as always, we have another amazing guest. You may have heard of Barry O'Reilly. He has been part of the Inside Outside Innovation community for a while. He's the author of Unlearn and Lean Enterprise. And co-founder of Nobody Studios, which we're going to have him talk a little bit more about that. Welcome, Barry. Barry O'Reilly: Thanks very much for having me. Yeah, it's great to be here. Brian Ardinger: It's great to have you back. You've followed Inside Outside the community. You've been a huge proponent of what we've done, and quite frankly, a huge mentor to me to understand this whole world of innovation and how do we get through it.I'm excited to talk about your new venture, which is Nobody's Studios. You've spent a lot of time as an author, as a consultant, working with big companies. Helping really develop the whole lean startup movement. And now you've decided to jump into the investment space and create a a studio where you're gonna hopefully incubate some amazing new startups in the world.Barry O'Reilly: Yeah. Well, first of all, one thing I want to congratulate you on is your new book. Literally it sits outside in my reading area. There are people that walk past it and see it all the time and pick it up. So, I just want to congratulate you on getting that done, and I really enjoyed reading through it. So, congratulations to yourself on that and highly recommend folks check it out.So in terms of Startup Studio, the real inspiration for me was, as you said, I've had the chance to work with some phenomenal people over the last number of years. Helping them either identify products that they wanted to build in enterprises or work with scaling startups that were sort of building their business and taking them as far as they could.And I was enjoying a lot of the sort of advisory side, but I've been sort of doing a lot of that now for, you know, close to a decade. And I was just getting itchy fingers, if you will. You know, I was like helping all these people, like I do a little bit of an angel investing. I, you know, would take sweat equity or be an advisor for these startups.Help enterprises build products, but I miss a daily grind of sort of being like right in there, building day in, day out. So, I knew I was just sort of looking for the right opportunity for me to bring a lot of my skills to bear and rather than put time in for money, put energy in for equity in these businesses and build something that would fire outlast me if you will.You know, started to share that with a few people and one of my good friends, Lee Dee, who was actually under advisory board of AgileCraft with me, which we sold to Atlassian and has now become JiraAlign. He introduced me to a guy called Mark McNally. And Mark was based down in Orange County. He was sort of interested or starting this idea of a company called Nobody Studios.And instantly I was just attracted to the name. Anything that's sort of contrarian and odd. I was like, why did you call this thing Nobody? And you know, part of the mission was we were going to build these companies. We really need to try and like put our egos at the door, if you will, and like be humble, challenge ourselves, work together to build these great businesses.And really the studio, it in itself is a sort of mix of all the best parts that I believe of the startup ecosystem that I can help with. We're not a VC. We do raise our own capital, but we raise our own capital so we can incubate our companies and ideas that we believe in. But we're not just an incubator.We have the capital to keep building, and we're not an accelerator where we just sort of put people through a program and give them the Y Combinator stamp and, and they go out the door. So, it's actually bringing all of these components together. We raise our own capital. We have our own ideas that we incubate these companies.We find founders and teams to help us bring these companies to life. And then the goal is to create really a repeatable, scalable business model and a fundable company where we've incubated something to the point that it's the high-quality business, it's maybe found product market fit, and they're ready to sort of go and get external capital.And that for us is sort of us doing our job well. But what we're actually optimizing from a business model point of view is to try a aim for early to mid-size exits. So, for those businesses to be actually, purchased, merged into, acquired, maybe even an early I P O, who knows? But that's necessarily our business model.So, by incubating and building these companies, we're actually looking to exit them for early to mid-stage exits. And that's how we will essentially generate more capital to go back into the studio to build more businesses. Brian Ardinger: So, let's talk a little bit more about the tactics around this. So nobody's studios you're looking to, I think, incubate a hundred companies over the next five years. That takes a lot of people, a lot of founders, a lot of great ideas. How do you tactically go about starting the studios. Barry O'Reilly: To be honest, and we share that with people. Half of the people run away from us, and half of the people run towards us when they hear that. For me, like that's actually the good sign of a big harry audacious goal, if you will.It's the calling card for some people. It helps sort of people who aren't thinking like that choose a a different option. With having a big audacious goal like that, you know, it forces you to start recalculating how you build businesses. So, when people hear a hundred companies in five years, they instantly think, oh, that's 20 companies a year.Like, how are you going to do that amount? But actually, it's a sort of exponential scale that we work on. So, on a first year, which was sort of 2021, our goal was actually to create three companies and learn and build both the systems to create companies as well as the actual businesses themselves. And then last year our goal was to try and create five companies, which was almost, if you will, like a 50% increase in company creation.And, if you sort of start to work those numbers out over the next five years, we basically go from three to five to 11 to 17 to 32, to 43, and then suddenly you're at a hundred, right? So, it's us also building the infrastructure capabilities and the systems to support and source a lot of these founders.At the same time, the studio is growing in maturity and understanding and people, if you will, as we go along. So, it's very much think big, start small, which many people probably have heard me say many times and then scale over time. And that's literally how we've got on. Currently we are into our second year. We actually have 11 companies that are in development. Four are already in market and it's working. So, it's very exciting to be sort of just like learning by doing. There's lots of mistakes we're making along the way. But the great part about it is when lessons are learned, they're compounded across the entire portfolio.Say we make a mistake about how to kick off founders on company two. If we correct it on company three, then every company benefits from that afterwards. And that's been one of the probably most unique aspects of this, is the speed at which we learn when we make corrections. We're actually able to propagate that across a huge number of companies. So, it's been very exciting. Still lots to do, but we're up and running. Brian Ardinger: So, this idea of a venture studio, there's other folks that are doing it. I've seen other folks trying to maybe pair with corporates where they work with a corporation and help incubate ideas and companies that come out of that corporation and that. Then, obviously you have the traditional kind of Techstars accelerator model, that kind of stuff. How does this actually work? So, do you have a stable of either ideas or a stable of founders and you put them together or how's it come together? Barry O'Reilly: Yeah, so there's three ways that businesses, if you will, are sort of come into the studio. First, we have our own set of ideas. Surprise, surprise, there's no shortage of ideas for businesses. But we do have an internal process where we review a lot of the ideas. We do some initial customer discovery, and the ones that we have conviction on, we start to essentially make a first small investment in.And a lot of the reasons that would make us sort of green light, if you will, one of these ideas is not only seeing that there's an opportunity in the market, but we have a potential founding team in place. And we've discovered, cuz we are co-founders of these businesses. And remember, we're not just on the sidelines cheering like I'm a co-founder, not only of Nobody's Studios, but every single company that we create. Like I'm in there in those companies, day in, day out. The next way is actually we do mini acquisitions. We think eventually we'll do like 30% of our own, probably 30% that we do these mini acquisitions. These are like typically, I'll give you an example of one of our companies is Thought Format. It's a serverless, no code platform.And these were two brothers based in London who had been sort of working their day jobs and building this product in their evenings and weekends. And I actually met them at a conference in London probably about four years ago, and they just instantly struck me as two guys who were really like figuring it out.I was impressed that they would, you know, still work a day job and then work other evenings on weekends on bringing this thing to life. So when we started the studio, I instantly called them and said, look, how about we basically give you the opportunity to go full-time and work on this product? And interestingly, one of our other businesses, Ovations, which is an on-demand speaker platform, is built on top of Thought Format.So, we instantly started to get this platform that we can accelerate our product development, but also accelerate the value of these companies by collaborating together. And then finally, we think one option will be that we will do some corporate collaborations, but the, the way we sort of think of it is more of a, a made to acquisition type model.So, what we do is we tend to have very open dialogue with a lot of these corporates who have to make acquisitions actually for their business to survive. But the price of startups are so expensive now based on the valuations that they raise at. Most founders are pricing them out of their most likely exit, which is an acquisition from day one. Right? They might be a Series A company and they take 10 million at a 50 million valuation and they have to sell that company at half a billion dollars. But so investors will get the money that they're expecting back. So, you know, no enterprise in their right mind is going to pay half a billion dollars for a Series A stage company.Yeah, exactly right. So, so what we've discovered is actually if we have these very open dialogues with a lot of businesses to say, well, you probably need a data analytics solution for your business. So, you probably need, some sort of AI automation, a service for your business. We have what we describe as sort of a open conversation with them, and if we think it's a business that we believe in, and they could potentially be an either an early investor or a acquirer of that business, we may go build it. Right. And for us, if we incubate, because most of our companies we incubate for just under a quarter million dollars, and if we incubate it for that and sell it for 20 million, we'll do that all day and twice on Sundays. Brian, and so that's sort of a very different approach for how the open market is operating, if you will. Again, I think that's going to be a big competitive advantage for us. Brian Ardinger: Do you see those corporate environments where the startups have access to an early test customer, for example, is that a, a benefit or are you seeing it more as a acquisition and or test run. Barry O'Reilly: Yeah, well this is the fun thing about test customers, right? So, we have this notion of building blocks in our studio where Thought Form is a great example. It's a building block for another one of our company's Ovations because it sits on top of it. So Thought Form's first ever customer, if you will, was another company in our portfolio. One company was like, oh, we'll build on your platform, and we'll be able to give you fast feedback on your platform, how it performs, what works, what doesn't in a relatively sort of safer environment.So, what's really powerful for us is that we're building all these businesses that create capabilities that we need internally in our own business, and then we can build our more customer facing, B2C type products, if you will, on top of those services. So, we're getting this sort of virtuous loop straight out the gate.First set of early customers to testament that are also part of your portfolio, so, it's collaborative, if you will. Because they're both getting benefits from working with one another. That's sort of been another like little bit of a secret sauce for us, if you will. Where we've been able to accelerate the development of a lot of these companies.Or another company we're building is one called Web Delics, which is basically the WebMD of psychedelics to help people understand plant-based medicine and therapies. And straight away, that's a, if you will, a content business. And we've built another one, Parent Tipity, which is a parent creator community. Now, there's a lot of behaviors and aspects of these businesses that are similar, both in terms of how they're producing content and become information sources. So, when we build those capabilities for one of our businesses, we can essentially share them across all the businesses that are content focused. We just get these massive sort of uplift inefficiency about how quickly we can build. How cheaply we can build. Like some of these companies were launching for under $50,000. Right? Which is, that's as much as you pay for a pitch Deck in San Francisco. It's pretty fun. Brian Ardinger: How big is the team then? I'm as assuming that you add folks onto the particular startups as they grow and, and kind of expand. Barry O'Reilly: Yeah, so we have people that work at the studio level, so folks like myself as a chief incubation officer. I'm working across the portfolio. And then we have teams that, people that work within the individual new companies or NewCos as we tend to call them, or portfolio companies. So, at, at the moment we're probably in the region of about a hundred folks, I would say, either both in the companies that we're building or in the studio itself.And the studio really comprises of everything from. A typical executive team is, Mark McNally. He's our Chief Nobody, as we call him. I look after incubation. We've a marketer, we've a C F O, Head of Operations. And then like just staff that help. Don't work across the companies. Product leaders. Technology leaders and so forth.And then within each of the companies, it can sort of vary as you mentioned, but we always look for sort of a triad to start. So, a tech lead, a product lead and design lead. And then there's a lot of marketing, business operations, team support, project management to sort of get them moving. And then engineers. So that's pretty much how the teams have formed and pretty fun making progress. Brian Ardinger: It's a great model and, and I'm excited to see where, where it goes. One of the interesting things about the model too is how you went about and how you're going about raising capital and, and making it accessible to not your traditional just, angel investors or accredited VC firms out there. So can you talk a little bit about Nobody's Studios and your partnership with Republic and how you're going about raising capital for the studio. Barry O'Reilly: Yeah, so one of the core tenants of the studio is that we're global first and we're also crowd enabled. Or is what we call crowd infused. One of the questions about like, why would we create a hundred companies in five years?Like we can't hire enough people to create those companies, that it's just impossible. So, one of the things that we flipped our mind around is, well how can we actually bring more people into the Nobody community to be part of our world? Initially when we were starting to build our companies, we were thinking we're going to need a lot of people to help us ideate, to help us, do customer research, to test, as you were asking earlier.And then we started thinking also about like ownership, if you will. So many people are locked out of the venture ecosystem and have probably wondered why it might look like, imagine I could own a piece of Google before it became Google. Or how do I even get involved in owning a piece of a startup?And as you said, for a long time, that right, if you will, has only been given to very high net worth individuals or people that were in certain circles that would even have access to these type of deals. So, we wanted to try and shift that a bit and give access to all. As well as create this huge community of owners and studio and actually contributors to the studio.So, while we've raised a lot of our own capital through traditional means of angel funding, and we've done really well, we've raised close to 4 million, if you will, through private markets. But then we want to bring more people to that system. So, we became one of the first venture studios ever to offer equity crowdfunding to the world, which means anyone. You don't have to be an accredited investor, just any person on the street. You'll be a bus driver, a nurse, whatever you are. You're able to invest and own a piece of Nobody's Studios and become a venture investor. And we're really, really proud of that because we've sort of opened up and given access to all where anybody who's interested in early-stage business startups or our technology and the impact it's going to have on their future, they can actually own a piece of the studio, just like the same shares that I own.By going to Republic and making an investment from a couple hundred dollars right up to a couple of thousands and being Nobody. So, it's really special. We've had, you know, hundreds of of people already join. And what's special about that is that now these people are owners, but they can also contribute to the companies we're making. Give us feedback, bring their ideas, and that gives us more, if you will, human capital as well as financial capital to build all these businesses, we're going after. Brian Ardinger: I like the concept quite a bit. The fact that this democratization of innovation, everything from technology to access to markets to the pandemic, have all kind of converged in such a way that you can build anything from anywhere now. And why not open up that from a capital perspective as well, is an interesting take on the whole process and hopefully, yeah, like you said, it will provide a competitive advantage for you as well to actually access talent that may not have been able to access in the past because of different barriers or or ways of working.Barry O'Reilly: Absolutely. Right, and you know when, now you know when you're a Nobody shareholder. You got an idea, where do you think you're going to bring it? Right. And that's great. That's an advantage to us, as you mentioned. This is really special for us. You know, like to have so many people who want to ideate with us, build with us, challenge us, give us feedback on our ideas before they go to market.And this is really going to be something quite special, I think, where people can sort of live within a realm that they've never maybe had the opportunity to and maybe have always wanted to. And technology is going to have such a huge impact on our future, so why not own a piece of that future or own a piece of the companies that are going to shape it? And giving people that access is something that we're, we're really proud of and we're excited to see, what more we can do. For More InformationBrian Ardinger: Well, I'm looking forward to my t-shirt and being, being a Nobody myself. If people want to find out more about, Nobody's studios or the fundraise through Republic, what's the best way to that?Barry O'Reilly: Yeah. So if you're curious to learn more about what we're doing and make an investment, please go to Republic.com/nobodystudios where Nobody Crowd on pretty much every social media platform and NobodyStudios.com if you want to dig in and see what's on our website. Thank you very much for inviting me to share a little bit of our story.I'm delighted you've become a Nobody. Your t-shirt is in the posts, where you're going to be seeing a Nobody Studios Venture investor photo on your Twitter feed, I'm sure soon. So, yeah, thank you for joining us, on this mission. I'm sure it's going to be the adventure of a lifetime. Brian Ardinger: Well, Barry, it's always a pleasure to spend time with you, so thank you for coming on Inside Outside Innovation and looking forward to having further conversations as the world unfolds. Barry O'Reilly: Thank you very much.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.   

This episode was recorded LIVE at our Peer Group Mega Meeting, and includes executive perspectives from Nate Aguilar, Vice President of Manufacturing, Starkey, Matt Colby, Sr. Director of Lean Enterprise, Toro and Greg Flint, President & COO, Coldspring. Enjoy our conversation as we talk about the biggest trends in Leadership and Continuous Improvement in 2023 and beyond. If you want to learn more about Peer Groups visit www.mfrall.com/resources

In this episode, Paul Dunlop and I discuss the importance of daily management systems and structures as well as the digitalization in and of lean management systems. This is Paul's third time on the show. What You'll Learn: The importance of Daily management systems and structures Digitization in / of Lean The importance of leader standard work About The Guest: Paul brings with him over 20 years of management and manufacturing experience in a broad range of industries. In his operational management and consultancy roles Paul has led successful Lean implementation and transformations using the principles of the Toyota Production System. Paul's passion for operational excellence using Lean tools and methodology has helped drive sustained continuous improvement and financial performance at many companies. Paul's “people centered” approach is to engage the ongoing support and commitment of both shop floor staff and senior management through effective Lean leadership and to facilitate inclusive problem solving cultures. Paul is a team player with an understanding of business priorities and committed to managing high performing teams and delivering projects to meet targets. Demonstrated ability to influence and change workplace cultures and develop capability in employees to implement and sustain continuous improvement methodologies long term. Effective implementation of Lean cultures in both greenfield and established organizations, with a passion for engaging, coaching and developing people at all levels of the organization by utilizing Lean tools and Lean thinking. Paul specializes in: * Lean Enterprise and Strategic Planning * Change management * Grass roots "bottom up" engagement * Coaching and mentoring leaders, enhancing fundamental management skills and lean leadership * Implementation of lean tools and techniques Important Links: https://www.dunlopconsultants.com.au/ https://www.linkedin.com/in/dunlopconsultants/ Empower & Align Your Teams | TeamAssurance --- Support this podcast: https://anchor.fm/leansolutions/support

How do you innovate at scale? The answer lies outside of your comfort zone. Humans are creatures of habit. We like routines because they help us feel in control and safe. But what happens when the things that once helped us become successful no longer work? That is what today's guest, Barry O'Reilly, talks about. Barry is an entrepreneur, business advisor and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation. Barry is the co-founder of Nobody Studios and the author of two international bestsellers, Unlearn and Lean Enterprise. In this episode, Barry speaks about how unlearning what made you successful in the past helps you achieve extraordinary results in the future. Though this may sound counterintuitive, it is essential for growth. Comfort is the enemy of progress. And to truly achieve something great, you must be willing to leave your comfort zone and embrace change.

