"Productivity" is Killing Us.

Mar 6, 2014Download as PPTX, PDF3 likes1,271 views

The document discusses how an overemphasis on metrics and utilization can constrain the flow of value in organizations. It argues that relentlessly pursuing productivity optimizes for busyness rather than delivering value to customers. Alternatives presented include focusing on flow over waste, value over flow, and incorporating variability buffers, learning, and innovation. The document cautions against practices like absorbing failure demand through "dumpster teams" and overloaded bottlenecks, which can hide problems and lead to exponential delays.

How Metrics and Utilization Constrict
the Flow of Value.

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Husband, Dad, Humanistic Lean Flow-Based SystemsThinking Consultant at Context driven Agility (CDA)
Consulting, Sailor
@AdamYuret

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Discuss how the relentless pursuit of
productivity is constraining our ability to
effectively deliver value to our customers and
businesses.
Discuss some alternatives to this approach of
optimizing for busyness.

@AdamYuret

Adam.Yuret@gmail.com

 Prescriptive: Follow these rules and Agile hyper-

productivity will be your reward.

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 Castigate when the rules are not followed.

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 Take pride in following those rules.

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 Measure success based on compliance to the rules.

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 Blame failure on lack of strict adherence to the

rules.

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 What did you do yesterday?
 What will you do today?
 Any impediments?
@AdamYuret

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Excessive Work in Progress (WIP) is the enemy of
flow. By setting limits to work in progress we can
enable greater flow.

@AdamYuret

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Traditional management thinking treats all
demand as equal. There is work to be done
and people who do the work. Failure Demand
is demand that originates from a failure to
have done something right in the first place.
Not all productivity is desirable.

@AdamYuret

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Agile team produces growing velocity but, as
they speed features out the door, bugs are
introduced. When bugs come into the
backlog they’re assigned velocity points. It is
theoretically possible, therefore, to have a
team producing zero value demand while
increasing velocity fixing bugs.
@AdamYuret

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 In order to keep developers typing at maximum

utilization, we create teams to absorb the failure
demand caused by developers typing at maximum
utilization. These teams often have unlimited WIP and
must consume an unending stream of demand. This
also hides the problems from the people
creating them.

@AdamYuret

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 Variability Buffer
 Learning
 Innovation

@AdamYuret

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Flow Trumps Waste

Value Trumps Flow

@AdamYuret

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Flow Trumps Waste

@AdamYuret

Adam.Yuret@gmail.com

Value Trumps Flow

@AdamYuret

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In general, reliability is the ability of a person or system to perform
and maintain its functions in routine circumstances as well as in
hostile or unexpected circumstances. In the case of emergency
services, reliability looks at actual incident history data to measure
historical performance in accordance with adopted performance
measures.

A unit unavailable for response provides no service to the community.
The unit may be out of service for a multitude of reasons including;
another emergency response, training, maintenance, etc. If a unit is
not available 80% of the time, it is not reasonable to expect the unit to
perform at the 80th percentile.
…. Poor availability negatively influences response times.
@AdamYuret

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 Failure Demand
 Silos:“Dumpster Teams”
 Overloaded Bottlenecks

 Deadline-Driven Development
 Exponential Delays

@AdamYuret

Adam.Yuret@gmail.com

“Limiting our work in progress so we focused on
completion was a big deal for us. It felt better to have
1 story than 5 tasks in progress.”
–Lead Developer
“Development was very helpful with testing,
volunteering to clear impediments and helping us
test during the sprint.” –Lead Tester
“The team is excited and helping each other out
during stand-up and working together in the War
Room” –PM/SM
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This document discusses how effort metrics and utilization can constrain the flow of value in organizations. It argues that optimizing for "productivity" and busyness actually reduces productivity. Alternatives are proposed that focus on understanding the relationship between utilization and flow. Some examples of how "Agile" practices can go wrong if they optimize for compliance over value delivery are also presented. Overall, the document advocates focusing on maximizing value delivery over optimizing resource efficiency or busyness.

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The document discusses how an overemphasis on productivity and efficiency metrics can constrain the flow of value. It argues that treating all work as equal demand ignores "failure demand" - work generated by previous failures. Ignoring failure demand can lead teams to focus on busyness over quality. The document advocates for limiting work-in-progress to improve flow, creating slack for variability, learning and innovation, and making strategic priorities clear to improve autonomy and alignment.

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The document discusses how effort metrics and high utilization can constrain the flow of value in organizations. It encourages seeking to understand the relationship between utilization and flow, and discussing alternatives to optimizing for busyness. Failure demand is introduced as demand created by failures or errors, as opposed to value-adding work, and the pitfalls of ignoring failure demand are described. The talk promotes focusing on value over compliance, quantifying value, creating slack, and using a lean decision filter of "flow trumps waste" and "value trumps flow".

