5 Steps to Disruptive Innovation with Hyper-Performing Teams
For too many organizations, Agile is primarily seen as merely an IT delivery system. Within this archaic and limited mindset, New Product Development is so manageable with Scrum. We amble along with 30-day Sprints, a single product owner, a neat product backlog, and a collocated Scrum team. But, today’s business environment is a tsunami of global hyper competition, with companies entering and being forced off the S&P 500 every 15 years. The classic Innovator's Dilemma is now even more pressing, and quite candidly, archaic Agile is of limited use.
To be competitive now, organizations need to look at the gestalt ... the entire value-stream of activities that are required to bring solutions to market. In this session, we will show concrete examples of how major organizations have innovated along the full path from product ideation to requirements to budgeting to delivery and to operations. Each part of a typical value-stream will be explored to show how agility has impacted these traditionally silo'ed functions and how forward-thinking organizations have reached the next level of performance through tight integration and agile thinking.
Learn the essential steps to conquer the entire value-stream from the “fuzzy front end” of innovation, product discovery, lean experimentation, and modern requirements discovery, to pipeline management, to agile budgeting and incremental funding, to high-performance product-centric teams, and enabling agile engineering techniques.
The result is the architecture of an entire organizational system that is designed to rapidly and effectively discover what customers want and delivery with utmost efficiency.
Outline/Structure of the Talk
I. Introduction (5 Minutes). I'll present on the notion of disruptive innovation, first introduced by Clayton Christiansen.
II. 5 Step to Disruptive Innovation (30 Minutes). We'll segue into the five steps I've distilled:
- Innovation Pipeline Management
Learn how to apply Lean to innovation pipeline management at the portfolio level through selecting experiments, managing multiple projects to deliver against them, and pivoting, persevering or terminating initiatives. Case studies from Nationwide Insurance and Spirit Airlines will show how these techniques can be implemented within an established enterprise.
- Agile Budgeting and Incremental Funding
Yearly budgeting is a time-consuming and arduous process that locks us into a wasteful rigid cycle that often leads to the wrong things being done, with an illusion of control. Learn how to institute quarterly, rolling forecasts that facilitate dynamic funding. A case study from American Express will provide clear insight.
- High Performance Standing Teams
Learn how to set up high performance, standing Scrum teams, with parallels to modern Lean “work cells” in order to give a deeper understanding of the principles that drive great teams, and highlight the responsibilities of those that manage and help create them. Case studies from OPower and The Motley Fool will show these techniques operating within both a rapidly growing startup and an established organization.
- Product Discovery and Lean Experimentation
Traditional product management is often short on innovation and long on waste. How can you create a sustainable, flexible and innovative product delivery process that keeps you in at the forefront of your market and delights your customers? Learn the core philosophies, techniques and responsibilities behind leading product design and management techniques from disciplines including user experience design, Lean UX and Lean Startup.
- High Performance Agile Engineering
Explore the underlying agile engineering concepts necessary to implement the Lean principle of “jidoka” (or “autonomation”). Specific advice on implementing core engineering techniques such as automated build, automated testing and continuous delivery will be explored, with examples on various technology platforms illustrated through case studies from U.S. Citizenship and Immigration Services and Symantec.
III. Table Discussion & Wrap-up. We'll finish the session with a table discussion on the 5 steps to keep things interactive and productive.
Learning Outcome
- Innovation Pipeline Management
Learn how to apply Lean to innovation pipeline management at the portfolio level through selecting experiments, managing multiple projects to deliver against them, and pivoting, persevering or terminating initiatives.
- Agile Budgeting and Incremental Funding
Learn how to institute quarterly, rolling forecasts that facilitate dynamic funding.
- High Performance Standing Teams
Learn how to set up high performance, standing Scrum teams, with parallels to modern Lean “work cells” in order to give a deeper understanding of the principles that drive great teams, and highlight the responsibilities of those that manage and help create them.
- Product Discovery and Lean Experimentation
Learn the core philosophies, techniques and responsibilities behind leading product design and management techniques from disciplines including user experience design, Lean UX and Lean Startup.
- High Performance Agile Engineering
Learn the underlying agile engineering concepts necessary to implement the Lean principle of “jidoka” (or “autonomation”). Specific advice on implementing core engineering techniques such as automated build, automated testing and continuous delivery will be explored, with examples on various technology platforms illustrated through case studies from U.S. Citizenship and Immigration Services and Symantec.
Target Audience
executives, managers, team leads, scrum masters project managers, product owners
Prerequisites for Attendees
Basic knowledge of Scrum.