Barry O'Reilly is a business strategist and author of Unlearn and Lean Enterprise. He's worked with top executives at Wells Fargo, American Airlines and Walmart to cut through complexity and make smart decisions in a changing world. In doing this work, Barry has learned that most executives resist unlearning what they already know.Listen as Barry talks about the importance of questioning assumptions, and the power of incentive systems to shape human behavior.

Hasta hace poco la gran mayoría de empresas eran muy celosas de su privacidad, con todo lo que tuviera que ver con innovación y con el desarrollo de sus productos, y, aunque se entiende ese punto de secretismo, porque al final vivimos en una competencia continua, afortunadamente cada vez son más las que se dan cuenta de las oportunidades que pierden al no abrirse, al mantenerse aisladas de los lugares en los que hay conocimiento, de los sitios en los que pasan cosas. En 2003 el profesor Henry Chesbrough acuñó el término Open Innovation, que no es otra cosa que llevar la innovación más allá de los límites de la empresa, cooperando con clientes o partners externos con los que compartir información y sacar adelante proyectos de investigación y desarrollo. Es una combinación de conocimiento interno y conocimiento externo. El departamento de I+D que crearon muchas compañías hace unos años hoy necesita abrirse para acceder a expertos, a creativos, a nuevo talento, con nuevas ideas y nuevas tecnologías. Y esto justamente es Open Innovation, el tema de nuestro episodio de hoy. Para hablar de esto no se me ocurre nadie mejor que Susana Jurado, Head of Telefónica Open Innovation Campus, Profesora asociada de Lean Enterprise en IE Business School, y vinculada durante muchos años a la innovación en distintos roles, tanto en la parte más de I+D, como la parte de emprendeduría y nueva innovación.

THE JOURNEY SERIES ↴ O objetivo da série The Journey é compartilhar a jornada de grandes líderes do mercado. Dividir as grandes decisões, principais aprendizados e insights na gestão de carreira e conselhos para quem está apenas no começo de suas carreiras. NESTE EPISÓDIO: DAVE BOSS ↴Líder operações multi-lingual e consultor com realizações contínuas na melhoria da rentabilidade, produtividade, tempo de ciclo e de qualidade para empresas de fabricação de produtos e prestação de serviços a outras empresas.É uma autoridade em Six Sigma e Lean Enterprise. Ele concebeu, orquestrou, e conduziu reviravolta de desempenho de segurança em várias instalações de várias empresas. Tem uma vasta experiência internacional líder e apoiar fábricas e gestão de cadeias de fornecimento. É fluente em Espanhol e Português e é um falante nativo Inglês.A maior parte de sua carreira foi na indústria de energia, trabalhando para empresas como a GE e Westinghouse. Ele também tem experiência em posições de liderança em uma empresa de tratores e uma companhia de seguros, juntamente com consultoria experiência em muitas outras indústrias.Engenheiro Mecânico com um diploma de bacharel de Northwestern, uma universidade top americana, bem como um MBA da Universidade Duke, na Carolina do Norte.Ele também tem ajudado muitas pessoas a encontrar empregos desde 2008, tanto como um voluntário e um treinador procura de emprego remunerado. Atualmente, ele serve como um voluntário com Veterati, uma organização sem fins lucrativos que ajuda militares e seus cônjuges para encontrar trabalho depois de seu serviço militar.TEMAS ABORDADOS ↴00:00 - Apresentação do Convidado04:49 - Trajetória Profissional07:01 - Existe tempo ideal para se passar em cada empresa?10:02 - Qual foi o projeto ou atividade que mais te ensinou? 11:47 - Como você fez para escolher seus cursos/formações?14:50 - Você tem Coaches ou Mentores que contribuíram para sua carreira?18:25 - Qual foi a maior decisão de sua carreira? E como foi o processo de tomada de decisão? 20:55 - Qual é a sua abordagem para a procura por empregos? (Linked in / Networking / CVs26:37 - Qual o seu conselho para os Jovens Universitários com pouca ou nenhuma experiência no momento de procura de emprego? 30:28 - Quais são os próximos passos? Como posso fechar essas conversas, deixando as portas abertas? 35:35 - Quando eu posso enviar o meu CV?37:51 - Qual a sua opinião em produzir conteúdos no Linked in? É uma boa estratégia?45:09 - Qual habilidade ou competência você acredita que seja mais importante para se desenvolver no início da carreira?47:21 - Como você vê liderança especialmente para quem não tem o cargo de Liderança?49:48 - Qual conselho você poderia nos dar sobre o futuro do trabalho?51:35 - Qual conselho você daria a você mesmo no início de sua carreira?Contatos do Dave Boss: - Linked In: https://www.linkedin.com/in/david-boss/NOS ACOMPANHE NAS DEMAIS MÍDIAS ↴ Telegram ☛ https://t.me/joinchat/AAAAAFD1nRXH13E... Instagram ☛ https://www.instagram.com/carreira.ta... Facebook ☛ https://www.facebook.com/carreira.talks​ Grupo Facebook ☛ https://www.facebook.com/groups/carre... Linked in ☛ https://www.linkedin.com/company/carr... Podcast Carreira Cast ☛ http://carreiratalks.com.br/carreira-... YouTube ☛ https://www.youtube.com/channel/UCUIR... Tik Tok ☛ https://vm.tiktok.com/GSvd7j/​ Conheça nosso site ☛ http://carreiratalks.com.br/

It's a birdwatcher's paradise when Blackwater Falls hosts an event you won't want to miss … Cool off with a trip to the Adventure Lake at Pipestem Resort or Tygart Lake … and RCBI teams with Lean Enterprise to hosts a pair of manufacturing seminars. – on today's daily304, listen here…

Adriana coaches business-owners on how to create a winning culture that leverages the identity of their company, articulate and integrate the culture in the behaviors of their employees while inspiring them to perform at peak levels and achieve outstanding results. She devoted all her time and effort to learning and implementing best practices in process improvement. ISO, Six Sigma, Lean Enterprise, Project Management, etc. Even though that was fun, and she was successful, she realized that without the right people a company's processes can't go anywhere. Process + People doesn't equal success UNLESS you offer an environment where people can thrive. So, then she founded her own company and now focus on helping many business-owners achieve desired results.

„Wir können sagen, dass wir durch Lean Management eine nachhaltige Veränderung im Verhalten der Führungskräfte erreicht haben.“ Lisa Rinzivillo, Referentin Lean Management bei der Kreissparkasse Göppingen, berichtet über die Meilensteine, Herausforderungen und Erfolge bei der Lean-Reise des Geldinstituts. Sie selbst hat sich bei der Staufen Akademie ausbilden lassen, um diese Reise bestmöglich zu unterstützen. Erfahrt hier mehr zur Staufen Akademie. Wir hoffen, dass Ihr aus dieser Folge Impulse für Euch und Euer Unternehmen mitnehmen könnt. Wir freuen uns auf Euer Feedback an podcast@staufen.ag.

In part two of this two-part episode on The DevOpsHandbook, Second Edition, Gene Kim speaks with coauthors Dr. Nicole Forsgren and Jez Humble about the past and current state of DevOps. Forsgren and Humble share with Kim their DevOps aha moments and what has been the most interesting thing they've learned since the book was released in 2016. Jez discusses the architectural properties of the programming language PHP and what it has in common with ASP.NET. He also talks about the anguish he felt when Mike Nygard's book, Release It!, was published while he was working on his book, Continuous Delivery. Forsgren talks about how it feels to see the findings from the State of DevOps research so widely used and cited within the technology community. She explains the importance of finding the link between technology performance and organizational performance as well as what she's learned about the importance of culture and how it can make or break an organization. Humble, Forsgren, and Kim each share their favorite case studies in The DevOps Handbook.   ABOUT THE GUEST(S) Dr. Nicole Forsgren and Jez Humble are two of five coauthors of The DevOps Handbook along with Gene Kim, Patrick Debois and John Willis. Forsgren, PhD, is a Partner at Microsoft Research. She is coauthor of the Shingo Publication Award-winning book Accelerate: The Science of Lean Software and The DevOps Handbook, 2nd Ed., and is best known as lead investigator on the largest DevOps studies to date. She has been a successful entrepreneur (with an exit to Google), professor, performance engineer, and sysadmin. Her work has been published in several peer-reviewed journals. Humble is co-author of Lean Enterprise, the Jolt Award-winning Continuous Delivery, and The DevOps Handbook. He has spent his career tinkering with code, infrastructure, and product development in companies of varying sizes across three continents, most recently working for the US Federal Government at 18F. As well as serving as DORA's CTO, Jez teaches at UC Berkeley.   YOU'LL LEARN ABOUT Projects Jez and Gene worked on together before The DevOps Handbook came out. What life is like for Jez as a site reliability engineer at Google and what he's learned. The story behind his DevOps aha moment in 2004, working on a large software project involving 70 developers. The architectural properties of his favorite programming language PHP, what it has in common with ASP.NET, and the importance of being able to get fast feedback while building something. The anguish that Jez felt when Mike Nygard's book, Release It!, came out, wondering if there was still a need for the book he was working on, which was Continuous Delivery. “Testing on the Toilet” and other structures for creating distributed learning across an organization and why this is important to create a genuine learning dynamic. What Dr. Forsgren is working on now as Partner of Microsoft Research. Some of Dr. Forsgren's goals as we work together on the State of DevOps research and how it feel to have those findings so widely used and cited within the technology community. The importance of finding the link between technology performance and organizational performance and why it probably was so elusive for at least 40 years in the research community. What Dr. Forsgren has learned about the importance of culture, how it can make or break an organization, and the importance of great leadership.   RESOURCES Personal DevOps Aha Moments, the Rise of Infrastructure, and the DevOps Enterprise Scenius: Interviews with The DevOps Handbook Coauthors (Part 1 of 2: Patrick Debois and John Willis) The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations, Second Edition, by Gene Kim, Patrick Debois, John Willis, Jez Humble, and Dr. Nicole Forsgren Nudge: Improving Decisions About Health, Wealth, and Happiness by Richard H. Thaler and Cass R. Sunstein Nudge vs Shove: A Conversation With Richard Thaler The Visible Ops Handbook: Implementing ITIL in 4 Practical and Auditable Steps by Kevin Behr, Gene Kim and George Spafford FlowCon Elisabeth Hendrickson on the Idealcast: Part 1, Part 2 Cloud Run Beyond Goldilocks Reliability by Narayan Desai, Google Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation by Jez Humble and David Farley Release It!: Design and Deploy Production-Ready Software (Pragmatic Programmers) by Michael T. Nygard DevOps Days On the Care and Feeding of Feedback Cycles by Elisabeth Hendrickson at FlowCon San Francisco 2013 Bret Victor Inventing on Principle by Bret Victor Media for Thinking the Unthinkable Douglas Engelbart and The Mother of All Demos 18F Pain Is Over, If You Want It at DevOps Enterprise Summit - San Francisco 2015 Goto Fail, Heartbleed, and Unit Testing Culture by Mike Bland Do Developers Discover New Tools On The Toilet? by Emerson Murphy-Hill, Edward Smith, Caitlin Sadowski, Ciera Jaspan, Collin Winter, Matthew Jorde, Andrea Knight, Andrew Trenk and Steve Gross PDF Study: DevOps Can Create Competitive Advantage DevOps Means Business by Nicole Forsgren Velasquez, Jez Humble, Nigel Kersten and Gene Kim Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations by Nicole Forsgren, PhD, Jez Humble, and Gene Kim DevOps Research and Assessment (DORA) on Google Cloud GitLab Inc. takes The DevOps Platform public Paul Strassmann The Idealcast with Dr. Ron Westrum: Part 1, Part 2 Building the Circle of Faith: How Corporate Culture Builds Trust at Trajectory Conference 2021 The Truth About Burnout: How Organizations Cause Personal Stress and What to Do About It by Christina Maslach and Michael P. Leiter Maslach Burnout Inventory Understanding Job Burnout at DevOps Enterprise Summit - Las Vegas 2018 Understanding Job Burnout at DevOps Enterprise Summit - London 2019 Workplace Engagement Panel at DevOps Enterprise Summit - Las Vegas 2019 Expert Panel - Workplace Engagement & Countering Employee Burnout at DevOps Enterprise Summit - London 2019 The Idealcast with Trent Green Kelly Shortridge's tweets about Gitlab S-1   TIMESTAMPS [05:22] Intro [05:34] Meet Jez Humble [10:19] What Jez is working on these days [15:56] What inform his book, “Continuous Delivery” [24:02] Assembling the team for the project [26:30] At what point was PHP an important property [31:56] The most surprising thing since the DevOps Handbook came out [35:07] His favorite pattern that went into the DevOps Handbook [43:40] What DevOps worked on in 2021 [44:46] Meet Dr. Nicole Forsgren [50:32] What Dr. Forsgren is working on these days [52:18] What it's like working at Microsoft Research [55:58] The response to the state of DevOps findings [59:18] The most surprising finding since the findings release [1:05:59] Her favorite pattern that influence performance [1:08:49] How Dr. Forsgren met Dr. Ron Westrum [1:11:06] The most important thing she's learned in this journey [1:14:46] Her favorite case study in the DevOps Handbook [1:19:12] Dr. Christina Maslach and work burnout [1:20:46] More context about the case studies [1:25:32] The Navy case study [1:29:04] Outro

People stay at companies because they're developing and progressing, not because their leaders think they ‘know it all'. To build this progressive culture, today's guest shares how the skill in unlearning is more important than ever. Dialling in from the US, Barry O'Reilly is the Co-Founder of Nobody Studios, and author of ‘Unlearn' and ‘Lean Enterprise'. He has pioneered the intersection of business model innovation, product development, organisational design, and culture transformation. In this episode, we discuss the three steps to unlearning, ‘culture hacks', lessons from high performance companies, how to have difficult conversations with your employees, and Barry's personal experience of unlearning that helped him write his latest book. Links: ‘Unlearn' by Barry O'Reilly: https://www.amazon.com/dp/1260143015 (https://www.amazon.com/dp/1260143015)  ‘Good to Great' by Jim Collins: https://www.amazon.com/dp/0066620996/ (https://www.amazon.com/dp/0066620996/)  Icon Meals: https://iconmeals.com/ (https://iconmeals.com/)  Nobody Studios: https://nobodystudios.com/ (https://nobodystudios.com/)  The Unlearn Podcast: https://www.unlearn.online/podcast (https://www.unlearn.online/podcast)  Unlearn.online: https://www.unlearn.online/ (https://www.unlearn.online/)  #95 Ally Gordon, Coach and Mentor, on Your Belief System: https://hospitality-mavericks.captivate.fm/episode/95 (https://hospitality-mavericks.captivate.fm/episode/95)  Connect with the podcast: https://colossal-designer-2784.ck.page/40ada1483a (Join the Hospitality Mavericks newsletter): https://rb.gy/5rqyeq (https://rb.gy/5rqyeq)   More episodes for you to check out https://www.hospitalitymavericks.com/podcast (here) Download Your Free Copy of From Fragile to Agile White Paper here

Lean Enterprise was a landmark book, exploring how large enterprise could learn from start-ups and deliver innovation at scale — how they could respond to changing market conditions, customer needs, and emerging technologies when building software-based products. Thoughtworks Technology Podcast catches up with two of the book's authors to hear about its genesis, its impact and why there's not likely to be a second edition.