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This document appears to be a series of slides from a presentation on productivity and optimizing for flow rather than busyness. Some key points discussed include: - The relationship between utilization and flow, and discussing alternatives to optimizing for busyness. - How measuring and optimizing for busyness can actually create more busyness rather than value. - The importance of limiting work in progress to maintain flow, and creating slack in the system for variability, learning, and innovation. - Focusing on quantifying and delivering value rather than compliance to frameworks or metrics for their own sake.

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𝐒𝐨𝐦𝐞𝐭𝐢𝐦𝐞𝐬 𝐅𝐨𝐮𝐧𝐝𝐞𝐫'𝐬 - "𝑯𝑨𝑵𝑫 𝑯𝑬𝑳𝑫𝑰𝑵𝑮 𝑩𝑯𝑰 𝑱𝑨𝑹𝑶𝑶𝑹𝑰 𝑯𝑬" 𝐁𝐫𝐚𝐧𝐝 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐒𝐞𝐬𝐬𝐢𝐨𝐧 𝐟𝐨𝐫 #𝐊𝐨𝐥𝐤𝐚𝐭𝐚 𝐒𝐭𝐚𝐫𝐭𝐮𝐩 𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 Tuesday Afternoon some founder got together with an intention to understand what's happening in 2025 with modern age brands. 𝐍𝐞𝐰 𝐀𝐠𝐞 𝐁𝐫𝐚𝐧𝐝 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠: (𝘓𝘦𝘴𝘴𝘰𝘯𝘴 𝘧𝘳𝘰𝘮 𝘛𝘰𝘱 𝘐𝘯𝘵𝘦𝘳𝘯𝘦𝘵-𝘍𝘪𝘳𝘴𝘵 𝘉𝘳𝘢𝘯𝘥𝘴) 1. The DTC Perfect INSURGENT BRANDS who shook INCUMBENT LEADERS OF AGES Brands are bypassing traditional retail to own the customer journey. Wakefit – Reinvented furniture with a direct-to-consumer model. Mokobara – Made luggage aspirational with sleek branding. Atomberg Technologies – Positioned home appliances as energy-efficient and tech-driven. 💡 Lesson: Control the brand experience end-to-end. 2. Storytelling Sells, Not Just Products The best brands create identities, not just merchandise. BellaVita – Made perfumes an affordable luxury MIRAGGIO – Handbags New Age Marketing 💡 Lesson: Sell a lifestyle, not just an item. 3. Community & Influencers Drive Growth Engaged audiences fuel brand success. SNITCH & BEWAKOOF® – Used meme culture & influencer marketing to stay viral. Aero Armour – Created buzz with NATIONALITY and INDIAN PRIDE. March TEE - Amazingly High Quality Product Focused Brand 💡 Lesson: Turn customers into brand advocates. 4. Indian Heritage in Modern Branding Authenticity connects deeply. #TAAVI and #ANOUK – Revived Kurta fashion with a contemporary touch. Vedant Fashions Limited - Manyavar-Mohey – Organised a completely unorganized market. Dominated ethnic wear with tradition-led branding 💡 Lesson: Blend heritage with modern appeal. 5. Content-Led Growth Content-first brands thrive. The Souled Store - One of Fav brands played so well on LICENSING with MARVEL and JURRASIC PARK mCaffeine – Built fandoms through niche INGREDIENT Focused storytelling. Minimalist – Simplified skincare with transparency & education. HYPHEN - KIRTI SANON - The cenebrity who worked so well for the brand VIRAT KOHLI - WROGN and HRITHIK ROSHAN - HRX by Hrithik Roshan 💡 Lesson: How celebrity face increases the ROAS Educate, entertain, then sell. We also discussed a unique concept of THE FAMILIAR SURPRISE Performance Marketing What to tell in Ads And Basics of Building Internet brands with going back to 4Ps BLOB STUDIO - KOLKATA

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Introduction Email is the tool used for communication all over the world in a quick and efficient way with multiple recipients simultaneously. Email is the method of exchanging messages between people all over the world with the help of electronics devices over the internet. With the help of e-mail, you can send messages, images, documents, pdfs, and another document to more than one person simultaneously. Conclusion Writing professional emails is an essential skill for success in the modern workplace. By understanding the importance of tone, structure, and language, you can effectively communicate your message and achieve your goals. Remember the do’s and don’ts of professional email writing, manage your email communication effectively, and always try to improve your skills. To write a professional email, you need to pay close attention to detail and understand your audience and message while writing your message briefly. You should use a clear subject line, polite language, and concise and organized writing to effectively communicate your message. It is also essential to proofread your email for grammar and spelling errors, use appropriate tone and salutations, and avoid informal language. By following these steps, you can create a positive and professional impression, foster effective communication, convey your message effectively, and achieve your goal.

