ºÝºÝߣshows by User: PatrickSteyaert1 / http://www.slideshare.net/images/logo.gif ºÝºÝߣshows by User: PatrickSteyaert1 / Tue, 21 Apr 2015 09:08:05 GMT ºÝºÝߣShare feed for ºÝºÝߣshows by User: PatrickSteyaert1 Discovery Kanban @ LKSE15 /slideshow/discovery-kanban-lkse15/47242191 okalkse15dcapril2015-150421090805-conversion-gate01
All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc. In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.]]>
All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc. In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.]]> Tue, 21 Apr 2015 09:08:05 GMT /slideshow/discovery-kanban-lkse15/47242191 PatrickSteyaert1@slideshare.net(PatrickSteyaert1) Discovery Kanban @ LKSE15 PatrickSteyaert1 All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc. In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/okalkse15dcapril2015-150421090805-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> All knowledge work requires a delicate and continuously shifting balance between delivery – exploiting existing knowledge – and discovery – exploring new knowledge. This need to balance discovery and delivery can be found across the entire innovation cycle: from technology innovation over performance and sustaining innovation to disruptive innovation. It has been a driving concern for specific approaches such as Lean Product and Process Development as well as The Kanban Method, as exemplified in examples such as: developing a new product that requires novel features (discovery) while at the same time managing the overall risk that is involved in developing those features (delivery); improving agility and predictability of an organization that may require substantial change (discovery) while at the same time keeping resistance to change under control (delivery); a startup that requires an initial focus on finding problem/solution fit or product market fit (discovery) but then needs to develop the organization to delivery at scale (delivery); etc. In each of the examples above, too much emphasis on discovery may result in a disconnection with the past leading to resistance to change, increasing delivery risk, and non-adoption of innovation. Too little emphasis on discovery (and consequently too much emphasis on delivery) may lead to not being prepared for the future resulting in stagnation and the risk of being disrupted. Discovery Kanban systems are Kanban systems that help to balance discovery and delivery while moving from a mindset of episodic (one-off) innovation and change towards a culture of continuous innovation and change. Discovery Kanban systems work across the entire discovery cycle starting from pre-hypothesis moving into hypothesis validation and ending in post-hypothesis. In this presentation, we will discuss the different elements of Discovery Kanban, examples and underlying principles.
Discovery Kanban @ LKSE15 from Patrick Steyaert
]]> 453 1 https://cdn.slidesharecdn.com/ss_thumbnails/okalkse15dcapril2015-150421090805-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-PatrickSteyaert1-48x48.jpg?cb=1523010111 Patrick Steyaert is a hands-on lean agile change coach with an outstanding track-record in improving strategic agility in technology organizations. Specialties: Accredited Kanban Trainer (Lean Kanban University) Kanban Coaching Professional (Lean Kanban University) Cognitive Edge Practitioner (Cognitive Edge) Implementing Goal-driven Measurement (SEI) http://leanadaptivemanagement.wordpress.com/