Ready to take a dive into #SAFe? If any of these *actor gestures to a list of roles on the screen* match your current role, then Leading #SAFe is for you. During the 2 day training, you'll be engaged with activities that teach you all about Lean-#Agile Leadership, Team and Technical #Agility, #Agile Product Delivery, and Lean #Portfolio Management. By the end of the course, you will understand the Seven Core Competencies of the Lean Enterprise, the principles of the Lean-#Agile Mindset, how to coordinate multiple #Agile Release Trains and suppliers with a #Solution Train, and Continuous Delivery Pipeline. You'll also learn to build up teams to their full potential by setting goals and purpose. You may be thinking “Am I qualified for this course?” and the answer is “yes”! There are no requirements to attend but it's highly recommended that you have some experience in #Scrum and more than 5 years of experience in software development, and product management. Call to action? Visit our website to learn more. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

¿Listo para sumergirse en #SAFe? Si alguno de estos coincide con su rol actual, Leading #SAFe es para usted. Durante el entrenamiento de 2 días, participará en actividades que le enseñarán todo sobre Liderazgo Lean-#Agile, agilidad técnica y de equipo, entrega de productos ágiles y gestión de portafolios Lean. Al final del curso, comprenderá las siete competencias básicas de Lean Enterprise, los principios de la mentalidad Lean-#Agile, cómo coordinar múltiples entrenamientos de liberación ágil con una serie de soluciones y para entrega continua. También aprenderá a desarrollar equipos a potencial completa estableciendo objetivos y propósitos. Puede estar pensando "¿Estoy calificado para este curso?" Y la respuesta es "sí". No hay requisitos para asistir, pero se recomienda que tenga experiencia en #Scrum y más de 5 años de experiencia en desarrollo de software y gestión de productos. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

For more videos visit us www.aleph-technologies.com In the world of #Agile, it's hard to have not heard of #SAFe. One of the leading frameworks for enterprise-scale #Agile, it's been widely adopted within the past decade when it was first introduced. It's constantly evolving and adapting with the times, now on its fifth full iteration. It's worth asking, why has #SAFe exploded in popularity? What is #SAFe? #SAFe is an acronym, standing for Scaled #Agile Framework. #SAFe is just that-- an #Agile Framework existing to scale #Agile up to an enterprise-level for large organizations where traditional #Agile might otherwise fail. It works by building everything around the Seven Core Competencies of the Lean Enterprise, these competencies being Lean-#Agile Leadership, Team and Technical #Agility, #Agile Product Delivery, Enterprise Solution Delivery, Lean #Portfolio Management, Organizational #Agility, and Continuous Learning Culture. Since the time Scaled #Agile released #SAFe 4.6 in late 2018, they were taking feedback and analytics and developing something new that would sharpen the efficiency of the framework, as well as allow increased flexibility in business decisions. Implemented in 5.0 and shaking the foundations of #Agile, Business #Agility was introduced. It requires that everyone involved in delivering solutions-- like IT, #marketing, support, compliance, and more-- use Lean and #Agile practices in their own departments to continually deliver innovative, high-quality products. Like Scrum, #SAFe prides itself in its ease of use while remaining difficult to master. Mastery of these competencies enables enterprises to make decisions and react appropriately to turbulent situations, like a rapidly changing #market, developing technologies, and customer needs. Each of these Seven Core Competencies is built around providing businesses a safe, stable way to ensure employee contentment, client satisfaction, flexibility, and effective communication. #SAFe is widely supported with over 350 Scaled #Agile Partners across the world. Rigorous testing and education ensure that those who spread #SAFe's word-- #SPCs-- are of high quality and teach everything needed to know to implement #SAFe successfully. Ever since its inception, #SAFe has been constantly updated and adjusted to match changing conditions in the world of business, being consistently supported by Scaled #Agile to fit every business need, even when it may differ wildly from the ‘norm'. Scaled #Agile has the numbers to back up why so many businesses are scaling #Agile using #SAFe. Numerous case studies have shown that enterprises, both large and small, are greatly benefiting from #SAFe implementation. This includes a 20-50% increase in productivity, 25-75% improvement in quality, 30-75% faster time-to-#market, and a 10-50% increase in employee engagement and job satisfaction, which affects all other aspects of the company. This has led to #SAFe being #implemented in seventy percent of Fortune 100 companies. So, why should you choose #SAFe? Many would say the evidence speaks for itself, but it's important to keep asking and learning. #SAFe provides a highly effective and efficient platform for installing #Agile in organizations both large and small through techniques and elements both new as well as tried-and-tested. It has a flexible but sturdy system of seven core competencies that can apply to any business situation. Because #SAFe is so widely adopted, it will be supported and developed for years to come. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Lean-Agile #Leadership #SAFe #Scaledagile The Lean-Agile Leadership competency describes how Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. They do this through leading by example; learning and modeling SAFe's Lean-Agile mindset, values, principles, and practices; and leading the change to a new way of working. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why Lean-Agile Leaders? An organization's managers, executives, and other leaders are responsible for the adoption, success, and ongoing improvement of Lean-Agile development and the competencies that lead to business agility. Only they have the authority to change and continuously improve the systems that govern how work is performed. Moreover, only these leaders can create an environment that encourages high-performing Agile teams to flourish and produce value. Leaders, therefore, must internalize and model leaner ways of thinking and operating so that team members will learn from their example, coaching, and encouragement. Becoming a Lean enterprise is neither simple nor easy. As described below, business agility requires a new approach to leadership. It starts with leaders exemplifying behaviors that will inspire and motivate the organization to pursue a better way of working. They set the example by coaching, empowering, and engaging individuals and teams to reach their highest potential through Lean and Agile principles and practices. In short, knowledge alone won't be enough. Lean-Agile leaders must do more than simply support the transformation: they must actively lead the change, participating in and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise. Lean-Agile leaders: ● Organize and reorganize around value ● Identify queues and excess Work in Process (WIP) ● Continually focus on eliminating waste and delays ● Eliminate demotivating policies and procedures ● Inspire and motivate others ● Create a culture of relentless improvement ● Provide the space for teams to innovate By helping leaders develop along three distinct dimensions, organizations can establish lean-agile leadership as a core competency. These dimensions are: 1. Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others to follow, inspiring them to incorporate the leader's example into their own personal development journey. 2. Mindset and Principles – By embedding the Lean-Agile way of working in their beliefs, decisions, responses, and actions, leaders model the expected norm throughout the organization. 3. Leading Change – Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Learning #Culture #SAFe #Scaledagile Continuous Learning Culture The Continuous Learning Culture competency describes a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. This is achieved by becoming a learning organization, committing to relentless improvement, and promoting a culture of innovation. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why Continuous Learning Culture? Organizations today face an onslaught of forces that create both uncertainty and opportunity. The pace of technology innovation is beyond exponential. Startup companies challenge the status quo by transforming, disrupting, and in some cases eliminating entire markets. Juggernaut companies like Amazon and Google are entering entirely new markets such as banking and healthcare. At any moment, political, economic, and environmental turmoil threaten to change the rules. Expectations from new generations of workers, customers, and society as a whole challenges companies to think and act beyond balance sheets and quarterly earnings reports. Due to all of these factors and more, one thing is certain: organizations in the digital age must be able to adapt rapidly and continuously or face decline—and ultimately extinction. What's the solution? In order to thrive in the current climate, organizations must evolve into adaptive engines of change, powered by a culture of fast and effective learning at all levels. Learning organizations leverage the collective knowledge, experience, and creativity of their workforce, customers, supply chain, and the broader ecosystem. They harness the forces of change to their advantage. In these enterprises, curiosity, exploration, invention, entrepreneurship, and informed risk-taking replace commitment to the status quo while providing stability and predictability. Rigid, siloed top-down structures give way to fluid organizational constructs that can shift as needed to optimize the flow of value. Decentralized decision-making becomes the norm as leaders focus on vision and strategy along with enabling organization members to achieve their fullest potential. Any organization can begin the journey to a continuous learning culture by focusing its transformation along three critical dimensions The three dimensions are: 1. Learning Organization – Employees at every level are learning and growing so that the organization can transform and adapt to an ever-changing world. 2. Innovation Culture – Employees are encouraged and empowered to explore and implement creative ideas that enable future value delivery. 3. Relentless Improvement – Every part of the enterprise focuses on continuously improving its solutions, products, and processes. This video utilizes some parts of information from the scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Agile #SAFe #Productdelivery #Scaledagile Agile Product Delivery Agile Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why Agile Product Delivery? In order to achieve Business Agility, enterprises must rapidly increase their ability to deliver innovative products and services. To be sure that the enterprise is creating the right solutions for the right customers at the right time, they must balance their execution focus with a customer focus. These capabilities are mutually supportive and create opportunities for sustained market and service leadership. Three Dimensions of agile product delivery 1. Customer Centricity and Design Thinking – Customer centricity puts the customer at the center of every decision and uses design thinking to ensure the solution is desirable, feasible, viable, and sustainable. 2. Develop on Cadence; Release on Demand – Developing on cadence helps manage the variability inherent in product development. Decoupling the release of value assures customers can get what they need when they need it. 3. DevOps and the Continuous Delivery Pipeline – DevOps and the Continuous Delivery Pipeline creates the foundation that enables Enterprises to release value, in whole or in part, at any time to meet customer and market demand. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

Lean Portfolio Management The Lean Portfolio Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. These core competency assessments, along with recommended improvement opportunities, are available from the Measure and Grow article. Lean Portfolio Management describes how a SAFe portfolio is a collection of Value Streams for a specific business domain in an Enterprise. Each value stream delivers one or more Solutions that help the enterprise meet its business strategy. These value streams develop products or solutions for external customers or create solutions for internal operational value streams. One SAFe portfolio can typically govern the entire solution set for a small-to-medium-size organization. Large enterprises often require multiple portfolios, usually for each line of business, business unit, or division. Why Lean Portfolio Management? Traditional approaches to portfolio management were not designed for a global economy or the impact of digital disruption. These factors put pressure on enterprises to work under a higher degree of uncertainty and deliver innovative solutions much faster. Despite this new reality, many legacy portfolio practices remain. Portfolio Management approaches must be modernized to support the Lean-Agile way of working. Fortunately, many enterprises have already traveled this path, and the change patterns are apparent, The LPM function has the highest level of decision-making and financial accountability for the solutions and value streams in a SAFe portfolio to address the challenge of defining, communicating, and aligning strategy. The people who fulfill the LPM function have various titles and roles and are often distributed throughout the organization's hierarchy. Because LPM is critical to the Lean Enterprise, these responsibilities are commonly held by business managers and executives who understand the enterprise's financial, technical, and business contexts. They are accountable for the overall business outcomes. The three dimensions of the Lean Portfolio Management competency, followed by a brief description of each: 1.Strategy & Investment Funding ensures the entire portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. 2. Agile Portfolio Operations coordinates and supports decentralized program execution and fosters operational excellence. 3. Lean Governance is the oversight and decision-making of spending, audit and compliance, forecasting expenses, and measurement. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com Aleph Technologies specializes in providing hands-on classroom-based and onsite IT certification training courses taught by expert instructors with practical industry experience. Classes span focuses on Business Analysis, Health Insurance & Systems Domain, IT Project Management, and IT Services with emphasis on Certified #SCRUM Master, #ScaledAgile #Certifications in Dallas and leadership roles in #Agile development. Since 2000, over 3000 course participants from more than 100 organizations across the globe have enhanced their skills through intensive, applicable exercises and education. https://www.aleph-technologies.com/ https://www.aleph-technologies.com/ev... https://www.aleph-technologies.com/co... https://www.aleph-technologies.com/tr... We guide you through your #Agile Transformation. Reap the benefits of Aleph Technologies' expertise applying #Agile methods and solutions. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

Organizational Agility The Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess its proficiency. Why Organizational Agility? In today's digital economy, the only truly sustainable competitive advantage is the speed at which an organization can sense and respond to the needs of its customers. Its strength is its ability to deliver value in the shortest sustainable lead time, to evolve and implement new strategies quickly, and to reorganize to better address emerging opportunities. Organizational agility is critical to respond sufficiently to the challenges. Unfortunately, the organizational structures, processes, and cultures of most businesses were developed more than a century ago. They were built for control and stability, not for innovation, speed, and agility. Small incremental changes to how businesses manage, strategize, and execute are insufficient to remain competitive. The SAFe approach to addressing the challenge of digital transformation is the ‘dual operating system', one that leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. By organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, SAFe restores the second (network) operating system. The organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. This competency is expressed in three dimensions Three dimensions of organizational agility Lean-Thinking People and Agile Teams – Everyone involved in solution delivery is trained in Lean and Agile methods and embraces their values, principles, and practices. Lean Business Operations – Teams apply Lean principles to understand, map, and continuously improve the processes that deliver and support businesses solutions. Strategy Agility – The enterprise is Agile enough to continuously sense the market, and quickly change strategy when necessary. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com#Aleph Technologies specializes in providing hands-on classroom-based and onsite IT #certificationtraining courses taught by expert instructors with practical industry experience. Classes span focuses on Business Analysis, Health Insurance & Systems Domain, IT Project Management, and IT Services with emphasis on #Certified #SCRUMMaster, #ScaledAgile #Certifications in Dallas and leadership roles in #Agiledevelopment. Since 2000, over 3000-course participants from more than 100 organizations across the globe have enhanced their skills through intensive, applicable exercises and education. https://www.aleph-technologies.com/ https://www.aleph-technologies.com/ev... https://www.aleph-technologies.com/co... https://www.aleph-technologies.com/tr... We guide you through your #Agile Transformation. Reap the benefits of #Aleph Technologies' expertise applying #Agile methods and solutions. We will be your guide and mentor through your business's #Agile transformation and align you with a trajectory of growth that maintains strategic priorities. The benefits of an #Agile transformation include dramatic improvements to delivery effectiveness, shortened time cycles, and heightened responsiveness to change. --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#The Lean-Agile #Leadership competency describes how #Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential. They do this through leading by example; learning and modeling #SAFe's #Lean-Agile mindset, values, principles, and practices; and leading the change to a new way of working. It is one of the seven core competencies of the #Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why #Lean-Agile Leaders? An organization's managers, executives, and other leaders are responsible for the adoption, success, and ongoing improvement of #Lean-Agile development and the competencies that lead to business agility. Only they have the authority to change and continuously improve the systems that govern how work is performed. Moreover, only these leaders can create an environment that encourages high-performing Agile teams to flourish and produce value. Leaders, therefore, must internalize and model leaner ways of thinking and operating so that team members will learn from their example, coaching, and encouragement. Becoming a Lean enterprise is neither simple nor easy. As described below, business agility requires a new approach to leadership. It starts with leaders exemplifying behaviors that will inspire and motivate the organization to pursue a better way of working. They set the example by coaching, empowering, and engaging individuals and teams to reach their highest potential through Lean and Agile principles and practices. In short, knowledge alone won't be enough.Lean-Agile leaders must do more than simply support the transformation: they must actively lead the change, participating in and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise. #Lean-Agile leaders: ● Organize and reorganize around value ● Identify queues and excess Work in Process (WIP) ● Continually focus on eliminating waste and delays ● Eliminate demotivating policies and procedures ● Inspire and motivate others ● Create a culture of relentless improvement ● Provide the space for teams to innovate By helping leaders develop along three distinct dimensions, organizations can establish lean-agile leadership as a core competency. These dimensions are: 1. Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others to follow, inspiring them to incorporate the leader's example into their own personal development journey. 2. Mindset and Principles – By embedding the Lean-Agile way of working in their beliefs, decisions, responses, and actions, leaders model the expected norm throughout the organization. 3. Leading Change – Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