Links
Lean Innovation on Agile Teams: https://www.youtube.com/watch?v=iDGsLtVmDFI
The Agile Leadership Academy https://www.youtube.com/watch?v=papwMCDHSKE
Sanjiv Augustine on Scaling Agile, No-Management and Agile 2015 Executive Forum: https://www.infoq.com/interviews/agile2015-augustine
http://www.sanjivaugustine.com
https://lithespeed.com/speaker/sanjiv-augustine/
schedule Submitted 5 years ago
People who liked this proposal, also liked:
-
keyboard_arrow_downChris Murman - Brainwriting: The Team Hack To Generating Better Ideas
45 Mins
Workshop
Beginner
Brainstorming has long been held as the best way to get ideas from teams for decades, but what if we are wrong? Can we take the successful aspects of collaboration and create a better environment for quality concepts? Come learn about brainwriting and get more from your team today!Description:If you work in an office, your boss has probably forced you into a brainstorming session or two (or 12). Invented in the 1940s by an advertising executive, the purpose was to solicit a large amount of ideas in a short period of time. By putting a collective of creative people in the same room, better concepts should come. Sounds very agile.However, science has shown several times that brainstorming is a terrible technique. It’s cumbersome due to all of the interdependent activities happening at once. When spending time generating ideas as a group, you often spend more time thinking of others ideas than your own.Fortunately, a relatively unknown technique is starting to gain popularity called brainwriting. Incorporating it into your team events can produce more diverse ideas and provide a friendlier environment for collaboration. In this session, we will workshop them and leave the audience with all of the tools to bring the technique back to their offices.What Makes It Compelling:I was skeptical when I first read an article on the technique, mainly because I had always believed brainstorming produced quality ideas. As a “stickies and sharpies” type of coach, I’d seen so many teams collectively throw out ideas during planning and retrospective sessions. But in the ensuing weeks, I started seeing where the article was on point in terms of producing quality ideas.After contrasting the ideas generated after using brainwriting for a few weeks, my mind was changed forever. Even better was the events themselves didn’t seem that different to teams. -
-
keyboard_arrow_downColleen Johnson - End to End Kanban for the Whole Organization
45 Mins
Talk
Intermediate
We often look to our engineering teams first to drive efficiency and speed to deliver but as we optimize the flow of our development processes we quickly create pressure in the organizational workflow with the activities that feed into and out of product delivery. Product definition struggles to keep pace and establish a queue of viable options to pull from. Marketing efforts begin to pile up as features release faster than we can share the news. All of this stems from optimizing only one part of the overall system. In this talk we will look at how to scale Kanban practices to the entire organization to provide the visibility, flexibility and predictability to make every part of the business truly agile. -
-
keyboard_arrow_downJames Gifford - 5 Metrics to Create Safety and High Performing Teams
45 Mins
Tutorial
Intermediate
Description:
I see that a lot of organizations use metrics in inappropriate ways to measure teams. At the heart of these metrics, nine times out of ten, are velocity and story points. These metrics lead to a lot of mistrust, fear, and bad technical practices. This talk will focus on shifting the focus to diagnostic metrics.
Before shifting focus to diagnostic metrics, we need to understand what inappropriate metrics are. When questioning teams about why their velocity was lower from one sprint to another, teams are more likely to inflate their estimates to avoid questions in the future. This is one of my scenarios. We will explore this case and my other top-ten based on the 165 teams I have interacted with. Focusing on one metric does not provide a balanced view of the team.
For balance, I promote five metrics. The combination of metrics balances each other. These five metrics are lead time, quality, happiness, agile maturity, and business value. Focusing on these five metric areas can be used as a diagnostic tool to help teams grow and support coaching. During the session, we will use my Excel-based tool and visual model to simulate this balance.
When you push shorter lead times (how fast) on a team with a lower agile maturity, the first thing to change is quality, followed by happiness and then the delivery of value. Conversely, if a team focuses on TDD, the first thing to change is quality, followed by agile maturity, reduction in lead time, and increased delivery of value.
Teaching teams to harness data in a positive way will help them to flourish.
-
-
keyboard_arrow_down
James Gifford - Descaling the Enterprise Instead of Scaling Agility
45 Mins
Workshop
Intermediate
In spite of all of the nuanced discussions, debates and frequent diatribes, scaling agile is about one thing: getting large groups of teams to deliver value in an organized fashion while maintaining empathy, rapport, trust, safety, and ownership across the enterprise. During this session, we will explore the case study of the Value Steam Container, looking at organization design, challenges and success. Focusing in on topics ranging from
-
Organization designs used by WL Gore, The Dunbar number
-
Delivery Triads - Product, Delivery, Technical Excellence
-
Venture capital style funding
-
Focusing on business value
The second half of the session is a workshop focused on creating a Value Stream Container and resource based on team funding
-
-
keyboard_arrow_downJason Cusack - Facebook Agile: From Green to Greener, plus other lies and bull$#!t
45 Mins
Talk
Executive
All companies tell lies. All executives endorse lies. And all employees live lies.
We must pretend we are amazing, and brag to our peers about how much farther ahead we are, than they are. We change the narrative to suit our lies. We have reports to prove our lies.
This happens at EVERY company.
When you look at Facebook feeds – all you see is pictures of vacations. Smiling kids. BBQs. Clean pools. You never see the miserable couple, the dirty laundry, or the crying kids.
Enter Facebook Agile.
We are conditioned to hide the bad $#!t that is going on around us. There’s no reason anyone has to know what’s really going on (even though most people know what’s going on).
Our leaders are afraid of what other peers might think. Or worse, what other “senior management” might perceive or judge. So they choose not to be leaders, despite the obvious need for leadership.
This session will provide an experience report on what leaders can do to embrace transparency, trust, and courage. Building a culture of continuous improvement starts with embracing the things that aren't working, instead of hiding them to avoid overhead.
-
Call for Proposals CLOSED
Ended on Aug 16 '17 12:59 AM EDT
As in past years, we are going with 45-minute timeslots. The downside for speakers is that you will need to streamline your message to the heart of the matter. The upside for participants is that your learning will pack a punch.
We're also adding 10-minute lightning talks. These are ideal for introducing a new idea you may not have worked out completely, or one that continually stumps you. If you are new to speaking, this is an excellent opportunity to highlight something that is working for you.
See https://www.agiledc.org/program for the program track descriptions.
George Dinwiddie
Bob Payne
Jennifer Hinton
Manoj Vadakkan
Ben Morris
