�ݺ�ߣshows by User: mandrezak

�ݺ�ߣshows by User: mandrezak / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: mandrezak / Thu, 18 Dec 2014 07:44:23 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: mandrezak Integrate everything - know everything /slideshow/integrate-everything-know-everything/42832936 integrateeverything-141218074423-conversion-gate02
Companies want to grow. To grow, after a while, they need new clients. For these they need to solve new problems. So, at the core of growth is the New. But companies after a while are not good at doing The New. This presentation discusses where the problems are and how they can be addressed. It all starts with understanding the different nature of work in discovery or more explicitly: To understand the core difference between Exploration and Exploitation. Understanding this can then lead to a change in mindset regarding work that needs to be done as well as underlying cultural and organizational aspects. Kotter likes to talk about a dual mode operating system, where both modes have to build upon, and be intertwined the right way, but not in a way that both are working against each other.]]>
Companies want to grow. To grow, after a while, they need new clients. For these they need to solve new problems. So, at the core of growth is the New. But companies after a while are not good at doing The New. This presentation discusses where the problems are and how they can be addressed. It all starts with understanding the different nature of work in discovery or more explicitly: To understand the core difference between Exploration and Exploitation. Understanding this can then lead to a change in mindset regarding work that needs to be done as well as underlying cultural and organizational aspects. Kotter likes to talk about a dual mode operating system, where both modes have to build upon, and be intertwined the right way, but not in a way that both are working against each other.]]> Thu, 18 Dec 2014 07:44:23 GMT /slideshow/integrate-everything-know-everything/42832936 mandrezak@slideshare.net(mandrezak) Integrate everything - know everything mandrezak Companies want to grow. To grow, after a while, they need new clients. For these they need to solve new problems. So, at the core of growth is the New. But companies after a while are not good at doing The New. This presentation discusses where the problems are and how they can be addressed. It all starts with understanding the different nature of work in discovery or more explicitly: To understand the core difference between Exploration and Exploitation. Understanding this can then lead to a change in mindset regarding work that needs to be done as well as underlying cultural and organizational aspects. Kotter likes to talk about a dual mode operating system, where both modes have to build upon, and be intertwined the right way, but not in a way that both are working against each other. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/integrateeverything-141218074423-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Companies want to grow. To grow, after a while, they need new clients. For these they need to solve new problems. So, at the core of growth is the New. But companies after a while are not good at doing The New. This presentation discusses where the problems are and how they can be addressed. It all starts with understanding the different nature of work in discovery or more explicitly: To understand the core difference between Exploration and Exploitation. Understanding this can then lead to a change in mindset regarding work that needs to be done as well as underlying cultural and organizational aspects. Kotter likes to talk about a dual mode operating system, where both modes have to build upon, and be intertwined the right way, but not in a way that both are working against each other.