Lean Portfolio Management The Lean Portfolio Management competency aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. These core competency assessments, along with recommended improvement opportunities, are available from the Measure and Grow article. Lean Portfolio Management describes how a SAFe portfolio is a collection of Value Streams for a specific business domain in an Enterprise. These value streams develop products or solutions for external customers or create solutions for internal operational value streams. One SAFe portfolio can typically govern the entire solution set for a small-to-medium-size organization. Large enterprises often require multiple portfolios, usually for each line of business, business unit, or division. Why Lean Portfolio Management? Traditional approaches to portfolio management were not designed for a global economy or the impact of digital disruption. These factors put pressure on enterprises to work under a higher degree of uncertainty and deliver innovative solutions much faster. Despite this new reality, many legacy portfolio practices remain. Figure 2 illustrates the three dimensions of the Lean Portfolio Management competency, followed by a brief description of each: 1.Strategy & Investment Funding ensures the entire portfolio is aligned and funded to create and maintain the solutions needed to meet business targets. 2. Agile Portfolio Operations coordinates and supports decentralized program execution and fosters operational excellence. 3. Lean Governance is the oversight and decision-making of spending, audit and compliance, forecasting expenses, and measurement. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com. Aleph Technologies specializes in providing hands-on classroom-based and onsite IT certification training courses taught by expert instructors with practical industry experience. Classes span focuses on Business Analysis, Health Insurance & Systems Domain, IT Project Management, and IT Services with emphasis on Certified #SCRUM Master, #ScaledAgile #Certifications in Dallas and leadership roles in #Agile development. Since 2000, over 3000 course participants from more than 100 organizations across the globe have enhanced their skills through intensive, applicable exercises and education. https://www.aleph-technologies.com/ https://www.aleph-technologies.com/ev... https://www.aleph-technologies.com/co... https://www.aleph-technologies.com/tr... We guide you through your #Agile Transformation. Reap the benefits of Aleph Technologies' expertise applying #Agile methods and solutions. We will be your guide and mentor through your business's #Agile transformation and align you with a trajectory of growth that maintains strategic priorities. The benefits of an #Agile transformation include dramatic improvements to delivery effectiveness, shortened time cycles, and heightened responsiveness to change. Work in tandem with Aleph Technologies to develop a practical plan of action, implement necessary changes, and move your company to new heights with a culture of learning, innovation and growth throughout your organization. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Agility #BusinessAgility #SAFe #Scaledagile TEAM AND TECHNICAL AGILITY The Team and Technical Agility competency describes the critical skills and Lean-Agile principles and practices that high-performing Agile teams and Teams of Agile teams use to create high-quality solutions for their customers. It is one of the #sevencorecompetencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. why team and technical agility? Agile teams and teams of Agile teams create and support the business solutions that deliver value to the enterprise's customers. Consequently, AN organization's ability to thrive in the digital age is entirely dependent on the ability of its teams to deliver solutions that reliably meet a customer's needs. The team and technical #agility competency is the real cornerstone of Business #Agility. It consists of three dimensions - ● #Agile Teams – High-performing, cross-functional teams anchor the competency by applying effective Agile principles and practices. ● Team Of #Agile Teams – #Agileteams operate within the context of a #SAFe #AgileReleaseTrain (ART), a long-lived, team of #Agileteams that provides a shared vision and direction and is ultimately responsible for delivering solution outcomes. ● Built-In Quality – All #Agile teams apply defined Agile practices to create high-quality, well-designed solutions that support current and future business needs. This Video Utilizes Some Parts Of Information From The Scaled Agile Website, For More Details Please Visit www.scaledagileframework.com Aleph Technologies specializes in providing hands-on classroom-based and onsite IT certification training courses taught by expert instructors with practical industry experience. Classes span focuses on Business Analysis, Health Insurance & Systems Domain, IT Project Management, and IT Services with emphasis on Certified #SCRUM Master, #ScaledAgile #Certifications in Dallas and leadership roles in #Agile development. Since 2000, over 3000 course participants from more than 100 organizations across the globe have enhanced their skills through intensive, applicable exercises and education. https://www.aleph-technologies.com/ https://www.aleph-technologies.com/events https://www.aleph-technologies.com/courses https://www.aleph-technologies.com/trainers We guide you through your #Agile Transformation. Reap the benefits of Aleph Technologies' expertise applying #Agile methods and solutions. We will be your guide and mentor through your business's #Agile transformation and align you with a trajectory of growth that maintains strategic priorities. The benefits of an #Agile transformation include dramatic improvements to delivery effectiveness, shortened time cycles, and heightened responsiveness to change. Work in tandem with Aleph Technologies to develop a practical plan of action, implement necessary changes, and move your company to new heights with a culture of learning, innovation and growth throughout your organization. #scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Agile #Product Delivery is a customer-centric approach to defining, building, and releasing a continuous flow of valuable products and services to customers and users. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why #Agile #Product Delivery? In order to achieve Business Agility, enterprises must rapidly increase their ability to deliver innovative products and services. To be sure that the enterprise is creating the right solutions for the right customers at the right time, they must balance their execution focus with a customer focus. These capabilities are mutually supportive and create opportunities for sustained market and service leadership. Three Dimensions of #agile product delivery 1. Customer Centricity and Design Thinking – Customer centricity puts the customer at the center of every decision and uses design thinking to ensure the solution is desirable, feasible, viable, and sustainable. 2. Develop on Cadence; Release on Demand – Developing on cadence helps manage the variability inherent in product development. Decoupling the release of value assures customers can get what they need when they need it. 3. DevOps and the Continuous Delivery Pipeline – DevOps and the Continuous Delivery Pipeline creates the foundation that enables Enterprises to release value, in whole or in part, at any time to meet customer and market demand. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

The Continuous #Learning #Culture competency describes a set of values and practices that encourage individuals—and the enterprise as a whole—to continually increase knowledge, competence, performance, and innovation. This is achieved by becoming a learning organization, committing to relentless improvement, and promoting a culture of innovation. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency. Why Continuous #Learning #Culture? Organizations today face an onslaught of forces that create both uncertainty and opportunity. The pace of technology innovation is beyond exponential. Startup companies challenge the status quo by transforming, disrupting, and in some cases eliminating entire markets. Juggernaut companies like Amazon and Google are entering entirely new markets such as banking and healthcare. At any moment, political, economic, and environmental turmoil threaten to change the rules. Expectations from new generations of workers, customers, and society as a whole challenges companies to think and act beyond balance sheets and quarterly earnings reports. Due to all of these factors and more, one thing is certain: organizations in the digital age must be able to adapt rapidly and continuously or face decline—and ultimately extinction. What's the solution? In order to thrive in the current climate, organizations must evolve into adaptive engines of change, powered by a culture of fast and effective learning at all levels. Learning organizations leverage the collective knowledge, experience, and creativity of their workforce, customers, supply chain, and the broader ecosystem. They harness the forces of change to their advantage. In these enterprises, curiosity, exploration, invention, entrepreneurship, and informed risk-takingreplace commitment to the status quo while providing stability and predictability. Rigid, siloed top-down structures give way to fluid organizational constructs that can shift as needed to optimize the flow of value. Decentralized decision-making becomes the norm as leaders focus on vision and strategy along with enabling organization members to achieve their fullest potential. Any organization can begin the journey to a continuous learning culture by focusing its transformation alongthree critical dimensions The three dimensions are: 1. Learning Organization – Employees at every level are #learning and growing so that the organization can transform and adapt to an ever-changing world. 2. Innovation #Culture – Employees are encouraged and empowered to explore and implement creative ideas that enable future value delivery. 3. Relentless Improvement – Every part of the enterprise focuses on continuously improving its solutions, products, and processes. This video utilizes some parts of information from the scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

#Organizational Agility The #Organizational Agility competency describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities. It is one of the seven core competencies of the Lean Enterprise, each of which is essential to achieving #Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess its proficiency. Why #Organizational Agility? In today's digital economy, the only truly sustainable competitive advantage is the speed at which an organization can sense and respond to the needs of its customers. Its strength is its ability to deliver value in the shortest sustainable lead time, to evolve and implement new strategies quickly, and to reorganize to better address emerging opportunities. #Organizational agility is critical to respond sufficiently to the challenges. Unfortunately, the organizational structures, processes, and cultures of most businesses were developed more than a century ago. They were built for control and stability, not for innovation, speed, and agility. Small incremental changes to how businesses manage, strategize, and execute are insufficient to remain competitive. This requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. The #SAFe approach to addressing the challenge of digital transformation is the ‘dual operating system', one that leverages the stability and resources of the existing organizational hierarchy while implementing a value stream network that leverages the entrepreneurial drive still present in every organization. By organizing and reorganizing the enterprise around the flow of value instead of the traditional organizational silos, #SAFe restores the second (network) operating system. It allows organizations to focus on both the innovation and growth of new ideas as well as the execution, delivery, operation, and support of existing solutions. The #organizational agility competency is instrumental in bringing the power of the second operating system to support the opportunities and threats of the digital age. This competency is expressed in three dimensions Three dimensions of #organizational agility Lean-Thinking People and Agile Teams – Everyone involved in solution delivery is trained in Lean and Agile methods and embraces their values, principles, and practices. Lean Business Operations – Teams apply Lean principles to understand, map, and continuously improve the processes that deliver and support businesses solutions. Strategy Agility – The enterprise is Agile enough to continuously sense the market, and quickly change strategy when necessary. This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com --- Send in a voice message: https://anchor.fm/aleph-global-scrum-team/message

On reading Lean Enterprise, this week’s guest, Chris Goddard, reached out to Barry O’Reilly several years ago to help implement its principles and practices at his company, G-Research. Chris has been with G-Research, a leading quantitative research and technology company in the algorithmic investment space, for almost 20 years. He is currently the Chief Technology Officer there. Barry says of G-Research, “Working with the team has really helped me evolve my thesis on the power of gathering and synthesizing data to inform your products and business model investments, much of which is actually captured in my latest article, Precision Product Creation…”  Becoming a Leader Being thrown into a job that he didn’t sign up for turned out to be a blessing in disguise for Chris. “What it really taught me was how the ecosystem of everything hung together;” he says, “how you needed to think about the building blocks as being bigger than just lines of code…” That experience set him up to progress to more strategic roles over his 20-year career at G-Research. He says that it’s important for leaders to ask good questions and to look for inspiration outside their field. Also, you have to accept that you will be wrong sometimes and face up to your mistakes.  Signals of Change and a Culture Shift At a certain point, the strategies that brought you success in the past no longer suffice. At that point, a leader needs to move in another - often counterintuitive - direction. G-Research’s founder asked Chris, “Why does it feel like it's not working? Like we were adding more resources and that the business was doing well, but it felt like it was getting harder.” Chris tells Barry about the changes happening in the company, as well as how he realized that the company needed to shift their focus from functionality to developing their craft. With Barry’s help, Chris says, the company underwent a culture change. He jokes about the ‘Barry Post-Its’ that now decorated the previously bare walls. “It felt like it just cracked open the creativity that was in the business,” he comments. Becoming More Open The transition from developing all their own software to embracing open source is just one of the culture changes G-Research adopted. Barry comments that he admires the spirit of the team - he loves how they see ideas as hypotheses that they openly challenge. Chris remarks that they also started measuring more: they wanted to see how the new methods were impacting the company. He and Barry talk about the risk metric that G-Research used to measure speed to market. Interestingly, the team itself also grew more close-knit. They each wanted to learn about what their colleagues were doing, and took pride in being part of the team. The Power of 10,000 Using open-source software is like getting “the power of 10,000 engineers when you only have a few hundred,” Chris argues. He tells Barry that it comes down to what you’re contributing to open source. You don’t have to expose your IP, but if you can solve general problems that many people have and put the code out there for them to use and modify, it will benefit everyone. You’re also showing the quality work you do, he says.  Looking Ahead and Top Tips Chris is thinking more about what could be around the corner technology-wise, particularly exploring how best to use the public cloud even while investing in private data centers. Barry asks him to give advice to a leader who senses that their future success is being limited by their present actions. Chris advises such leaders to keep in touch with the people doing the job, keep abreast of technology trends and read a lot. He stresses that sometimes you just need to “stew on it.” He remarks, “Actually if you sometimes just let your mind tell you the answer you'll find it's there. You just have to kind of quiet down a bit.” Resources Chris Goddard on LinkedIn Thinking, Fast and Slow by Daniel Kahneman Download Barry’s latest article: Precision Product Creation 

Craig and Tony are at Agile Australia in Sydney and after many years of chasing him around finally get to speak to Jez Humble, co-author of many fine books including “Continuous Delivery“, “Lean Enterprise“, “The DevOps Handbook” and “Accelerate” and they discuss: Accelerate is based on a research program where practices are validated on the … Continue reading →

Barry O'Reilly is an author, software developer, and founder of ExecCamp. Host Ross Thornley and Barry talk about his book, “Unlearn,” the importance of co-creation within the marketplace, and why most people adapt or die rather than experiment and learn while at the top of their industry. Barry and Ross also discuss the helpfulness of putting yourself into uncomfortable situations because you have a vision or a goal — and thinking big but starting small to feel successful. Timestamps:1:14: Barry's journey — in his own words6:42: The landscape shift in keeping up with the speed of change10:15: The background of unlearning and manifesting into a book14:29: The difficulty of unlearning 17:16: The correlation of the adaptability of people and organizations  24:28: Behaviors Barry has adopted to unlearn30:13: Becoming more adaptable when forced to make a change35:19: Adaptability in the context of the work Barry is doing38:29: How important is it to measure and reflect when trying to improve?Resources:Barry O'ReillySingularity UniversityStrategic Coach"Lean Enterprise""Unlearn"Connect with Ross:WebsiteLinkedInMoonshot Innovation 

GE Appliances, a Haier company, is headquartered in Louisville, Kentucky, where Marcia Brey leads the Lean strategy for the business focusing on delivering winning products and services for customers & consumers while minimizing waste throughout ALL functions. Known as the Lean Enterprise, Marcia is responsible for implementing transformational, cross-functional processes, growing the capability of employees and improving management systems at GE Appliances. Marcia earned her Master’s degrees from both the University of Louisville in Mechanical Engineering & the University of Arizona in Quality & Reliability Engineering. Marcia began her 26-year career at Appliances on GE’s Edison Engineering Program & has worked across multiple product lines in Design Engineering, Customer Service, Sales, Marketing, Distribution, Quality & Manufacturing. She most recently was the plant manager for the Bottom-Freezer Refrigeration factory where she managed a $100M budget and led a team of 1,000 employees making significant improvements in safety, quality, delivery, cost & employee satisfaction. She assumed her current role in Jan. 2017. Marcia has volunteered with the American Red Cross for the past 10-years as the GE Appliance representative on the Board of Directors. She has led several Red Cross service projects as well as several committees AND assumed the role of Chair of the Board for the Kentucky Region of the American Red Cross in July of 2019. Marcia also volunteers at her church, St. Gabriel, leading several committees. She has been recognized by Today’s Woman, Business First’s “Top 40 under 40” and as a Manufacturing Institute “STEP Ahead leader.” Marcia & her husband, Greg, are raising their 3 children in Louisville.

Barry O’Reilly and Jeff Gothelf have been best friends ever since Jeff reviewed Barry’s first draft of Lean Enterprise and told him it sucked. They have worked together as co-authors of the Lean series, and as consultants to Fortune 50 clients. Jeff joins Barry on the Unlearn Podcast this week to talk about his new book, Forever Employable: How to Stop Looking for Work and Let Your Next Job Find You.  Push vs Pull The higher up the corporate ladder you climb, the fewer the jobs and the fiercer the competition. You have to constantly push your way through. Jeff woke up on his 35th birthday and made the unsettling realization that he would soon be battling younger, better-skilled people for a job. He understood that this was untenable, so he vowed that he wouldn’t look for jobs anymore, rather he would have jobs look for him. He tells Barry that pulling job opportunities means telling the world explicitly who you are, where you could help them, where people can find you and what problems you can solve for them. First Steps Why do you exist? How can you help people become successful? Being forever employable involves self-assessment. Jeff says that the first step he took was to examine what he was good at and what value he had provided up to that point. Then he thought about his audience and where the market was trending. “...if you're going to plant a flag somewhere you want to plant it in a growing market rather than ... one that's shrinking,” he points out. Your Personal Brand You have a story to tell that no-one else has: storytelling is how you differentiate yourself. Jeff tells listeners that we all have a unique perspective, and it’s how we build our personal brand. He and Barry talk about sharing their stories and fighting the impostor syndrome. “People massively underestimate themselves,” Jeff says. He coaches people how to find the self-confidence to pursue their goals, a trait that is critical if you want to be successful. Barry says that doing something you enjoy gives you confidence because your passion shines through. Catching The Wave Recognizing a problem, tracking the trends, then adopting a position and sharing it, orients you to catch the wave of new opportunities. Jeff describes how sharing his ideas attracted many unforeseen opportunities. “All of a sudden this conversation goes global and that begins the pull,” he shares. “All of a sudden I start to attract new opportunities because the story and the conversation and the sharing has become so powerful. Giving all this stuff away starts to attract all these new opportunities my way.” He shares how each new opportunity gave him the confidence to take another step, until he could confidently transition into full-time entrepreneurship. Barry comments, “One of the things people also need to unlearn is this isn't like from 0 to 100% overnight.” It takes small, continuous steps and a constant process of experimenting, evolving and reinventing and growing the things you already do. Counterintuitive Leadership A great leader does not purport to have all the answers, Barry says. Instead, it’s someone who is authentic and vulnerable and willing to learn. Jeff says that he is unlearning the fear of becoming vulnerable in public. He finds that his personal struggles resonate with people. He is becoming comfortable with being uncomfortable, which Barry notes is the mark of a successful leader. Jeff is driven by enthusiastic skepticism as coined by Astro Teller: there’s always a better way to do something the next time around. Looking Forward Jeff is looking forward to the launch of Forever Employable and the new opportunities it brings his way. Resources JeffGothelf.com Forever Employable: How to Stop Looking for Work and Let Your Next Job Find You

