�ݺ�ߣshows by User: andrewrusling

�ݺ�ߣshows by User: andrewrusling / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: andrewrusling / Sun, 17 Jan 2021 21:35:11 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: andrewrusling Personal kanban /slideshow/personal-kanban-241458402/241458402 personalkanbandistribution-210117213512
Improving decision making through visualisation]]>
Improving decision making through visualisation]]> Sun, 17 Jan 2021 21:35:11 GMT /slideshow/personal-kanban-241458402/241458402 andrewrusling@slideshare.net(andrewrusling) Personal kanban andrewrusling Improving decision making through visualisation <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/personalkanbandistribution-210117213512-thumbnail.jpg?width=120&height=120&fit=bounds" /> Improving decision making through visualisation

Personal kanban from Andrew Rusling

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0 Feedback dojo https://fr.slideshare.net/slideshow/feedback-dojo-176536115/176536115 feedbackdojoslideshare-190927010637
Feedback is a skill that allows you to bring Kaizen into your workplace on a daily basis. By regularly encouraging small changes in your colleagues (feedback); you can collectively be "doing the basics brilliantly" and hence have a high performing team. In the Feedback Dojo you will practise and refining your feedback; learning skills you can immediately apply at work.]]>
Feedback is a skill that allows you to bring Kaizen into your workplace on a daily basis. By regularly encouraging small changes in your colleagues (feedback); you can collectively be "doing the basics brilliantly" and hence have a high performing team. In the Feedback Dojo you will practise and refining your feedback; learning skills you can immediately apply at work.]]> Fri, 27 Sep 2019 01:06:37 GMT https://fr.slideshare.net/slideshow/feedback-dojo-176536115/176536115 andrewrusling@slideshare.net(andrewrusling) Feedback dojo andrewrusling Feedback is a skill that allows you to bring Kaizen into your workplace on a daily basis. By regularly encouraging small changes in your colleagues (feedback); you can collectively be "doing the basics brilliantly" and hence have a high performing team. In the Feedback Dojo you will practise and refining your feedback; learning skills you can immediately apply at work. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/feedbackdojoslideshare-190927010637-thumbnail.jpg?width=120&height=120&fit=bounds" /> Feedback is a skill that allows you to bring Kaizen into your workplace on a daily basis. By regularly encouraging small changes in your colleagues (feedback); you can collectively be "doing the basics brilliantly" and hence have a high performing team. In the Feedback Dojo you will practise and refining your feedback; learning skills you can immediately apply at work.

from Andrew Rusling

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0 Experimentation from the real world /slideshow/experimentation-from-the-real-world/119736294 experimentationfromtherealworld40mnotext-181017104656
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.]]>
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.]]> Wed, 17 Oct 2018 10:46:56 GMT /slideshow/experimentation-from-the-real-world/119736294 andrewrusling@slideshare.net(andrewrusling) Experimentation from the real world andrewrusling Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/experimentationfromtherealworld40mnotext-181017104656-thumbnail.jpg?width=120&height=120&fit=bounds" /> Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.

Experimentation from the real world from Andrew Rusling

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0 Lean Startup Experimentation, outputs to outcomes, short version. /slideshow/lean-startup-experimentation-outputs-to-outcomes/113981727 experimentationfromtherealworld20mslideshare-180912025645
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.]]>
Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.]]> Wed, 12 Sep 2018 02:56:45 GMT /slideshow/lean-startup-experimentation-outputs-to-outcomes/113981727 andrewrusling@slideshare.net(andrewrusling) Lean Startup Experimentation, outputs to outcomes, short version. andrewrusling Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/experimentationfromtherealworld20mslideshare-180912025645-thumbnail.jpg?width=120&height=120&fit=bounds" /> Outcomes such as “subscriptions increased by 20%” or “complaints regarding the upload feature reduced to zero” are what makes a real difference in our customers lives and hence to the company’s bottom line. When a team is delivering outcomes like that, there is no denying their performance and hence their value to the company. Delivering outcomes comes from understanding our customers, producing an output that may result in an outcome and then validating if we have achieved the desired outcome. At the very least one of these cycles produces knowledge. The Lean Start-up by Eric Ries, clearly explained this cycle unfortunately it did not explain clearly how we should design, set up, run or analyse our experiments. I have met many people who agree we should follow the Lean Start-up approach; however, there is rarely any consensus on the experimentation approach that will make it a reality. In 2017 Australia’s largest independent game studio, Halfbrick Studios, embarked upon a mission to better understand their customer and experiment their way to renewed success. Fruit Ninja Fight is one of the results of that approach. In 2018 Australia’s largest Telco, Telstra, focused on “co-creation” with their customers through a series of experiments; delivering improved customer satisfaction and faster results than ever before. This presentation shares with you my experiences of working with those two based organisations as they sought to improve their outcomes through Experimentation.