Integrate everything - know everything from Markus Andrezak

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0 Lean product is for the people /mandrezak/lean-is-for-the-people leanpeople-141116123232-conversion-gate02
This talk is about why many companies have a hard time discovering and committing to the new. I look at companies on the extreme of doing the new to see what problems they still have and what they do about it. And how they suffer. In the concrete I look at Pixar and how they manage to get a movie into the cinemas as an engaging No. 1 hit in always 4 years, while always starting with a blank page. From that I derive bliss and some things can help all of us to understand the different nature of work when fining new products and services that will generate money in one or more years time. This is applying the Lean principles of understanding the nature of work before trying to change things. It is crucial for companies' to understand that innovation is work in an area of high uncertainty where things run differently than in what we are used to. The main task is to 'buy' as much valuable information as cheap as possible, which brings with it total different demands on the work. Speed of learning is more important than quality and perfection. This needs to be respected in how we approach that type of work and how we staff the projects we are working in. Also, a culture of candor and understanding of failures must be employed.]]>
This talk is about why many companies have a hard time discovering and committing to the new. I look at companies on the extreme of doing the new to see what problems they still have and what they do about it. And how they suffer. In the concrete I look at Pixar and how they manage to get a movie into the cinemas as an engaging No. 1 hit in always 4 years, while always starting with a blank page. From that I derive bliss and some things can help all of us to understand the different nature of work when fining new products and services that will generate money in one or more years time. This is applying the Lean principles of understanding the nature of work before trying to change things. It is crucial for companies' to understand that innovation is work in an area of high uncertainty where things run differently than in what we are used to. The main task is to 'buy' as much valuable information as cheap as possible, which brings with it total different demands on the work. Speed of learning is more important than quality and perfection. This needs to be respected in how we approach that type of work and how we staff the projects we are working in. Also, a culture of candor and understanding of failures must be employed.]]> Sun, 16 Nov 2014 12:32:31 GMT /mandrezak/lean-is-for-the-people mandrezak@slideshare.net(mandrezak) Lean product is for the people mandrezak This talk is about why many companies have a hard time discovering and committing to the new. I look at companies on the extreme of doing the new to see what problems they still have and what they do about it. And how they suffer. In the concrete I look at Pixar and how they manage to get a movie into the cinemas as an engaging No. 1 hit in always 4 years, while always starting with a blank page. From that I derive bliss and some things can help all of us to understand the different nature of work when fining new products and services that will generate money in one or more years time. This is applying the Lean principles of understanding the nature of work before trying to change things. It is crucial for companies' to understand that innovation is work in an area of high uncertainty where things run differently than in what we are used to. The main task is to 'buy' as much valuable information as cheap as possible, which brings with it total different demands on the work. Speed of learning is more important than quality and perfection. This needs to be respected in how we approach that type of work and how we staff the projects we are working in. Also, a culture of candor and understanding of failures must be employed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leanpeople-141116123232-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This talk is about why many companies have a hard time discovering and committing to the new. I look at companies on the extreme of doing the new to see what problems they still have and what they do about it. And how they suffer. In the concrete I look at Pixar and how they manage to get a movie into the cinemas as an engaging No. 1 hit in always 4 years, while always starting with a blank page. From that I derive bliss and some things can help all of us to understand the different nature of work when fining new products and services that will generate money in one or more years time. This is applying the Lean principles of understanding the nature of work before trying to change things. It is crucial for companies' to understand that innovation is work in an area of high uncertainty where things run differently than in what we are used to. The main task is to 'buy' as much valuable information as cheap as possible, which brings with it total different demands on the work. Speed of learning is more important than quality and perfection. This needs to be respected in how we approach that type of work and how we staff the projects we are working in. Also, a culture of candor and understanding of failures must be employed.

Lean product is for the people from Markus Andrezak

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0 Risk of Solutionism in the IoT is squared to Solutionism in Web /slideshow/risk-of-solutionism-in-the-iot-is-squared-to/34510402 solutionismpub-140510050534-phpapp01
Solutionism is doing things for the sake of things, or building things because you can. That may be ok if the risk is clear. The problem is that the world is a complex system with little predictability. Things happen. When building things that interact with real life, we should be cautious and reduce risk by only building things that serve deep needs. We propose to first do proper research on what is required to reduce the number of things to be build and thus reduce risk. We propose simple tools such as "Jobs to be done" to make research accessible to everyone. ]]>
Solutionism is doing things for the sake of things, or building things because you can. That may be ok if the risk is clear. The problem is that the world is a complex system with little predictability. Things happen. When building things that interact with real life, we should be cautious and reduce risk by only building things that serve deep needs. We propose to first do proper research on what is required to reduce the number of things to be build and thus reduce risk. We propose simple tools such as "Jobs to be done" to make research accessible to everyone. ]]> Sat, 10 May 2014 05:05:34 GMT /slideshow/risk-of-solutionism-in-the-iot-is-squared-to/34510402 mandrezak@slideshare.net(mandrezak) Risk of Solutionism in the IoT is squared to Solutionism in Web mandrezak Solutionism is doing things for the sake of things, or building things because you can. That may be ok if the risk is clear. The problem is that the world is a complex system with little predictability. Things happen. When building things that interact with real life, we should be cautious and reduce risk by only building things that serve deep needs. We propose to first do proper research on what is required to reduce the number of things to be build and thus reduce risk. We propose simple tools such as "Jobs to be done" to make research accessible to everyone. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/solutionismpub-140510050534-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Solutionism is doing things for the sake of things, or building things because you can. That may be ok if the risk is clear. The problem is that the world is a complex system with little predictability. Things happen. When building things that interact with real life, we should be cautious and reduce risk by only building things that serve deep needs. We propose to first do proper research on what is required to reduce the number of things to be build and thus reduce risk. We propose simple tools such as "Jobs to be done" to make research accessible to everyone.