Master Communicator Podcast Episode # 80 with Barry O'Reilly. Barry is a business advisor and entrepreneur. He also wrote 2 books about sales called Unlearn and Lean Enterprise. Unlearn talks about how to innovate in new ways to find new success. Lean Enterprise talks about how companies are able to innovate at scale to maximize success. In this interview Barry talks about the good leadership skills he's had to develop and how communication is vital for any company to run effectively, You can learn more about Barry on Linkedin @ https://www.linkedin.com/in/barryoreilly/

Good leaders know they need to continuously learn, but great leaders know when to unlearn the past to succeed in the future.In this podcast, Barry O’Reilly shares the system he uses to help Fortune 500 executives and business leaders rethink their strategies, retool their capabilities, and revitalize their businesses for stronger, longer-lasting success. The best-selling author of Unlearn and Lean Enterprise talks with PMI COO, Joe Cahill, about how to rapidly adapt to changing circumstances, identify what to stop, what to keep, and what to change to unlearn, relearn and breakthrough to achieve extraordinary results.PMI community members can access Barry O’Reilly’s recent report on why Scaling Innovation Means Descaling Work is at https://barryoreilly.com/resources/

Craig and Tony are at YOW! Conference in Brisbane and (despite a bin rolling by) sit down with Barry O’Reilly, co-author of “Lean Enterprise” and author of “Unlearn” and they talk about: Reminiscing about Barry’s resume that includes CitySearch (and its competitor Zip2 owned by Elon Musk), Snake, Wireless Pets on Nokia and Lilo & … Continue reading →

This episode of Supply Chain is Boring features Maryanne Ross. Maryanne has been active in adult education for over 25 years, starting her own training company in October 2001. She is recognized through the APICS Instructor Development Program as a Master Instructor for CPIM and CSCP and a Lead Instructor for Lean Enterprise, Global Sourcing and the Principles Courses. She is also recognized as a Master Instructor of new instructors for all three of the APICS Instructor Training Programs.Maryanne has 18 years of experience in a variety of manufacturing, purchasing and logistics positions, including automotive, medical, consumer goods, electronic and food industries. Maryanne has been an APICS member for over 25 years. She has developed interactive exercises to enhance the entire suite of APICS CSCP and CPIM review courses, and has served as a subject matter expert on the APICS CPIM, CSCP, and Principles content development committees. She has also been instrumental in creating activities and enhancements for the CPIM, Principles and Lean programs. Her passion is stimulating the learning experience for adult learners by creating hands on exercises that engage all learning styles. She is often engaged to deliver 5S and Lean training for Fortune 500 organizations, utilizing their internally developed curriculums, working in union and non-union environments She has trained several thousand participants around the world, working for clients such as Astra Zeneca, Exxon Mobil, AOL, Merck, DuPont, Volvo, Northrop Grumman, Hollister, GE, Fairchild Controls, The Hershey Company, JLG, Manitowoc Crane Group, Wabtec, and the U.S. Department of Veterans Affairs. Supply Chain is boring is hosted by Chris Barnes. Learn more and listen to other Supply Chain is Boring episodes here: www.supplychainnowradio.com/supply-chain-is-boring

One of the recurring themes we talk about a lot on the a16z Podcast is how software changes organizations, and vice versa... More broadly: it’s really about how companies of all kinds innovate with the org structures and tools that they have. But we've come a long way from the question of "does IT matter" to answering the question  of what org structures, processes, architectures, and roles DO matter when it comes to companies -- of all sizes  -- innovating through software and more. So in this episode (a re-run of a popular episode from a couple years ago), two of the authors of the book Accelerate: The Science of  Lean Software and DevOps, by Nicole Forsgren, Jez Humble, and Jean Kim join Sonal Chokshi to share best practices and large-scale findings about high performing companies (including those who may not even think they’re tech companies). Nicole was co-founder and CEO of Dora, which was acquired by Google in December 2018; she will soon be joining GitHub as VP of Research & Strategy. Jez was CTO at DORA; is currently in Developer Relations at Google Cloud; and is the co-author of the books The DevOps Handbook, Lean Enterprise, and Continuous Delivery.   

Guest Name : Maryanne Ross CPIM-F CIRM CSCP-F CLTD-F, Co-Founder at Supply Chain Mavens. Language : English, Publication date: Feb, 15. 2020 Maryanne has 18 years of experience in a variety of manufacturing, purchasing and logistics positions, including automotive, medical, consumer goods, electronic and food industries. She is recognized through the APICS Instructor Development Program as a Master Instructor for CPIM and CSCP and a Lead Instructor for Lean Enterprise, Global Sourcing and the Principles Courses. She is also recognized as a Master Instructor of new instructors for all three of the APICS Instructor Training Programs. She and Joni Holeman then founded the Supply Chain Mavens to share their years of industry experience + knowledge with those seeking an APICS certification. Since 2001, they have engaged and trained several thousands participants, many working for large organizations such as Exxon Mobil, GE Power, BAE Systems, Merck, DuPont, Volvo, Lonza, Northrop Grumman, Hershey's, Johnson & Johnson, Astra Zenneca, and the Department of Veterans' Affairs. Additionally, she is now New England Regional Representative for VCARE (The value chain application research and education, Canada). Connect on her Linkedin: https://www.linkedin.com/in/maryanneross/ and website: https://www.supplychainmavens.net/ Highlighted: How important is to do the certification in supply chain ? What's value and benefit for having a certification ? What is the best way to do certification in supply chain management? Which is more advantageous on the long run: a MBA in SCM or Global certification in SCM ? --- Send in a voice message: https://anchor.fm/bicarasupplychain/message

Let’s Fix Work Episode 93: This week I am introducing you to Barry O’Reilly, a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation. Barry authored both Unlearn and Lean Enterprise. If this isn’t enough cred, he is also the founder of ExecCamp plus faculty at Singularity University. He is truly a super cool guy.  Barry is an expert on how to question your beliefs and how to unlearn things. During the episode, we talk about learning your assumptions, your beliefs, and the things you thought to be true which may not be true. Next, we take all of these things and discuss how each may be holding you back personally and professionally. Barry has some practical tools, tips, and techniques to help you move yourself towards greater success in your career and in your life. Tune into this episode of Let’s Fix Work to learn how to achieve your goals and how to stop failing over and over.    In this episode you’ll hear: What it means to unlearn something and how you can do it. How to identify what's outdated and what's still working in your personal and professional lives.  Some circumstances which cause you to fail plus how to unlearn the things getting in your way of success. How it is important to ask yourself, “What would be my success story?” Why it’s important to think big when you are working to unlearn something. How leaders and corporations can look at unlearning differently.   Resources from this episode:Unlearn How High Performance Organizations Innovate at Scale Barry O’Reilly on LinkedIn Barry’s Blog Barry’s Unlearn Podcast Laurie on Instagram Laurie on LinkedIn Read more from Laurie Work with Laurie   *** EPISODE CREDITS: If you like this podcast and are thinking of creating your own, consider talking to my producer, Danny Ozment. He helps thought leaders, influencers, executives, HR professionals, recruiters, lawyers, realtors, bloggers, coaches, and authors create, launch, and produce podcasts that grow their business and impact the world. Find out more at https://emeraldcitypro.com   

Hablamos de lo que es DevOps. Es importante discernir este concepto para poder aplicarlo de manera correcta. También discutimos de la importancia de que los líderes entiendan el impacto de negocio de DevOps. Recursos: The DevOps Handbook: https://itrevolution.com/book/the-devops-handbook/ Accelerate: https://itrevolution.com/book/the-phoenix-project/ Lean Enterprise: https://www.amazon.com.mx/Lean-Enterprise-Performance-Organizations-Innovate/dp/1449368425/ref=sr_1_1?__mk_es_MX=ÅMÅŽÕÑ&keywords=jez+humble&qid=1575927310&sr=8-1 How Netflix thinks of DevOps: https://www.youtube.com/watch?v=UTKIT6STSVM Nicole Forsgren entrevista en el podcast de A16Z: https://youtu.be/HLku57Ygchw

Bret Weinstein on The Jim Rutt Show, Barry O’Reilly on The Product Experience, Dave Farley on Engineering Culture at InfoQ, Jim Mattis on Coaching For Leaders, and Ben Mosior on Agile Uprising. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. And, if you haven’t done it already, don’t forget to hit the subscribe button, and if you like the show, please tell a friend or co-worker who might be interested. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting November 25, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. BRET WEINSTEIN ON THE JIM RUTT SHOW The Jim Rutt Show featured Bret Weinstein with host Jim Rutt. Brett talked about the sustainability crisis (not necessarily related to climate) in which we are using resources and creating waste in a way that, mathematically, cannot continue indefinitely. Jim added that half of the mass of large animals on earth are now humans and domestic animals, most of which are cattle. He says this tells us that we are at or beyond the ability of our ecosystem to allow us to carry on the way we have been. Jim believes that the engine that is driving us toward eco-cide is the pursuit of money-on-money return powered by psychologically-astute advertising that got underway in the 1930s and is now reaching near-perfection with the highly-instrumented attention-hijacking mechanisms of social media. He compared it to the paperclip maximizer idea in artificial general intelligence. Brett says that the way you can tell that AI algorithms are out-of-control is to look at the behavior of people in the best position to understand the power of these algorithms. Defectors from Facebook or elsewhere describe the extreme measures they go through to retain control of the own lives in the face of algorithms they had a hand in writing. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/ep24-bret-weinstein-on-evolving-culture/id1470622572?i=1000456522456 Website link: https://jimruttshow.blubrry.net/bret-weinstein/ BARRY O’REILLY ON THE PRODUCT EXPERIENCE The Product Experience podcast featured Barry O’Reilly with hosts Lily Smith and Randy Silver. Lily asked Barry where his notion of “unlearning” came from. Barry said that while writing the book “Lean Enterprise,” he had an “aha” moment in which he realized that, while teaching people new things was tough, what was even harder was getting them to unlearn their existing behavior, especially if it made them successful in the past. Randy asked Barry what signs indicate when you are unlearning well as opposed to simply getting lucky. Barry says that a lot of people think knowing when to adapt is serendipitous or intuitive to other people, but there is a system you can learn that can make the process intentional and deliberate. People get stuck. They stick to the sets of behaviors that they know and understand or that feel comfortable to them. When those behaviors aren’t driving the results or outcomes that they are aiming for, often people’s natural reaction is to point at other people as the cause of the failure. If you’re serious about making progress, you have to own the results. You have to ask yourself what you can do differently to change the outcomes that you are getting. You need to get comfortable with being uncomfortable. You need to think big about the aspiration or outcome you are trying to achieve, but you start small as you start to relearn. Starting small creates safety. You get a fast feedback loop, learn quickly, and you feel successful as you try new behaviors. Barry asked Lily and Randy where most people in product roles spend most of their time and they said, “meetings.” They estimated that the effectiveness rate for such meetings was about 50%. As a product manager, Barry says, he would be trying to make that number better, but most people blindly walk into meetings and never make any changes to how meetings are run. Barry gets leadership teams to describe a better outcome and one small thing they can do to make things better. For meetings, one team came up with a simple step: five minutes before the meeting would end, the leader would stop it and ask the team how effective they thought the meeting was and what outcomes they were taking away from the meeting. When a leader starts to demonstrate a new behavior in meetings like pausing five minutes before the end and asking people how effective the meeting was, other people start to take these behaviors back to their teams. Role modeling these new behaviors in your organization can have a systemic impact because people see you trying out these new behaviors and that inspires them to be serious about making their own improvements. Berry went on to say that the belief that you cannot influence these kinds of changes needs to be unlearned. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/learning-to-unlearn-barry-oreilly-on-product-experience/id1447100407?i=1000456659421 Website link: https://www.mindtheproduct.com/learning-to-unlearn-barry-oreilly-on-the-product-experience/ DAVE FARLEY ON ENGINEERING CULTURE BY AT INFOQ The Engineering Culture at InfoQ podcast featured Dave Farley with host Shane Hastie. Shane asked about Dave’s talk about taking back software engineering. Dave says that software engineering is a term that is falling out of favor. People started to think of software development as a craft and of themselves as craftspeople. Working on high performance trading systems, he adopted practices that he considers a genuine engineering discipline and this made a dramatic difference in performance, effectiveness, quality, and speed of development. He says we’ve been too prescriptive in trying to define what software engineering means. An engineering discipline for software need to be general enough to still be true in a hundred years. He says we suffer in our industry from not having very many measuring sticks and we choose technologies, processes, and approaches based on who is the most persuasive person or guru. His talk was about five principles that are likely to be durable, broadly applicable, and broadly acceptable to people. First, we’ve learned that planned approaches don’t work. Working iteratively through a process of discovery is foundational. Second, we’ve discovered from continuous integration and delivery that fast, efficient, high quality feedback has a dramatic impact on our ability to move forward with confidence and quality. Third is being experimental and adopting the scientific method. Fourth is working incrementally, building software from a modular point of view, and growing complex systems from simple systems. Fifth is being empirical and testing what we build against reality, learning from that, and adapting. Shane asked whether these ideas are just common sense. Dave agreed that they are common sense but they are uncommonly practiced. He says that the majority of his own career in software development was built around guesswork. They would guess about what users wanted, guess about whether the software was going to be fast enough, resilient enough, and scalable enough, and guess about whether there were going to be bugs in it. They would guess about these things instead of testing these things as an experiment. He cited Extreme Programming and Continuous Delivery as genuine engineering disciplines. Shane pointed out that this requires a significant level of discipline that is rare in our industry. Dave agreed and gave the example of the team he worked with to build the trading system mentioned earlier. They were not only the best team he worked with, but also the most productive, solving problems in genuinely original ways, and they did it all by consciously adopting these techniques. It wasn’t because they were smarter than other teams, but because of their disciplined, agile approach. Shane asked how we can get a more experimental mindset in software development. Dave says we first need to get more data-driven and figure out useful measures to apply. For example, in high-performance software, we want to know things like how fast, what throughput, what latency, and what percentage of messages need to get through at a particular rate. The difference between an engineer and anyone else is that engineers spend a lot of time thinking about how things can go wrong. He gave the example of how he does Test-Driven Development: before he runs a test he has just written, he will say what error message he expects to get. This is a genuine experiment: he forms a hypothesis and he’s precise about the nature of the failure he is expecting. Shane asked Dave for his opinion about pair-programming. Dave considers pairing one of the most powerful tools an organization has to start becoming a learning organization and he considers pairing a foundational idea for establishing engineering rigor. Shane asked how we can convince the individual hero developer that it is a good idea to work with somebody else. Dave encourages his clients to experiment with pair-programming and you cannot do that for an hour or two. He encourages a minimum of a sprint or two and he combines it with rotating people who are in the pairs (also known as promiscuous pair-programming). In his experience, when you ask people who have never paired before it to pair, the majority do not want to. After they have done it for a reasonable period of time, the majority then want to keep doing it. Often, only a small number of people hate it and will never like it and companies need to make a tough decision about what to do about that. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/dave-farley-on-taking-back-software-engineering/id1161431874?i=1000456425449 Website link: https://soundcloud.com/infoq-engineering-culture/interview-dave-farley JIM MATTIS ON COACHING FOR LEADERS The Coaching For Leaders podcast featured Jim Mattis with host Dave Stachowiak. Dave asked about 1990 when Mattis was in the Saudi Arabian desert, preparing for an invasion that would become the first Gulf War. He employed a technique called the focused telescope. Mattis said that he faced the challenge of information flow. Leaders typically have sufficient information somewhere in their organization, but the pipes of information flow need to be open such that this information is available in time to make decisions. Mattis would take young, capable officers who would go out to units that were executing the mission and those officers would clarify and confirm to the attacking commanders the mission and report back to Mattis. This opened up the information flow in real-time to make better decisions. Dave asked where Mattis got the idea. Mattis said that every time you are promoted in the military you are given a new reading list and he got this idea from the readings. Dave then asked about 2001, when Mattis was in command of the marines in Afghanistan searching for Osama Bin Laden. Mattis said that he had shifted from being under a naval commander to an army commander and he did not spend the time getting to know his new commander. When intelligence came in that Osama Bin Laden was in the Tora Bora region, he knew they needed to stop him from escaping to Pakistan. Mattis had studied the Geronimo campaign of the U.S. cavalry in the late 1800s and saw how they set up communication stations to track activity on the border. He wanted to do the same to block escape routes in Tora Bora. He forgot the inform his boss and his boss did not understand the urgency of the situation or the plans to block Bin Laden’s escape. He says you have to ask yourself three questions everyday: “What do I know?”, “Who needs to know?” and “Have I told them?” Dave then asked about 2003 when Mattis was commanding a division to remove Saddam Hussein from power. One of his colonels was failing to move with haste. Mattis says that the officer, who he admires to this day, had a tempo that was less than needed at the time and Mattis determined that he was asking this officer to do something that was beyond his moral ability to do. Mattis said that war is a harsh auditor of your recruiting, your equipment, your training, and your leadership. He needed everyone in the fight and he knew he had to delegate the decision-making to the lowest competent level but it had to be consistent with his intent which was to move fast enough to confront the enemy with cascading dilemmas to prevent them from digging back in. So he removed that officer from command. Dave then jumped ahead one year to 2004 in Fallujah when four allied contractors were killed and Mattis had a plan to recover the bodies and track down those responsible. The President of the United States made the decision to attack the city instead. Dave asked Mattis what kept him from resigning in this situation. Mattis reminded us that the military has civilian control. When the civilian leadership says to do something, you keep faith with the constitution and get on with it. Mattis had read enough history to know the challenges associated with attacking a city with 300,000 innocent civilians. Mattis’s idea was to work with the other tribes in town that were repulsed by this terrorist activity and to use the spies they had in the city to hunt down the perpetrators. Given the known brutality of urban fighting, this was a better plan, but they were ordered to attack instead. Mattis said he could have resigned but the 19-year-old lance corporals in his army of 23,000 couldn’t quit and he wasn’t going to leave them on the battlefield. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/440-leadership-in-the-midst-of-chaos-with-jim-mattis/id458827716?i=1000456425891 Website link: https://coachingforleaders.com/podcast/leadership-chaos-jim-mattis/ BEN MOSIOR ON AGILE UPRISING The Agile Uprising podcast featured Ben Mosior with host Jay Hrcsko. Ben started out as a sysadmin and started taking more interest in the people side of technology. He now runs a company called Hired Thought where he makes systems more purposeful. Ben came across Wardley Mapping when people he was following in the DevOps community started to reference it. At the time, he was dealing with a difficult decision about whether to spend money that was tied to buying server hardware and thereby shifting attention away from the cloud that had been his focus. He learned that Wardley Mapping was a way to make sense of these kinds of situations and make a good call. He ultimately decided to decline to money and he now had an explicit strategy where before he had none. Wardley Mapping highlighted how much he originally didn’t know what he was doing. Ben describes a Wardley map as being two things: a visual way to represent a system oriented around users and a way to articulate how parts of that system are changing. It is a directed acyclic graph where position has meaning. The x-axis represents evolution and describes how the components of a business, such as activities, practices, data, and knowledge, change over time. They start in the uncharted space where nobody has seen it before, nobody understands it, and it fails much of the time. On the opposite end of the spectrum, there is the industrialized space where everything is known, is ordered, is boring, and failure is surprising. Having a way to express where a business component is between those two extremes informs how to treat that business component. They talked about the y-axis and how it represents the degree to which the business component is visible to the user. Ben says the y-axis is useful for thinking about what parts of the system the user cares most and least about. Mapping is intended to be an extremely collaborative activity. The map helps us share a common model for how we think about a space. Ben referenced George Box’s quote about all models being wrong and the scientist needing to be alert to what is importantly wrong about the model while ignoring those aspects whose approximate nature, or wrongness, makes the model no less useful. A map helps highlight when the model of your system is wrong in a fundamental way. When people look at a map and talk about it, you start to work towards consensus on understanding the system and start running into label conflicts. Producing the map artifact enables us to challenge it, talk to each other, and be transparent about what we think it is. The artifact itself is just one step in a five step process called the strategy cycle.  The five factors in the strategy cycle are purpose, landscape, climate, doctrine, and leadership. Purpose is the game we’re playing. It is why you come to work everyday. The landscape is the map. It represents the competitive landscape. Climate is the rules of the game, the external forces acting on that landscape that we don’t have control over. Doctrine is how we train ourselves, the principles that we choose to apply universally, such as always focusing on user needs. Last is leadership, the decision-making part that integrates all the rest. Ben says that we often jump straight from purpose to leadership and the process of sitting with the context of the other steps helps us make better decisions. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/wardley-mapping-with-ben-mosior-hired-thought/id1163230424?i=1000456388231 Website link: http://agileuprising.libsyn.com/wardley-mapping-with-ben-mosior-hired-thought LINKS Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