Lean Startup Experimentation, outputs to outcomes, short version. from Andrew Rusling

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0 21 Experiments to Increase Throughput /slideshow/21-experiments-to-increase-throughput/98802566 21experimentstoincreasethroughput-180525235706
Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible.]]>
Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible.]]> Fri, 25 May 2018 23:57:06 GMT /slideshow/21-experiments-to-increase-throughput/98802566 andrewrusling@slideshare.net(andrewrusling) 21 Experiments to Increase Throughput andrewrusling Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/21experimentstoincreasethroughput-180525235706-thumbnail.jpg?width=120&height=120&fit=bounds" /> Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible.

21 Experiments to Increase Throughput from Andrew Rusling

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0 Joyous retrospectives /slideshow/joyous-retrospectives/79426661 joyousretrospectives-170904220630
Mixing my own experiences with a tongue in cheek look at the UN Climate Control council; this presentation covers the key impediments to joyous retrospectives. Crucially this session will teach you specific techniques that have been proven to remove those key impediments. More than just the Five Whys, these techniques are broadly applicable and straight forward to get started with.]]>
Mixing my own experiences with a tongue in cheek look at the UN Climate Control council; this presentation covers the key impediments to joyous retrospectives. Crucially this session will teach you specific techniques that have been proven to remove those key impediments. More than just the Five Whys, these techniques are broadly applicable and straight forward to get started with.]]> Mon, 04 Sep 2017 22:06:30 GMT /slideshow/joyous-retrospectives/79426661 andrewrusling@slideshare.net(andrewrusling) Joyous retrospectives andrewrusling Mixing my own experiences with a tongue in cheek look at the UN Climate Control council; this presentation covers the key impediments to joyous retrospectives. Crucially this session will teach you specific techniques that have been proven to remove those key impediments. More than just the Five Whys, these techniques are broadly applicable and straight forward to get started with. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/joyousretrospectives-170904220630-thumbnail.jpg?width=120&height=120&fit=bounds" /> Mixing my own experiences with a tongue in cheek look at the UN Climate Control council; this presentation covers the key impediments to joyous retrospectives. Crucially this session will teach you specific techniques that have been proven to remove those key impediments. More than just the Five Whys, these techniques are broadly applicable and straight forward to get started with.

Joyous retrospectives from Andrew Rusling

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0 21 experiments to increase velocity /slideshow/21-experiments-to-increase-velocity-59392444/59392444 21experimentstoincreasevelocity-160310203847
Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible. Presented at Scrum Australia (@auscrum), Melbourne, 29 April 2016]]>
Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible. Presented at Scrum Australia (@auscrum), Melbourne, 29 April 2016]]> Thu, 10 Mar 2016 20:38:47 GMT /slideshow/21-experiments-to-increase-velocity-59392444/59392444 andrewrusling@slideshare.net(andrewrusling) 21 experiments to increase velocity andrewrusling Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible. Presented at Scrum Australia (@auscrum), Melbourne, 29 April 2016 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/21experimentstoincreasevelocity-160310203847-thumbnail.jpg?width=120&height=120&fit=bounds" /> Queuing Theory and the Theory of Constraints are two powerful theories that can increase your velocity. This session explains both theories in simple terms then covers how they can be applied in the real world by agile teams. 21 simple velocity increasing experiments are described that you can immediately use. The effects of Queuing Theory impact our lives on a daily basis. Scrum uses Queuing Theory at its core and you can amplify those effects. The Theory of Constraints can identify the one constraint that is preventing your team from increasing its velocity. It also shows us how to remove that constraint in the cheapest way possible. Presented at Scrum Australia (@auscrum), Melbourne, 29 April 2016

21 experiments to increase velocity from Andrew Rusling

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0 Weekend escape /slideshow/weekend-escape/55272953 weekendescape-151118225306-lva1-app6892
Weekend Escape an agile backlog management game, run at Agile Brisbane. Small teams collaborate to order a backlog with a specific business goal in mind. Once the team has produced their backlog, they review the output of another team and discuss the differences. Everyone participates and discussion plays a key part in the game. Participant’s eyes are often opened to the complexity of backlog prioritisation. The game has been designed for all staff, not just Product Owners. ]]>
Weekend Escape an agile backlog management game, run at Agile Brisbane. Small teams collaborate to order a backlog with a specific business goal in mind. Once the team has produced their backlog, they review the output of another team and discuss the differences. Everyone participates and discussion plays a key part in the game. Participant’s eyes are often opened to the complexity of backlog prioritisation. The game has been designed for all staff, not just Product Owners. ]]> Wed, 18 Nov 2015 22:53:06 GMT /slideshow/weekend-escape/55272953 andrewrusling@slideshare.net(andrewrusling) Weekend escape andrewrusling Weekend Escape an agile backlog management game, run at Agile Brisbane. Small teams collaborate to order a backlog with a specific business goal in mind. Once the team has produced their backlog, they review the output of another team and discuss the differences. Everyone participates and discussion plays a key part in the game. Participant’s eyes are often opened to the complexity of backlog prioritisation. The game has been designed for all staff, not just Product Owners. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/weekendescape-151118225306-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> Weekend Escape an agile backlog management game, run at Agile Brisbane. Small teams collaborate to order a backlog with a specific business goal in mind. Once the team has produced their backlog, they review the output of another team and discuss the differences. Everyone participates and discussion plays a key part in the game. Participant’s eyes are often opened to the complexity of backlog prioritisation. The game has been designed for all staff, not just Product Owners.