Risk of Solutionism in the IoT is squared to Solutionism in Web from Markus Andrezak

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0 Creation & Production combined - the power of connected worlds. /slideshow/creatino-production/33469326 productiondesignpub-140413132816-phpapp02
This talk at the fantastic Lean UX 2014 conference tried to show that we need to be explicit about the fact that along the way to creating great product very different types of work are involved. We need to acknowledge that fact and try to give each type of work the space it needs without constraining it in the wrong way. Especially, we need more explorative, opening work in the beginning, which brings with it a ll kinds of characteristics we are not used to, like non linearity, high level of uncertainty etc. At the very end, when offering the product, we require a production mindset, linearity and repeatability to scale the product. This explains some of the conflicts we hear and some of the contradictions we here in the world of product development. They are contradictions no longer once we start to realize that they reflect different types of work, required in different phases of product discovery -> development. Very happy for your feedback. ]]>
This talk at the fantastic Lean UX 2014 conference tried to show that we need to be explicit about the fact that along the way to creating great product very different types of work are involved. We need to acknowledge that fact and try to give each type of work the space it needs without constraining it in the wrong way. Especially, we need more explorative, opening work in the beginning, which brings with it a ll kinds of characteristics we are not used to, like non linearity, high level of uncertainty etc. At the very end, when offering the product, we require a production mindset, linearity and repeatability to scale the product. This explains some of the conflicts we hear and some of the contradictions we here in the world of product development. They are contradictions no longer once we start to realize that they reflect different types of work, required in different phases of product discovery -> development. Very happy for your feedback. ]]> Sun, 13 Apr 2014 13:28:16 GMT /slideshow/creatino-production/33469326 mandrezak@slideshare.net(mandrezak) Creation & Production combined - the power of connected worlds. mandrezak This talk at the fantastic Lean UX 2014 conference tried to show that we need to be explicit about the fact that along the way to creating great product very different types of work are involved. We need to acknowledge that fact and try to give each type of work the space it needs without constraining it in the wrong way. Especially, we need more explorative, opening work in the beginning, which brings with it a ll kinds of characteristics we are not used to, like non linearity, high level of uncertainty etc. At the very end, when offering the product, we require a production mindset, linearity and repeatability to scale the product. This explains some of the conflicts we hear and some of the contradictions we here in the world of product development. They are contradictions no longer once we start to realize that they reflect different types of work, required in different phases of product discovery -> development. Very happy for your feedback. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/productiondesignpub-140413132816-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This talk at the fantastic Lean UX 2014 conference tried to show that we need to be explicit about the fact that along the way to creating great product very different types of work are involved. We need to acknowledge that fact and try to give each type of work the space it needs without constraining it in the wrong way. Especially, we need more explorative, opening work in the beginning, which brings with it a ll kinds of characteristics we are not used to, like non linearity, high level of uncertainty etc. At the very end, when offering the product, we require a production mindset, linearity and repeatability to scale the product. This explains some of the conflicts we hear and some of the contradictions we here in the world of product development. They are contradictions no longer once we start to realize that they reflect different types of work, required in different phases of product discovery -> development. Very happy for your feedback.