In a conversation across the Atlantic LEI’s president, Josh Howell, talks to the Lean Enterprise Academy’s CEO, Dave Brunt, about the strategic value of executives doing the value-creating work of their organization. Dave shares what happened when a team member left LEA and he became responsible for picking, packing, and shipping to customers books about lean thinking. Additional Resources: Lean Solutions book Creating Lean Dealers workbook Learning to See workbook

Find the interview and all show notes here: https://www.startuprad.io/interviews/ult-holds-the-us-patent-for-a-universal-translator/ In this interview, we continue our interview series from Aufschwung-Messe in the Frankfurt Stock Exchange building. In this 4th interview we are talking to Reginald Dalce (https://www.linkedin.com/in/reginald-dalce-935b9164/), CEO and Founder of Universal Language Translator ULT (https://ult-speaks.com/). They are working on an already functioning translation app, which translates one natural language to another natural language. Right now, they are looking for investors to keep working on an API to get their vocabulary translated for specific areas e.g. medicine, engineering and so forth. Reginald carries around a US Patent, which he holds for his software: https://ult-speaks.com/160 Affiliated Links GlobalUSAEuropeGermanyCo-WorkingWeWorkWeWorkWeWorkWeWorkMarketing / SEO / Graphics / Sounds and moreFiverrFiverrFiverrFiverrEmail service?G-SuiteG-SuiteG-SuiteG-Suite Books we likeIntroduction to Venture Capital Introduction to Venture CapitalIntroduction to Venture CapitalIntroduction to Venture Capital LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business Zero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureLearn more about our Affiliated Marketing here: https://www.startuprad.io/blog/affiliate-marketing-at-startuprad-io/ Download the app right here: Apple App Store: https://itunes.apple.com/de/app/id1315605912Google Play Store: https://play.google.com/store/apps/details?id=dbws.languagetranslator This interview is part of a series of interviews done at the Aufschwung Messe in Frankfurt, one of the large startup and entrepreneur fairs in Germany, with the backing of multiple sponsors and public institutions. You can learn more about the fair here (German only): https://www.aufschwung-messe.de/ and don’t forget the founder of the fair, Burkhard. Burkhard runs one of Germany’s most frequented and renown business blogs, where he introduces his readers to one new business model a day in German, adding up to more than 7.750 in 5.00 days (almost 14 years). Learn more here https://www.best-practice-business.de/ Folge direkt herunterladen

Find the original interview here: https://www.startuprad.io/blog/it-seal-helps-companies-to-train-their-employees-in-cyber-security/ In this interview, we continue our interview series from Aufschwung-Messe in the Frankfurt Stock Exchange building. In this 3rd interview we are talking to David Kelm (https://www.linkedin.com/in/david-kelm-it-seal/), CEO of IT-Seal (Social Engineering Analytics Laboratory https://it-seal.de/), which is a cybersecurity company helping corporates to train their employees in IT security, especially phishing emails. David started out with the company with his master thesis, for which he just wanted to generate quantitative data on social engineering. “We do our research on the dark side” “To be a bad guy, you need to be creative” “Websites like Glassdoor and kununu are really interesting for attackers” “… on your LinkedIn profile, you should not make your contacts publicly available” “At the beginning of the training, the management level klicks the most [on phishing links]” “we are looking for Venture Capital Investors – We are in the middle between Seed and Series A” Affiliated Links GlobalUSAEuropeGermanyCo-WorkingWeWorkWeWorkWeWorkWeWorkMarketing / SEO / Graphics / Sounds and moreFiverrFiverrFiverrFiverrEmail service?G-SuiteG-SuiteG-SuiteG-Suite Books we likeIntroduction to Venture Capital Introduction to Venture CapitalIntroduction to Venture CapitalIntroduction to Venture Capital LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business Zero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureLearn more about our Affiliated Marketing here: https://www.startuprad.io/blog/affiliate-marketing-at-startuprad-io/ Find all the Instagram postings from Joe here on our Instagram account: https://www.instagram.com/p/BuWQaJAnRHx/ https://www.instagram.com/p/BuWQzeRH8En/ During the interview we talk about: BSI – The German “Federal Office for Information Security” https://www.bsi.bund.de/EN/Home/home_node.htmlWorkers Council https://en.wikipedia.org/wiki/Workers%27_council This interview is part of a series of interviews done at the Aufschwung Messe in Frankfurt, one of the large startup and entrepreneur fairs in Germany, with the backing of multiple sponsors and public institutions. You can learn more about the fair here (German only): https://www.aufschwung-messe.de/ and don’t forget the founder of the fair, Burkhard. Burkhard runs one of Germany’s most frequented and renown business blogs, where he introduces his readers to one new business model a day in German, adding up to more than 7.750 in 5.00 days (almost 14 years). Learn more here https://www.best-practice-business.de/ Folge direkt herunterladen

Find all the links to the video and the transcript of the interview here: https://www.startuprad.io/blog/evum-motors-wants-to-bring-emobility-to-sub-saharan-africa/ In this interview, we talk to Dominik Fries (https://www.linkedin.com/in/dominik-fries-6b34a662/) the head of business development of the mobility startup Evum Motors (https://www.evum-motors.com/). Evum Motors provides electronic powered vehicles for transportation in rural Africa. The small delivery truck has a range of 100-200km, with all-wheel drive, for a payload of up to one metric ton. The solar panels on top of the drivers' cabin can extend this range by approx. 10 km. Affiliated Links Global USA Europe Germany Co-Working WeWork WeWork WeWork WeWork Marketing / SEO / Graphics / Sounds and more Fiverr Fiverr Fiverr Fiverr Email service? G-Suite G-Suite G-Suite G-Suite Books we like Introduction to Venture Capital Introduction to Venture Capital Introduction to Venture Capital Introduction to Venture Capital LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business Zero to One: Notes on Startups, or How to Build the Future Zero to One: Notes on Startups, or How to Build the Future Zero to One: Notes on Startups, or How to Build the Future Zero to One: Notes on Startups, or How to Build the Future Learn more about our Affiliated Marketing here: https://www.startuprad.io/blog/affiliate-marketing-at-startuprad-io/ The idea of this truck was developed at Technical University Munich, together with local universities in Africa (https://www.acar.tum.de/index.php?id=5&L=0) There are several adaptations of the model, which can be deployed for different purposes (transportation of euro pallet, cooling unit, snow cleaning, medical station, road maintenance, transportation of up to 10 people and much more). You can pre-order here: https://www.evum-motors.com/reservierung/ The car will be available in Africa 2021 and they target Latin America as a next step. Evum Motors is looking for investors for their Series A. This interview is part of a series of interviews done at the Aufschwung Messe in Frankfurt, one of the large startup and entrepreneur fairs in Germany, with the backing of multiple sponsors and public institutions. You can learn more about the fair here (German only): https://www.aufschwung-messe.de/ and don’t forget the founder of the fair, Burkhard. Burkhard runs one of Germany’s most frequented and renown business blogs, where he introduces his readers to one new business model a day in German, adding up to more than 7.750 in 5.00 days (almost 14 years). Learn more here https://www.best-practice-business.de/ Folge direkt herunterladen

You are listening to the audio track of the regular Frankfurt-to-New-York-Live-Hangout the startup news GermanyWe announce all our live streams on Meetup. Join our meetup group there, it is for free and you won’t miss a stream https://www.meetup.com/Startup-Couch-TV-Talks/ For logistic reasons, this news recording was done upfront. We will bring you the September News live again. Startuprad.io brings you in a Frankfurt-to-New-York-Live-Hangout the startup news Germany. Affiliated Links GlobalUSAEuropeGermanyCo-WorkingWeWorkWeWorkWeWorkWeWorkMarketing / SEO / Graphics / Sounds and moreFiverrFiverrFiverrFiverrEmail service?G-SuiteG-SuiteG-SuiteG-Suite Books we likeIntroduction to Venture Capital Introduction to Venture CapitalIntroduction to Venture CapitalIntroduction to Venture Capital LEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, ScrumLEAN: Ultimate Collection - Lean Startup, Lean Analytics, Lean Enterprise, Kaizen, Six Sigma, Agile Project Management, Kanban, Scrum How To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real businessHow To Launch a Startup: An easy to understand 9-step guide to make your startup idea a real business Zero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureZero to One: Notes on Startups, or How to Build the FutureLearn more about our Affiliated Marketing here: https://www.startuprad.io/blog/affiliate-marketing-at-startuprad-io/ Find the hosts here: Joe Menninger joe@startuprad.io / Twitter / LinkedIn / Video Interview (2018) Chris Fahrenbach chris@startuprad.io / Twitter / Homepage / Video Interview (2018) Find all the show notes here: https://www.startuprad.io/blog/video-startup-news-germany-may-and-june-2019/ Scheduling Message - Summer BreakHi, Joe here. I came back from the moving break and so we do today two months of startup news compressed. We will have our normal summer break after this news podcast, and be back with a summer news-wrap-up end of September. Until then we will publish one interview a week. Sponsoring MessageStartups.observer supports this program. Startups.observer is like online dating for startups and investors. It is by far the easiest and most efficient way to research potential investment candidates or look for potential investors. Learn more here: http://startups.observer/ Find all the show notes here: https://www.startuprad.io/blog/video-startup-news-germany-may-and-june-2019/

Supply Chain Now Radio, Episode 89 “APICS Savannah Growth Update” Savannah Business Leadership Series on SCNR Broadcast live from Savannah Technical College Episode 89 features Geoff LeRoy. Geoff LeRoy serves as President of APICS Savannah and has been specializing in supply chain management for the manufacturing, service and distribution industries for more than thirty (30) years. He has worked in areas of international procurement, global logistics, production planning, inventory management, engineering, distribution and customer service. He has incorporated Continuous Improvement and Lean practices in his professional positions since early in his career. Currently, he is developing and implementing Sales & Operations Planning for a large global chemical manufacture called Johnson Matthey and is an active instructor and educator in the fields of lean, supply chain management, materials management including procurement and in production and inventory control. Geoff LeRoy holds a Bachelors degree in Engineering with a concentration in Metallurgy from Lafayette College, and a Masters in Business Administration degree in Operations Management and Technology from Bryant University. He holds certifications from the Association for Supply Chain & Operations Management (APICS) in the areas of Production and Inventory Control (CPIM), Supply Chain Management (CSCP) and Logistics, Transportation and Distribution (CLTD). Geoff has been consulting, educating and training organizations in conjunction with various APICS Chapters for more than twenty (20) years and received several Instructor of the Year awards (most recently in 2018). For the last twelve (12) years, Geoffrey has served on several Chapter Board of Directors as President and Vice President of Education. He currently certified by APICS as an instructor in the areas of CPIM, CSCP, CLTD and Lean Enterprise. Geoff has mentored countless students and professionals while assisting them in achieving their personal and professional goals. Connect with Geoff LeRoy on LinkedIn or contact him via email. Additionally, you can follow APICS Savannah on Twitter and learn more about the organization here: https://www.apicssavannah.org/ This episode was hosted by Bill Stankiewicz and Scott Luton.

Introduction: This episode showcases some practices & principles that support teams be agile and adopt Flow principles in the digital world.  Fin Goulding is an expert in business and technical agility having worked as a CIO or CTO in some major organisations like Aviva, PaddyPowerBetfair, Lastminute.com, HSBC and Travelocity. Fin is the co-founder of Flow Academy with Haydn Shaughnessy and has co-authored two books, Flow and 12 steps to Flow. Flow is a book for changemakers, mavericks and innovators. It demystifies the business of digital transformation. Fin is a prolific blogger, public speaker and social media enthusiast. He is also a keen marathoner.  Podcast episode summary: This conversation spoke to the work Fin now does in helping teams and organisations navigate digital transformation.  Fin described the essence of his book, Flow, which is really a metaphor for work and how it should be, frictionless.  Fin shared how people can be with change through visualisation techniques, stand-ups and the like where meaningful work and outcomes are discussed rather than problems. He admitted to stumbling across Agile and how it now informs so much of his thinking regarding Leadership, Teams and the business of providing value for clients.    Fin is not just an IT geek but a cultural expert in terms of business and technical agility, he is also a keen motivator and communicator  His work concerns people and how they could work together and collaborate better across teams-its all about improving the way people work together to get at better outcomes for clients.  Leadership can be a misnomer especially when teams are self-managing, Leaders need to find their purpose and place with teams  The best teams forget hierarchies and find ways to work together to get the work done  Toxic members can sabotage team performance and the Leader can support the person or individual do their best work elsewhere.  Get good at working outside of your job description, think broad as well as deep Respect diversity and look to hire for diversity  Often getting at team performance means unlearning  and learning to be open to new ideas and ways of working  A leader needs to create the conditions for psychological safety which for Fin is about being genuine, humble and about telling stories He encourages team members to continually learn, to listen to things like podcasts to widen their perspectives. It is important to continuously learn Don't be a Vampire, the kind of leader who sucks the energy out of a team Finally, Fin shared some nuggets for listeners to consider –Employ visualisation techniques, find your purpose and work to identify your values and strengths to be best deployed on a team   Quotable Quotes: “helping people do their best work elsewhere” “As a Leader don't be a Vampire, sucking the energy out of a team”   Resources: the following includes the resources we alluded to over the course of our conversation Flow, by Fin Goulding and Hayden Shaughnessy  Designing your life; how to build a well-lived joyful life which applies design thinking to the most pernicious of life's problems by Bill Burnet and Dave Evans  Lean Enterprise by Barry O Reilly  Teaming by Amy Edmonson  FGoulding on Linkedin and Twitter  Goulding.io for Fin's blog

Barry O'Reilly is the Founder of ExecCamp and author of Lean Enterprise. This week on the Product Science Podcast, we talk about the lessons he's learned from software development, and how he works with business leaders to create an environment that's safe to fail. Learn about the principles behind his new book, Unlearn, and what startup founders need to think about as they make key business decisions.