Weekend escape from Andrew Rusling

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0 Improving throughput with the Theory of Constraints and Queuing Theory /slideshow/improving-throughput-with-the-theory-of-constraints-and-queuing-theory/46627458 tocandqueuingtheoryslideshareversion-150403201531-conversion-gate01
Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.]]>
Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.]]> Fri, 03 Apr 2015 20:15:31 GMT /slideshow/improving-throughput-with-the-theory-of-constraints-and-queuing-theory/46627458 andrewrusling@slideshare.net(andrewrusling) Improving throughput with the Theory of Constraints and Queuing Theory andrewrusling Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/tocandqueuingtheoryslideshareversion-150403201531-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.

Improving throughput with the Theory of Constraints and Queuing Theory from Andrew Rusling

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0 Iteration Manager to Iteration Leader /slideshow/iteration-manager-to-iteration-leader/31569976 iterationmanagertoiterationleader-140224072712-phpapp01
Iteration Managers & Scrum Masters should not just be managing their team. They should be providing the team with leadership that helps them to achieve great things together.]]>
Iteration Managers & Scrum Masters should not just be managing their team. They should be providing the team with leadership that helps them to achieve great things together.]]> Mon, 24 Feb 2014 07:27:12 GMT /slideshow/iteration-manager-to-iteration-leader/31569976 andrewrusling@slideshare.net(andrewrusling) Iteration Manager to Iteration Leader andrewrusling Iteration Managers & Scrum Masters should not just be managing their team. They should be providing the team with leadership that helps them to achieve great things together. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/iterationmanagertoiterationleader-140224072712-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Iteration Managers & Scrum Masters should not just be managing their team. They should be providing the team with leadership that helps them to achieve great things together.

Iteration Manager to Iteration Leader from Andrew Rusling

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0 How to sell the idea of lean /slideshow/how-to-sell-the-idea-of-lean/31518382 howtoselltheideaoflean-140222122212-phpapp01
A while ago I asked Karl Scotland, how to Sell the idea of lean to managers and recieved an unexpected answer. It now all makes sense to me and I have captured the answer in this presentation]]>
A while ago I asked Karl Scotland, how to Sell the idea of lean to managers and recieved an unexpected answer. It now all makes sense to me and I have captured the answer in this presentation]]> Sat, 22 Feb 2014 12:22:12 GMT /slideshow/how-to-sell-the-idea-of-lean/31518382 andrewrusling@slideshare.net(andrewrusling) How to sell the idea of lean andrewrusling A while ago I asked Karl Scotland, how to Sell the idea of lean to managers and recieved an unexpected answer. It now all makes sense to me and I have captured the answer in this presentation <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtoselltheideaoflean-140222122212-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A while ago I asked Karl Scotland, how to Sell the idea of lean to managers and recieved an unexpected answer. It now all makes sense to me and I have captured the answer in this presentation

How to sell the idea of lean from Andrew Rusling

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0 https://cdn.slidesharecdn.com/profile-photo-andrewrusling-48x48.jpg?cb=1610919294 Services I provide: * Restructure waterfall companies, to enhance their business agility. * Initiate and drive organisational change that iterates you towards agility. * Create and run training courses that are entertaining, informative and interactive. Some samples of my work: www.slideshare.net/DigitalCatapultDevelopmentPractices * Move teams to High Performance, by coaching their servant leaders and managers. * Deliver business value fast, by coaching Product Owners and managers. * Embed agile and lean thinking, into teams, departments and companies. How I work: * Apply pragmatic solutions to your situation. * Build relationships with people, to enable solid business outcomes. www.journey-to-better.com https://cdn.slidesharecdn.com/ss_thumbnails/personalkanbandistribution-210117213512-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/personal-kanban-241458402/241458402 Personal kanban https://cdn.slidesharecdn.com/ss_thumbnails/feedbackdojoslideshare-190927010637-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/feedback-dojo-176536115/176536115 Feedback dojo https://cdn.slidesharecdn.com/ss_thumbnails/experimentationfromtherealworld40mnotext-181017104656-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/experimentation-from-the-real-world/119736294 Experimentation from t...