Creation & Production combined - the power of connected worlds. from Markus Andrezak

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0 Enterprise Kanban /slideshow/enterprise-kanban-5947304/5947304 enterprisekanbanlong-101128065350-phpapp02
Presentation from LKBE2010, Antwerp, which was repeated at theatre play in zurich and at XP-Days Germany 2010, HH with great and kind support by Stefan Roock. For those who saw the play, the slides containing the tables are most interesting, as they contain the concepts that were developed during the play. Thanks for your attention and the great feedback!]]>
Presentation from LKBE2010, Antwerp, which was repeated at theatre play in zurich and at XP-Days Germany 2010, HH with great and kind support by Stefan Roock. For those who saw the play, the slides containing the tables are most interesting, as they contain the concepts that were developed during the play. Thanks for your attention and the great feedback!]]> Sun, 28 Nov 2010 06:53:39 GMT /slideshow/enterprise-kanban-5947304/5947304 mandrezak@slideshare.net(mandrezak) Enterprise Kanban mandrezak Presentation from LKBE2010, Antwerp, which was repeated at theatre play in zurich and at XP-Days Germany 2010, HH with great and kind support by Stefan Roock. For those who saw the play, the slides containing the tables are most interesting, as they contain the concepts that were developed during the play. Thanks for your attention and the great feedback! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/enterprisekanbanlong-101128065350-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Presentation from LKBE2010, Antwerp, which was repeated at theatre play in zurich and at XP-Days Germany 2010, HH with great and kind support by Stefan Roock. For those who saw the play, the slides containing the tables are most interesting, as they contain the concepts that were developed during the play. Thanks for your attention and the great feedback!

Enterprise Kanban from Markus Andrezak

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0 Ignite Kanban /slideshow/ignite-kanban/3313613 ignitekanban-100302035843-phpapp02
Watch a video of the presentation in ignite format at http://igniteshow.com/videos/why-and-how-kanban My presentation on the ups of Kanban regarding it's introduction in a standing organization. The Ups being: - an evolutionary approach where people can slowly migrate from what is to what should be in a self steered manner. - no revolution on day one, no committments (you might not be able to hold) on day one This was only a 5 minutes talk, so don't expects in depth news here :-) Sit back and enjoy anyway. Always happy for your questions! ]]>
Watch a video of the presentation in ignite format at http://igniteshow.com/videos/why-and-how-kanban My presentation on the ups of Kanban regarding it's introduction in a standing organization. The Ups being: - an evolutionary approach where people can slowly migrate from what is to what should be in a self steered manner. - no revolution on day one, no committments (you might not be able to hold) on day one This was only a 5 minutes talk, so don't expects in depth news here :-) Sit back and enjoy anyway. Always happy for your questions! ]]> Tue, 02 Mar 2010 03:58:36 GMT /slideshow/ignite-kanban/3313613 mandrezak@slideshare.net(mandrezak) Ignite Kanban mandrezak Watch a video of the presentation in ignite format at http://igniteshow.com/videos/why-and-how-kanban My presentation on the ups of Kanban regarding it's introduction in a standing organization. The Ups being: - an evolutionary approach where people can slowly migrate from what is to what should be in a self steered manner. - no revolution on day one, no committments (you might not be able to hold) on day one This was only a 5 minutes talk, so don't expects in depth news here :-) Sit back and enjoy anyway. Always happy for your questions! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ignitekanban-100302035843-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Watch a video of the presentation in ignite format at http://igniteshow.com/videos/why-and-how-kanban My presentation on the ups of Kanban regarding it's introduction in a standing organization. The Ups being: - an evolutionary approach where people can slowly migrate from what is to what should be in a self steered manner. - no revolution on day one, no committments (you might not be able to hold) on day one This was only a 5 minutes talk, so don't expects in depth news here :-) Sit back and enjoy anyway. Always happy for your questions!