Barry O’Reilly is the Author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results and Lean Enterprise: How High Performance Organizations Innovate at Scale. He and Brian Ardinger discuss creating a culture of experimentation in enterprises and seeing everything as an assumption.  Barry came to the U.S. originally from Ireland on a student visa and worked at City Search “putting people on the Internet.” He soon joined a mobile games development company and created a popular game called Wireless Pets. Soon large corporations started calling asking the company to build games. This caused Barry to develop an experimental mindset. Soon Barry moved to Australia to build next-gen content for E-learning in Southeast Asia. Game design and game theory is teaching new skills in safe environment. It allows for rapid experimentation and behavior. Then Barry joined a consultancy in London called ThoughtWorks. They were pioneers in Agile software development where he worked with companies to reinvent portfolio management and how to fund and test ideas.  Barry’s first book, Lean Enterprise, highlights how to create experimentation in enterprises. Amazon does this well because they have a culture that makes experimentation cheap and fast. They are able to gather better data and are unlearning existing beliefs and learning new ones that can help them break through and innovate.    In his new book, Unlearn, Barry says people recognize that we always have to be learning, but it’s tough to learn new stuff. The limiting factor is the ability to unlearn behavior especially when it’s made you successful. Letting go and moving away from things that limit us, like outdated info. Barry highlights the most bureaucratic regulated companies in his book and describes how these people are making amazing changes.  Barry also hosts Exec Camp, where execs leave their businesses for up to 8 weeks to launch new businesses to disrupt their existing companies. It’s like an accelerator for senior leaders. They learn and unlearn new things about themselves. For example, the International Airlines Group came to Exec Camp, to launch six new ideas to disrupt the airline industry. They tested ideas with customers and had to unlearn the behavior of pushing ideas on customers. They soon began to see everything as an assumption.  We’re conditioned to believe that the way we solve a customer problem is the only way to do it. Tech changes how to solve problems. Startups are able to start with a blank set of assumptions. Individuals get disrupted not companies. If you are adapting your features and behaviors, you won’t be disrupted. May need to shift your tactics or beliefs.  FOR MORE INFO To find out more, go to Barryoreilly.com on Twitter @BarryOReilly. You can also find his book on Amazon. If you liked this podcast, try Ep 99 Ryan Jacoby with Machine, Ep 43 Ash Maurya, Author of Scaling Lean, and Ep. 20 Lisa Kay Solomon with Design a Better Business GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

Individuals get disrupted, not companies Barry O’Reilly is the Author of Unlearn: Let Go of Past Success to Achieve Extraordinary Results and Lean Enterprise: How High Performance Organizations Innovate at Scale. In this episode, Barry and Brian Ardinger discuss creating a culture of experimentation in enterprises and seeing everything as an assumption.  Barry came to the U.S. from Ireland and worked at City Search “putting people on the Internet.” He then joined a mobile games development company, which helped him develop an experimental mindset. After this, he moved to Australia to make next-gen content for E-learning in Southeast Asia. Finally, he joined a consultancy in London called ThoughtWorks, where he helped companies reinvent their portfolio management and learn how to fund and test ideas.  In Lean Enterprise, Barry’s first book, he highlights how to create experimentation in enterprises. Amazon does this well because the culture encourages cheap and fast experimentation. They can gather better data, unlearn existing beliefs, and learn new behavior which helps them break through and innovate. In Barry's new book, Unlearn, he says people recognize that they always have to be learning, but it’s tough to learn new things. The limiting factor is the ability to unlearn behavior especially when it’s made the person successful. Barry highlights the most bureaucratic regulated companies and describes how they are making amazing changes.  Barry also hosts Exec Camp, where execs leave their businesses for up to eight weeks to launch new companies that are intended to disrupt their existing companies. It’s like an accelerator for senior leaders. They learn and unlearn new things about themselves. For example, the International Airlines Group came to Exec Camp, to launch six new ideas to disrupt the airline industry. They tested ideas with customers and had to unlearn the behavior of pushing ideas on customers. They soon began to see everything as an assumption. We’re conditioned to believe that the way we solve a customer problem is the only way to do it, however, tech changes how we can solve problems. Individuals get disrupted not companies.  FOR MORE INFO To find out more, go to Barryoreilly.com on Twitter @BarryOReilly. You can also find his book on Amazon. If you liked this podcast, try Ep 99 Ryan Jacoby with Machine, Ep 43 Ash Maurya, Author of Scaling Lean, and Ep. 20 Lisa Kay Solomon with Design a Better Business GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

Für die 3. Episode des produktbezogen Podcast freuen wir uns Barry O'Reilly als Gast begrüßen zu dürfen. Er ist Autor des internationalen Bestsellers "Lean Enterprise" und spricht mit uns über sein neues Buch "Unlearn". Hier beschreibt Barry wie Verhaltensweisen, die uns in der Vergangenheit zu Erfolg verholfen haben, uns heute im Weg stehen. Dies ist eine Herausforderung für uns als Individuen, die uns aber auch sehr häufig im Geschäftsumfeld begegnet. Unternehmen verlieren den Anschluss, weil sie an ihren Erfolgsrezepten der Vergangenheit festhalten. Um Neues zu lernen müssen wir Platz schaffen und vergangene Verhaltensweisen wieder verlernen. Viel Spaß beim Zuhören.

My guest for this episode is Barry O’Reilly, who’s one of the authors of Lean Enterprise that discusses how high performance organisations innovate at scale. What’s especially interesting to me about Barry’s experience is that he’s worked a lot with large organisations. He’s for example the founder of ExecCamp, where he takes executives to retreats lasting up to 8 weeks, and helps them disrupt their own businesses. We talk about how organisations can transform their culture to support experimentation and better decision making. Barry also highlights couple of insights from his newest book, Unlearn.

In this track, Mandy Ross provides a quick overview of Value Engineering based on the concept of Value Engineering as developed by Barry O'Reilly, author of Lean Enterprise and the upcoming book, Unlearn. To learn more about Value Engineering, visit barryoreilly.com/blog.

Agile at scale can get you to code very quickly, but then sometimes everything comes to a screeching halt.  The biggest bottlenecks are often found after teams are done with the code.  Dan James of Icon Agility Services joined Bob Payne on the Agile Toolkit Podcast to discuss Dan’s session at Lean+Agile DC 2018: Building a Lean Enterprise with DevOps.  Dan and Bob explore “shifting left,” creating a pipeline of smooth handoffs, and decoupling release from deployment.   TRANSCRIPT   Bob Payne: [00:00:01] Hi, I'm your host Bob Payne I'm here at Lean+Agile D.C. 2018 and I'm here with Dan James from Icon Agility or is that Icon Agility Services.  Dan James: [00:00:13] It's the whole name. Bob Payne:  [00:00:14] It's the whole name? Okay great. And your talk is on DevOps Transformation, scaling and and other things. Dan James: [00:00:24] Yeah, Extending the Lean Enterprise with DevOps.  Bob Payne: [00:00:27] Uh huh.What does that mean when you say that, Lean Enterprise?  Dan James: [00:00:31] Well we know that agile at scale can get you to code very quickly and it comes to a screeching halt because we have a wall of confusion - agile wants us to go fast. Business wants us to go fast. But the systems team wants stability right and reliability and security. And so you know our code comes to a screeching halt and may go into a black hole for weeks and months before it is finally releasable. And so what what we help enterprises do is work out the strategy and the tactics before we even talk about tools we get into the tactics and the strategy of creating a pipeline that smoothes out and leans out the handoffs yet to in order to get something delivered. And so we do a deep dive with our clients we go in and do a full technical assessment of of how they're delivering value now. And we show them that their biggest bottlenecks are usually after the agile teams are done with the code and and help them get releasable a lot sooner. Dan James: [00:01:35] And we give them strategies to protect their their product as they're developing it by having you know green blue strategies you know delivery you know being able to separate or decouple release from deployment so we can go to production every day. Right. But it may not be releasable until the business decides we have accumulated enough real value share and then that becomes a business decision. So by separating it also gives us more time to smoke test and do canary releases and other things to ensure that what we have put out there is is sound before we release it to the public. Bob Payne: [00:02:15] Yeah. So..feature Toggles those sorts of...  Dan James: [00:02:17] Exactly. And then we also teach the discipline of shifting left in the pipeline back to the teams. The responsibility for initial quality. Bob Payne: [00:02:26] Right.  [00:02:27] So we don't want to them to just throw their code over a wall and expect a testing team that had no input on the context of what they're building right to think of all the possible edge cases to test this stuff. And so so we instill in our assessment we uncover all the the practices that need to be fixed before we automate anything and making sure that initial quality I mean if if if you think you can deploy quickly but you're not unit testing your code then we have a big problem. Bob Payne: [00:02:58] Yep. Dan James: [00:02:58] You know the way that agile and scaled agile goes fast is by focusing on the quality. Bob Payne: [00:03:04] Yeah. Dan James: [00:03:04] And then we all go fast, And so that's that's the biggest thing. Bob Payne: [00:03:08] Okay. For me I actually I actually believe the. So if you can't get stuff out it doesn't matter what your strategy is. I believe a lot of that the last mile work will allow us to shift lefter because ultimately I think one of the big problems that most organizations face in any sort of real agility they can get the wrong thing out faster but real business agility would use to use that for learning and it would have huge fundamental impacts on intake funding. You know lots lots of things that at least in the skilled agile framework they talk about but I don't see many organizations actually pulling the trigger on that. There are certainly some in those sort of leading leading organizations will be the the sort of models that that people look at for a little while until it becomes more common. Dan James: [00:04:14] Right. Bob Payne: [00:04:16] A lot of people fail to understand the organizational possibility and the organizational impact of DevOps if done right. Dan James: [00:04:26] Yeah and very often we go into an enterprise and we have to start with the real basics the fundamentals because they want to jump in to Agile because they've heard about it and it's you know their competitors are already doing it. And so they're at a tipping point. But they don't even understand Lean. That's where agile came from. And until they understand Lean and the waste that occurs in all the handoffs between each step in our in our operational value stream they don't they don't understand you know that agile alone isn't going to get you it only gets half of I.T. fixed. But DevOps is the other half of I.T. and. And we're going to show that in our in our speaking slot today we're going to actually show here's the here's the the elemental chart of I.T. in general here all the departments that make a typical enterprise I.T. work only half of it is addressed by agile at scale. Dan James: [00:05:21] So even a scale that only addresses half maybe 53 percent. Right. Bob Payne: [00:05:25] Right. Dan James: [00:05:25] It's the other half that we're trying to get which gets us time to market fixed it gets our products out the door gets the feedback from the customer that we are desperate to get. And it helps us learn and the whole principle of lean is is out learn your competition and then improve them. Share with you with what you learned. And if you can't do that then you know we have to go all the way back to fundamentals. And so sometimes in our transformation engagements we have to we have to go back to the Stone Age of a year 75 years ago and talk about lean to get them to understand. You know it it still applies today and we can't just say OK all our teams are gonna be scrum or all our teams are going to be Kanbun and expect it to solve all their problems and yet it only addresses half of the problems. You know what helps us get to code quick but it doesn't do anything else. No it doesn't. It doesn't get the code out of the black hole you know before it gets released so. So we're here to do that. We go into companies we do a deep dive a discovery an assessment of their of their DevOps side many of which are many of these companies are already doing agile at scale and doing it well but they're still frustrated because nothing's going out the door. And so we we helped uncover what most. Bob Payne: [00:06:43] I might Argue that they're not doing well if they're.. if it's not Going out the door. Dan James: [00:06:48] That that's true. And you know and you know Nirvana here is that the teams themselves have the power to release what they deliver or what they create. Bob Payne: [00:06:56] Sure. Or to have an efficient way for that to that too certainly you know that may be an ideal to aspire to. Dan James: [00:07:06] Sure. The Amazons of the world can do that. Bob Payne: [00:07:08] Right. Well we are actually was just talking with Jeff Payne a little while ago which for us for the podcast listeners doesn't make much of a difference. It's on a different episode. But you know I think the potential for getting something out and getting it out. And you clearly articulated that those can be decoupled. Dan James: [00:07:34] Yes. And and I think there's a lot people are they are way too quick to say ooh that's the next silver bullet teams team managed deployment. And for some organizations it is the perfect solution right. Lean Thinking looks at the entire ecosystem and is and tries to say what is the best solution for this organization. This team at this time with this technology and in so icy team managed deployment as a particular practice that may or may not be optimal in a given situation. So few people are looking in a lean way. They're looking at other people's recipes and that's especially in size fits all right. I think this probably solves a ton of problems that we have with you know safety and risk profiles and and regulatory regulatory. Bob Payne: [00:08:42] Yeah but you know looking at it as the next silver bullet I know I'm always caution even though I to work with organizations help transfer them towards this goal but only in the in in so far as we set a target we move along and steer and bright you know. Dan James: [00:09:01] And I don't know if it's luck or curse that in the last three or four years most of my clients have been in the financial services industry which is highly regulated right. So so I banks and lenders and investment companies and so forth that that are under such regulatory burdens before they can really say anything to the public. And they're under audit the threat of audit constantly and they're scared of the audits that they use that as a wedge issue to prevent agility to prevent improving and and reducing the handoffs between the steps and getting value. Bob Payne: [00:09:38] Even though you have much more closely auditable compliance. Dan James: [00:09:41] Transparency, all that. Yes exactly. Bob Payne: [00:09:45] You know, What I want the the developer to need root password to production to debug a production issue. Dan James: [00:09:58] Right. Bob Payne: [00:10:00] I think I would like the new way is a lot safer and more auditable and you know immutable immutable infrastructure networks are certainly those things provide a higher degree of safety audit ability than we've ever had before. Dan James: [00:10:19] That's right. Bob Payne: [00:10:20] The problem is we need to ensure that teams are actually quite often that that the technique of audit and the things that you need audit need to change compliance are actually more compliance to the the spirit of those regulations than might have been when you had a big stack of documentation right which was only looked at when you need to practice for the auditor. Dan James: [00:10:47] Yes. Yeah and we didn't exactly exactly .. Static documents are obsolete that the day they're published. Bob Payne: [00:10:54] Right. Dan James: [00:10:55] Yeah. So we found many of our clients have they're so afraid of of the regulatory side. Bob Payne: [00:11:01] Yep. Dan James: [00:11:01] That that they're just reluctant to release some of them might release once a year once or twice a year at the most. And they go through this long hardening period where they're there waiting until the code was already written months ago before they even do a threat modeling penetration test against it. You know.  Bob Payne: [00:11:20] Thanks for making me snort. You know this hardening thing you know is there some sort of quantum stabilization of the bits in the silicone that I don't understand. Dan James: [00:11:33] And they don't either probably. Bob Payne: [00:11:34] Yeah I always think it's just the bureaucratic way of leaving time for people to raise their hand and say we shouldn't go. Dan James: [00:11:41] Yeah and it comes down to fear. Right. You know that fear of release because they've been burned once or twice in the past when their technology wasn't as good as it is today. And they get burned and now they're they're reluctant to release until they are just 100 percent of you know feeling secure. And so we show them methods of ensuring that the quality is there the threat modeling is already embedded that you know long before it gets even staging. Bob Payne: [00:12:05] Right. And so with the proper strategy you can ensure your quality in smaller pieces and get it to staging or in production but not to release until you have enough business value that you can trust that what's in production is clean and meets the security requirements meets compliance meets all those things. We're just going to have to work in a more agile way to cut things up into smaller chunks Dan James: [00:12:28] Make sure it's tested upfront and early and often through the pipeline both both on the development machines and in the Coupée environments and in system integration environments. Bob Payne: [00:12:39] Yep. Dan James: [00:12:39] And that's what it ensures multiple chances to smoke test this stuff and and make sure it is ready for release and we can be confident in. And then after they've seen a few frequent releases you know then their confidence builds as a as an organization. And the fear diminishes and they realize okay lean and agile and a scaled agile with with not necessarily the brand name Scaled Agile but agile at scale and DevOps is working. And then they they start feeling better. The auditors in many cases you sit down with the auditors face to face they're going to audit on what you say you're going to do great. So it's good to show them that you're going to do a new thing you have to sit down and talk to them and you know work. We're going to do this a new way to please audit us on the new way not on the old way and the transformation becomes less fearful.  Bob Payne: [00:13:34] Right. It Can,.  Dan James: [00:13:35] It can.  Bob Payne: [00:13:35] Depending on your auditor.  Dan James: [00:13:36] Exactly so. So we're in the business of helping that transformation and it's a lot that a lot of the transformation is a mindset. It's not so much the practices and the philosophy and the principles and all that even though we do we do preach that. It's just it's more of a mindset. And so we focus on the vertical structure above the teams to make sure they're on board and they understand how to support this.  Dan James: [00:14:01] Yeah because a lot of agile failures come from the lack of support from above the teams you know so they the teams are constantly being injected in an artificial deadlines imposed and all the stuff that that kind of ruins Agile you know it ruins Scrum. You know okay, we're right mid Sprint we're going to be changing things. Well, The teams are frustrated and their productivity goes down because we haven't properly trained management and that's what scaling it helps us do it provides the training and the understanding above the teams.  Bob Payne: [00:14:29] Yep yeah at LitheSpeed we are focused a lot on leadership and transformational leadership as well. So most of our transformations start with with that sort of sponsorship but we've also started to try to create a path because management and leadership we're not as well represented in early agile thinking mistakenly. I mean Sanjiv wrote the managing agile projects in 2005 and you know we started the agile leadership academy and then follow on. You know we created that. Now we're starting to see things like Certified Agile leadeR and other programs for organizational leadership to really understand this which lean always had nice and is odd that that agile has taken as long to yes the teams and the ecosystem that the teams live in.  Bob Payne: [00:15:34] That's right. And speaking of LitheSpeed we're going to be there tomorrow and Friday my cohort from Icon Brian Aho and I are going to be at LitheSpeed.  Bob Payne: [00:15:42] Doing the DevOps. Dan James: [00:15:42] And and training the SAFe version, the Scaled Agile version, of the DevOps course, which they accumulated from Icon. Mark Ricks for the last two years has been developing this and he and I and Brian have been teaching this now for the last nine months. But now we get to teach the SAFe version of it. Dan James: [00:16:01] It's now fully integrated into the Scaled Agile Framework they've added a few things to make it integrate a whole continuous exploration. So we turn DevOps into a scientific experiment. Bob Payne: [00:16:10] right. Dan James: [00:16:11] And small experiments just like Toyota did 75 years.  Bob Payne: [00:16:15] back to the future, i'm charging my flux capacitor even as we speak.  Dan James: [00:16:19] Exactly  Bob Payne: [00:16:21] Well thank you very much Dan great great having you here. Dan James: [00:16:24] My pleasure. Bob Payne: [00:16:25] Glad you're able to speak at the conference and come to Agile DC as well if you're interested. That's the large local cross vendor conference. Dan James: [00:16:37] And that's in October right?  Bob Payne: [00:16:39] Yeah it is yeah. I'm the chair. Dan James: [00:16:41] Yeah and I'll be out here for the Scaled Agile Summit as well, the global summit in October so. Bob Payne: [00:16:45] Great. Well we'll see you at both those events and thanks.  Dan James: [00:16:48] awesome. Thanks Bob. Bob Payne: [00:16:49] You're welcome.  