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"Productivity" is Killing Us.

1. How Metrics and Utilization Constrict the Flow of Value. @AdamYuret Adam.Yuret@gmail.com

2. Husband, Dad, Humanistic Lean Flow-Based SystemsThinking Consultant at Context driven Agility (CDA) Consulting, Sailor @AdamYuret Adam.Yuret@gmail.com

3. @AdamYuret Adam.Yuret@gmail.com

4. @AdamYuret Adam.Yuret@gmail.com

5. @AdamYuret Adam.Yuret@gmail.com

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7. Discuss how the relentless pursuit of productivity is constraining our ability to effectively deliver value to our customers and businesses. Discuss some alternatives to this approach of optimizing for busyness. @AdamYuret Adam.Yuret@gmail.com

8. @AdamYuret Adam.Yuret@gmail.com

9. @AdamYuret Waste Adam.Yuret@gmail.com

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15.  Prescriptive: Follow these rules and Agile hyper- productivity will be your reward. @AdamYuret Adam.Yuret@gmail.com

16.  Castigate when the rules are not followed. @AdamYuret Adam.Yuret@gmail.com

17.  Take pride in following those rules. @AdamYuret Adam.Yuret@gmail.com

18.  Measure success based on compliance to the rules. @AdamYuret Adam.Yuret@gmail.com

19.  Blame failure on lack of strict adherence to the rules. @AdamYuret Adam.Yuret@gmail.com

21. @AdamYuret Adam.Yuret@gmail.com

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24.  What did you do yesterday?  What will you do today?  Any impediments? @AdamYuret Adam.Yuret@gmail.com

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26. @AdamYuret Adam.Yuret@gmail.com

27. @AdamYuret Adam.Yuret@gmail.com

28. Excessive Work in Progress (WIP) is the enemy of flow. By setting limits to work in progress we can enable greater flow. @AdamYuret Adam.Yuret@gmail.com

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30. @AdamYuret Adam.Yuret@gmail.com

31. Traditional management thinking treats all demand as equal. There is work to be done and people who do the work. Failure Demand is demand that originates from a failure to have done something right in the first place. Not all productivity is desirable. @AdamYuret Adam.Yuret@gmail.com

32. @AdamYuret Adam.Yuret@gmail.com

33. Agile team produces growing velocity but, as they speed features out the door, bugs are introduced. When bugs come into the backlog they’re assigned velocity points. It is theoretically possible, therefore, to have a team producing zero value demand while increasing velocity fixing bugs. @AdamYuret Adam.Yuret@gmail.com

34. @AdamYuret Adam.Yuret@gmail.com

35. @AdamYuret Adam.Yuret@gmail.com

36.  In order to keep developers typing at maximum utilization, we create teams to absorb the failure demand caused by developers typing at maximum utilization. These teams often have unlimited WIP and must consume an unending stream of demand. This also hides the problems from the people creating them. @AdamYuret Adam.Yuret@gmail.com

37. @AdamYuret Adam.Yuret@gmail.com

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49.  Variability Buffer  Learning  Innovation @AdamYuret Adam.Yuret@gmail.com

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51. Flow Trumps Waste Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com

52. Flow Trumps Waste @AdamYuret Adam.Yuret@gmail.com

53. Value Trumps Flow @AdamYuret Adam.Yuret@gmail.com

54. In general, reliability is the ability of a person or system to perform and maintain its functions in routine circumstances as well as in hostile or unexpected circumstances. In the case of emergency services, reliability looks at actual incident history data to measure historical performance in accordance with adopted performance measures. A unit unavailable for response provides no service to the community. The unit may be out of service for a multitude of reasons including; another emergency response, training, maintenance, etc. If a unit is not available 80% of the time, it is not reasonable to expect the unit to perform at the 80th percentile. …. Poor availability negatively influences response times. @AdamYuret Adam.Yuret@gmail.com

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60. @AdamYuret Adam.Yuret@gmail.com

61.  Failure Demand  Silos:“Dumpster Teams”  Overloaded Bottlenecks  Deadline-Driven Development  Exponential Delays @AdamYuret Adam.Yuret@gmail.com

62. @AdamYuret Adam.Yuret@gmail.com

63. @AdamYuret Adam.Yuret@gmail.com

64. @AdamYuret Adam.Yuret@gmail.com

65. “Limiting our work in progress so we focused on completion was a big deal for us. It felt better to have 1 story than 5 tasks in progress.” –Lead Developer “Development was very helpful with testing, volunteering to clear impediments and helping us test during the sprint.” –Lead Tester “The team is excited and helping each other out during stand-up and working together in the War Room” –PM/SM @AdamYuret Adam.Yuret@gmail.com

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67. @AdamYuret Adam.Yuret@gmail.com

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"Productivity" is Killing Us.

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