Ignite Kanban from Markus Andrezak

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0 Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010 /slideshow/introduction-of-kanban-for-large-scale-maintenance-at-mobileinternational-gmbh-oop-2010/3046468 kanbaninternationaloopfinal-100201075421-phpapp02
Presentation on the introduction of Kanban as the Maintenance process for the mobile.international GmbH products. Key messages: Good, flexible agile process for maintenance. Suitable also for teams not that experienced in agile, as it picks up the teams where they are and leads to continous improvement and maturity. Great reduction of cycle and lead time in short time frame after introduction. ]]>
Presentation on the introduction of Kanban as the Maintenance process for the mobile.international GmbH products. Key messages: Good, flexible agile process for maintenance. Suitable also for teams not that experienced in agile, as it picks up the teams where they are and leads to continous improvement and maturity. Great reduction of cycle and lead time in short time frame after introduction. ]]> Mon, 01 Feb 2010 07:54:10 GMT /slideshow/introduction-of-kanban-for-large-scale-maintenance-at-mobileinternational-gmbh-oop-2010/3046468 mandrezak@slideshare.net(mandrezak) Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010 mandrezak Presentation on the introduction of Kanban as the Maintenance process for the mobile.international GmbH products. Key messages: Good, flexible agile process for maintenance. Suitable also for teams not that experienced in agile, as it picks up the teams where they are and leads to continous improvement and maturity. Great reduction of cycle and lead time in short time frame after introduction. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/kanbaninternationaloopfinal-100201075421-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Presentation on the introduction of Kanban as the Maintenance process for the mobile.international GmbH products. Key messages: Good, flexible agile process for maintenance. Suitable also for teams not that experienced in agile, as it picks up the teams where they are and leads to continous improvement and maturity. Great reduction of cycle and lead time in short time frame after introduction.

Introduction of Kanban for large scale maintenance at mobile.international GmbH / OOP 2010 from Markus Andrezak

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0 Journey Into Agile Land / Unsere Reise ins agile Land - Pecha Kucha /mandrezak/journey-into-agile-land-pecha-kucha journeytoagilelandnotext-100114154126-phpapp01
A Pecha Kucha on our Journey into the land of agile software development at mobile.international GmbH. This was presented at the XP-Days 2009 in Karlsruhe: http://www.xp-days.de by me. Watch the slidecast w/ german voice here: http://www.youtube.com/watch?v=IlK-2MrWvKI Basically it's the story of a product development department going from one large project mode in to a many projects delivering fast mode. Some pitfalls, which make good retarding moments in the drama, included. Of course, in the end we're all fine. Open to any questions on the context or presenting this at your place. ]]>
A Pecha Kucha on our Journey into the land of agile software development at mobile.international GmbH. This was presented at the XP-Days 2009 in Karlsruhe: http://www.xp-days.de by me. Watch the slidecast w/ german voice here: http://www.youtube.com/watch?v=IlK-2MrWvKI Basically it's the story of a product development department going from one large project mode in to a many projects delivering fast mode. Some pitfalls, which make good retarding moments in the drama, included. Of course, in the end we're all fine. Open to any questions on the context or presenting this at your place. ]]> Thu, 14 Jan 2010 15:41:18 GMT /mandrezak/journey-into-agile-land-pecha-kucha mandrezak@slideshare.net(mandrezak) Journey Into Agile Land / Unsere Reise ins agile Land - Pecha Kucha mandrezak A Pecha Kucha on our Journey into the land of agile software development at mobile.international GmbH. This was presented at the XP-Days 2009 in Karlsruhe: http://www.xp-days.de by me. Watch the slidecast w/ german voice here: http://www.youtube.com/watch?v=IlK-2MrWvKI Basically it's the story of a product development department going from one large project mode in to a many projects delivering fast mode. Some pitfalls, which make good retarding moments in the drama, included. Of course, in the end we're all fine. Open to any questions on the context or presenting this at your place. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/journeytoagilelandnotext-100114154126-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> A Pecha Kucha on our Journey into the land of agile software development at mobile.international GmbH. This was presented at the XP-Days 2009 in Karlsruhe: http://www.xp-days.de by me. Watch the slidecast w/ german voice here: http://www.youtube.com/watch?v=IlK-2MrWvKI Basically it's the story of a product development department going from one large project mode in to a many projects delivering fast mode. Some pitfalls, which make good retarding moments in the drama, included. Of course, in the end we're all fine. Open to any questions on the context or presenting this at your place.