with Nicole Forsgren (@nicolefv), Jez Humble (@jezhumble) and Sonal Chokshi (@smc90) From the old claim that "IT doesn't matter" and question of whether tech truly drives organizational performance, we've been consumed with figuring out how to measure -- and predict -- the output and outcomes, the performance and productivity of software. It's not useful to talk about what happens in one isolated team or successful company; we need to be able to make it happen at any company -- of any size, industry vertical, or architecture/tech stack. But can we break the false dichotomy of performance vs. speed; is it possible to have it all?  This episode of the a16z Podcast boldly goes where no man has gone before -- trying to answer those elusive questions -- by drawing on one of the largest, large-scale studies of software and organizational performance out there, as presented in the new book, Accelerate: The Science of Lean Software and DevOps -- Building and Scaling High Performing Technology Organizations by Nicole Forsgren, Jez Humble, and Gene Kim. Forsgren (co-founder and CEO at DevOps Research and Assessment - DORA; PhD in Management Information Systems; formerly at IBM) and Humble (co-founder and CTO at DORA; formerly at 18F; and co-author of The DevOps Handbook, Lean Enterprise, and Continuous Delivery) share the latest findings about what drives performance in companies of all kinds. But what is DevOps, really? And beyond the definitions and history, where does DevOps fit into the broader history and landscape of other tech movements (such as lean manufacturing, agile development, lean startups, microservices)? Finally, what kinds of companies are truly receptive to change, beyond so-called organizational "maturity" scores? And for pete's sake, can we figure out how to measure software productivity already?? All this and more in this episode!

Yadin and Lauren talk with Barry O'Reilly, author of the Lean Enterprise about what issues are created when organizations refuse to adopt a learning mentality and neglect to foster rapid cycles of experimentation. [This Episode] Barry O’Reilly on Twitter: twitter.com/barryoreilly Barry's Courses: https://leanagile.study/ Yadin on Twitter: twitter.com/porterdeleon Lauren on Twitter: twitter.com/malhoit Tech Village on Twitter: twitter.com/TechVillagePod [Subscribe to the Show] On iTunes: https://itunes.apple.com/us/podcast/tech-village-podcast/id1292054891?mt=2 On Google Play: https://play.google.com/music/listen?u=0#/ps/Ihkncqii3l3zdabeplaxih463tq On Stitcher: https://www.stitcher.com/podcast/tech-village-podcast/tech-village On Android: http://subscribeonandroid.com/feeds.soundcloud.com/users/soundcloud:users:331955204/sounds.rss On SoundCloud: https://soundcloud.com/techvillage [Sources] Harvard Review Article: https://hbr.org/2015/11/why-organizations-dont-learn Music By - Music for creators: https://www.youtube.com/channel/UCfwXVYfPFiMlzadS4ow80GA

Exclusive Interview With Mark Gooch, Global VP Lean Enterprise & Operations At Pentair by Manufacturing Leaders

The Innovation Stack: Five OD Practices to Unleash the Creative Potential of Lean Enterprise Teams Eventually, every successful business struggles to produce their next killer product or service. A strong business model might work miracles for decades, but it too will stumble in the face of perpetual shifts in technology and culture. Innovation paralysis in enterprise is no mystery – rather, it’s the direct consequence of how we’ve designed large organizations and their teams. During this talk, Mark Raheja will share classic (and, at times funny) examples of the five most common inhibitors to Lean Enterprise innovation, and introduce The Innovation Stack – a holistic set of five practices designed to jumpstart the innovative capacity of any team implementing Lean Startup.

For many established organizations, the problems are clear: disruption from more nimble startups, waterfall processes that waste time and resources, and a culture that rewards playing by inflexible rules over running customer-driven experiments. The solutions are less obvious. How do organizations launch and scale internal startups? How do you systemize intrapreneurship? How should you change the way you hold employees accountable to encourage continuous innovation? Our Lean Enterprise experts Tendayi Viki and Janet Bumpas have actionable solutions to these questions and many others haunting Lean Enterprise practitioners. In this webcast, which will be moderated by six-time entrepreneur David Binetti, Tendayi and Janet will share case studies and actionable takeaways and answer your burning questions.

Craig is at YOW! Conference and has a conversation with James Lewis, best known for his work around microservices at ThoughtWorks. They discuss: “Microservices: a definition of this new architectural term” article with Martin Fowler Huge cycle of hype around the term “microservices” You have to run so fast to keep up with the great people … Continue reading →

Episode 7 of the Modern Agile Show features an interview with Jez Humble, co-author of Continuous Delivery, Lean Enterprise and The DevOps Handbook. Jez reads a passage from Lean Enterprise, we discuss the Modern Agile principles, Continuous Delivery and Trunk-based development.

Step 1: Validate your assumptions! Startups all over the world make the same mistake; they build a startup based on assumptions, with no data to validate a need. Trevor Owens, Co-Founder of the Lean Startup Machine, and author of The Lean Enterprise takes us through his winning method. His vision: "I want to create more millionaire entrepreneurs; if you really want to start a unicorn, it really helps if you already built a successful company, it really helps even more if you have a few million in your bank." China's start-up scene is energised by top down support and heavy competition. Trevor shares his secret to help startups validate and pivot to beat the competition. The focus is on building a company which impacts your consumers life; the money is a by product, not the goal. Listen in for the lean startup method from the master himself. Show Notes: Jump ahead to topics 2:00 Trevor Owens Intro 7:00 Invalidating ideas using the Lean Startup Method 14:00 Why Trevor has brought LSM to China and why it works so well in China 18:15 China is the only real Silicon Valley Competition 24:00 Lightning round question - How to do the method now 26:50 contact Trevor Owen direct!

Several weeks ago I interviewed Rose Fan and Molly Dishman of Thoughtworks. What started as a pre-call in order to get a better understanding of their work resulted in this episode. Thoughtworks is a global IT consultancy firm, “a community of passionate individuals whose purpose it is to revolutionize software design, creation and delivery, while advocating for positive social change”. In this conversation we cover some of the challenges and successes in transforming large Fortune 100 firms into Agile and Lean Enterprises.

Joining me for episode #248 of the podcast is Drew Locher, an author, consultant, speaker, and, also like me, a faculty member for the Lean Enterprise Institute and the ThedaCare Center for Healthcare Value. You can read his bio via his consulting website, Change Management Associates. Drew's books include Value Stream Mapping for Lean Development: A How-To Guide for Streamlining Time to Market, Lean Office and Service Simplified: The Definitive How-To Guide, and Unleashing the Power of 3P: The Key to Breakthrough Improvement. He also, most recently, released a second edition of The Complete Lean Enterprise: Value Stream Mapping for Office and Services, a recipient of the Shingo Research Award. You can also read his two guest posts that I've published on this blog. In this episode, we talk about his books, how Lean is about more than just tools, and the need to focus on "the critical few things" instead of falling victim to a "scattershot" approach to reducing waste. "We learn more by doing than talking about it," says Drew about Lean.

Johannes Thönes talks to Barry O’Reilly, principal consultant at ThoughtWorks, about his recently published book Lean Enterprise. A lean enterprise is a large organization that manages to keep innovating while keeping its existing products in the market. O’Reilly talks about the idea of scientific experiments and the build-measure-learn loop popularized by the lean-startup method. He shares […]

Trevor Owens is an author and entrepreneur. He's the co-founder and CEO of Javelin.com - the makers of QuickMVP and Lean Startup Machine. QuickMVP is a service that lets you quickly and easily test business ideas. And the Lean Startup Machine is a workshop that teaches you how to build something customers want and run the right experiments to steer your business in the right direction. Trevor is also the author of the book, The Lean Enterprise, which details how corporations can apply more innovation and Lean Startup to launching new products. Links, Resources & People Mentioned Javelin.com QuickMVP Lean Startup Machine Google Adwords Lean Analytics Ben Yoskovitz Trevor Owens - @TO Omer Khan - @omerkhan Enjoyed this episode? Subscribe to the podcast Leave a rating and review Follow Omer on Twitter Need help with your SaaS? Join SaaS Club Plus: our membership and community for new and early-stage SaaS founders. Join and get training & support. Join SaaS Club Launch: a 12-week group coaching program to help you get your SaaS from zero to your first $10K revenue. Apply for SaaS Club Accelerate: If you'd like to work directly with Omer 1:1, then request a free strategy session.

Trevor Owens is an author and entrepreneur. He's the co-founder and CEO of Javelin.com - the makers of QuickMVP and Lean Startup Machine. QuickMVP is a service that lets you quickly and easily test business ideas. And the Lean Startup Machine is a workshop that teaches you how to build something customers want and run the right experiments to steer your business in the right direction. Trevor is also the author of the book, The Lean Enterprise, which details how corporations can apply more innovation and Lean Startup to launching new products.Links, Resources & People MentionedJavelin.comQuickMVPLean Startup MachineGoogle AdwordsLean AnalyticsBen YoskovitzTrevor Owens - @TOOmer Khan - @omerkhanEnjoyed this episode?Subscribe to the podcastLeave a rating and reviewFollow Omer on TwitterNeed help with your SaaS?Join SaaS Club Plus: our membership and community for new and early-stage SaaS founders. Join and get training & support.Join SaaS Club Launch: a 12-week group coaching program to help you get your SaaS from zero to your first $10K revenue.Apply for SaaS Club Accelerate: If you'd like to work directly with Omer 1:1, then request a free strategy session.

Trevor Owens is an author and entrepreneur. He's the co-founder and CEO of Javelin.com - the makers of QuickMVP and Lean Startup Machine. QuickMVP is a service that lets you quickly and easily test business ideas. And the Lean Startup Machine is a workshop that teaches you how to build something customers want and run the right experiments to steer your business in the right direction. Trevor is also the author of the book, The Lean Enterprise, which details how corporations can apply more innovation and Lean Startup to launching new products. Links, Resources & People Mentioned Javelin.com QuickMVP Lean Startup Machine Trevor Owens - @TO Omer Khan - @omerkhan Enjoyed this episode? Subscribe to the podcast Leave a rating and review Follow Omer on Twitter Need help with your SaaS? Join SaaS Club Plus: our membership and community for new and early-stage SaaS founders. Join and get training & support. Join SaaS Club Launch: a 12-week group coaching program to help you get your SaaS from zero to your first $10K revenue. Apply for SaaS Club Accelerate: If you'd like to work directly with Omer 1:1, then request a free strategy session.

Trevor Owens is an author and entrepreneur. He's the co-founder and CEO of Javelin.com - the makers of QuickMVP and Lean Startup Machine. QuickMVP is a service that lets you quickly and easily test business ideas. And the Lean Startup Machine is a workshop that teaches you how to build something customers want and run the right experiments to steer your business in the right direction. Trevor is also the author of the book, The Lean Enterprise, which details how corporations can apply more innovation and Lean Startup to launching new products.Links, Resources & People MentionedJavelin.comQuickMVPLean Startup MachineTrevor Owens - @TOOmer Khan - @omerkhanEnjoyed this episode?Subscribe to the podcastLeave a rating and reviewFollow Omer on TwitterNeed help with your SaaS?Join SaaS Club Plus: our membership and community for new and early-stage SaaS founders. Join and get training & support.Join SaaS Club Launch: a 12-week group coaching program to help you get your SaaS from zero to your first $10K revenue.Apply for SaaS Club Accelerate: If you'd like to work directly with Omer 1:1, then request a free strategy session.

Jez Humble is back and building a lean enterprise! Carl and Richard talk to Jez about continuous delivery and all that amazing DevOps stuff - but then we get to the serious bit, which is really about how DevOps is a manifestation of organizational change. You need buy-in from the top to make it happen, but it can't happen all at once. How do you make gradual improvements to present the power of a better culture with deeper understanding? Jez talks about the importance of metrics and measuring the performance of your software. And in the end, the best metrics are the ones that relate to the business - which is a great way to talk to management!Support this podcast at — https://redcircle.com/net-rocks/donations

Jez Humble is back and building a lean enterprise! Carl and Richard talk to Jez about continuous delivery and all that amazing DevOps stuff - but then we get to the serious bit, which is really about how DevOps is a manifestation of organizational change. You need buy-in from the top to make it happen, but it can't happen all at once. How do you make gradual improvements to present the power of a better culture with deeper understanding? Jez talks about the importance of metrics and measuring the performance of your software. And in the end, the best metrics are the ones that relate to the business - which is a great way to talk to management!Support this podcast at — https://redcircle.com/net-rocks/donations

Johannes hat das Buch "Lean Enterprise - How high performance organizations innovate a scale" gelesen und stellt Weinni vor was er interessant fand. Wir reden darüber was ein Lean Enterprise ausmacht und welche Dinge innovative große Unternehmen wie Amazon oder Apple tun. Dazu dient uns ein Fallbeispiel aus dem Buch: Die Entwicklung von GOV.UK - die Webseite der britischen Regierung. Hier hat man es geschafft, innerhalb von kurzer Zeit eine zentrale Anlaufstelle für alle Bürgeranliegen zu schaffen. Dabei hat man zunächst 2 große Webseiten ersetzt und ersetzt jetzt viele tausend andere. Und spart jährlich 40 Millionen Pfund. Geschafft hat man das durch Experimente um zu beweisen, was funktioniert und was nicht. Diese wurden von Querschnittteams, die schnell eigene Entscheidungen treffen können durchgeführt. Wir haben uns bei der Buchbesprechung das erste mal auf ein Fallbeispiel konzentriert. Lasst uns wissen wie euch das gefällt!

Gary O'Brien and Barry O'Reilly presenting Lean Enterprise at ThoughtWorks Live Australia in May 2014.