Journey Into Agile Land / Unsere Reise ins agile Land - Pecha Kucha from Markus Andrezak

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0 Scrum-Einführung bei mobile.de https://de.slideshare.net/slideshow/scrumeinfhrung-bei-mobilede/2880916 vorschauvonseacon2009final-100110174825-phpapp01
Description on how we introduced Scrum at mobile.de across the whole organization, including a Meta-Scrum w/ the Management Team. The introduction took place after a migration of the platform from perl to java. This led to a feature jam, which we could only get rid of by introducing something fundamentally different. Further, we were in a situation, where we needed to change from a single-large-project to a lots of concurrent-projects organization. Even though we strugggled, we managed to get the first 12 projects done in time and budget. The presentation describes how we introduced Scrum and describes some observations.]]>
Description on how we introduced Scrum at mobile.de across the whole organization, including a Meta-Scrum w/ the Management Team. The introduction took place after a migration of the platform from perl to java. This led to a feature jam, which we could only get rid of by introducing something fundamentally different. Further, we were in a situation, where we needed to change from a single-large-project to a lots of concurrent-projects organization. Even though we strugggled, we managed to get the first 12 projects done in time and budget. The presentation describes how we introduced Scrum and describes some observations.]]> Sun, 10 Jan 2010 17:46:02 GMT https://de.slideshare.net/slideshow/scrumeinfhrung-bei-mobilede/2880916 mandrezak@slideshare.net(mandrezak) Scrum-Einführung bei mobile.de mandrezak Description on how we introduced Scrum at mobile.de across the whole organization, including a Meta-Scrum w/ the Management Team. The introduction took place after a migration of the platform from perl to java. This led to a feature jam, which we could only get rid of by introducing something fundamentally different. Further, we were in a situation, where we needed to change from a single-large-project to a lots of concurrent-projects organization. Even though we strugggled, we managed to get the first 12 projects done in time and budget. The presentation describes how we introduced Scrum and describes some observations. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/vorschauvonseacon2009final-100110174825-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Description on how we introduced Scrum at mobile.de across the whole organization, including a Meta-Scrum w/ the Management Team. The introduction took place after a migration of the platform from perl to java. This led to a feature jam, which we could only get rid of by introducing something fundamentally different. Further, we were in a situation, where we needed to change from a single-large-project to a lots of concurrent-projects organization. Even though we strugggled, we managed to get the first 12 projects done in time and budget. The presentation describes how we introduced Scrum and describes some observations.

from Markus Andrezak

]]> 1347 14 https://cdn.slidesharecdn.com/ss_thumbnails/vorschauvonseacon2009final-100110174825-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

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0 https://cdn.slidesharecdn.com/profile-photo-mandrezak-48x48.jpg?cb=1546686034 I have been leading projects in very diverse contexts from medium sized companies to global enterprises. Since more than a decade I am solidly delivering products with a huge user basis and load in the internet. In the past years I have been concentrating on delivering through agile and lean processes and transforming companies towards that philosophie. Besides that I love sharing experiences through talks on multiple conferences. Specialties: agile and lean product development processes, technology management, Kanban, translating business scenarios into technical products www.ueberproduct.de https://cdn.slidesharecdn.com/ss_thumbnails/integrateeverything-141218074423-conversion-gate02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/integrate-everything-know-everything/42832936 Integrate everything -... https://cdn.slidesharecdn.com/ss_thumbnails/leanpeople-141116123232-conversion-gate02-thumbnail.jpg?width=320&height=320&fit=bounds mandrezak/lean-is-for-the-people Lean product is for th... https://cdn.slidesharecdn.com/ss_thumbnails/solutionismpub-140510050534-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/risk-of-solutionism-in-the-iot-is-squared-to/34510402 Risk of Solutionism in...