Resilient change, Lean Kanban Netherlands Oct2012
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Many lean-agile teams are being challenged in their growth path. They are not able to grasp the emergent opportunities that are presented by a changing environment and they cannot overcome the barriers to get to the next level of performance.In this interactive presentation, lean-agile practitioners will learn how resiliency thinking can bring them to the next level. Resilience is the ability to survive, adapt, and even grow amidst disruption. It is the capacity to absorb disturbance without losing (team) identity. While resilience models have been mainly developed n socio-ecological research, we will show how they can drastically enhance lean-agile thinking. We will show how to analyze a team from a resilience perspective using the panarchy model and its adaptive cycles; and we will demonstrate how to improve resiliency through modularity, diversity, and translational leadership. Participant will leave the session with the insights to bounce back from disruptions.
Resilient change, Lean Kanban Netherlands Oct2012
- 1. Resilient Change How to bounce back from disruption in your lean-agile transformation Lean Kanban Netherlands Utrecht, October 2012 1 © Patrick Steyaert, 2012 Resilienct change
- 2. 2 Evolutionary change Resilience © Patrick Steyaert, 2012 Resilienct change
- 3. The collapse of the northern cod of 3 newfoundland © Patrick Steyaert, 2012 Resilienct change
- 4. Scientific management based on Optimization #fail 4  Quantification leading to Catch per Unit of Effort unwanted outcomes  Treating the environment as unvarying Stock abundance  Narrow focus  One-size-fits-all Total allowable catch © Patrick Steyaert, 2012
- 5. The optimization mindset in action… 5 Practitioner … big push change initiatives PMO SEPG Quality management © Patrick Steyaert, 2012 Resilienct change
- 6. Creating pull – start small, end big 6 Disruptions Measured capability Capability Desired capability Small push Current capability Large pull Time Opportunities © Patrick Steyaert, 2012 Resilienct change
- 7. Resilience thinking 7 Resilience is the capacity of a system to absorb disturbance while undergoing change and still retain essentially the same function, structure, identity, and feedbacks. © Patrick Steyaert, 2012 Resilienct change
- 8. Resilience in a lean/agile team 8 Modularity Big batch development User valued increments Diversity Prioritization Classes of service Leadership Targets and KPIs Improvement and coaching Kata © Patrick Steyaert, 2012 Resilienct change
- 9. The complexity of socio- technological systems  Regimes 9  Dynamic balance  Different scales © Patrick Steyaert, 2012 Resilienct change
- 10. The collapse of the northern cod of 10 newfoundland 1992 1977 1950 Start of 200 mile exclusive zone Start of Commercial Moratorium due to partial collapse fishing Abundant fish Abundant Subsistence catch fishing Quotas Near Overfishing by extinction international fishers Fisheries management Moratorium © Patrick Steyaert, 2012 Resilienct change
- 11. Regimes (aka Domains of attraction) 11 Desirable regime Current regime Feedback loops prevent us from moving to a new regime! © Patrick Steyaert, 2012 Resilienct change
- 12. Deep kanban Shallow kanban Water scrum Lean start-up Lean/Agile regimes © Patrick Steyaert, 2012 Resilienct change
- 13. Feedback loops 13 We have a bad history of People do not believe Change initiative fail change change is possible We have long lead Many loopbacks at Spend more time in the times then end of projects beginning © Patrick Steyaert, 2012 Resilienct change
- 14. Lessons for change 14 Changing feedback loops Changing people © Patrick Steyaert, 2012 Resilienct change
- 15. Lessons for change 15 Thinking it terms of practices Thinking it terms of regimes © Patrick Steyaert, 2012 Resilienct change
- 16. Dynamic balance 16 Growth Potential Renewal Connectedness © Patrick Steyaert, 2012 Resilienct change
- 17. Lessons for change 17 Front-loop Adaptive cycle © Patrick Steyaert, 2012 Resilienct change
- 18. 18 Scale matters Mathematics Reality School of cod Scotian shelf Arctic ocean © Patrick Steyaert, 2012 Resilienct change
- 19. Lessons for change 19 System Value stream Organization/V Delivering value streams Largest-scale alue stream Programme/C From idea to implementation Large-scale apability Team/Feature From commitment to delivery Smaller-scale © Patrick Steyaert, 2012 Resilienct change
- 20. Resilient change 20 Resilience is the capacity of a system to absorb disturbance while undergoing change and still retain essentially the same function, structure, identity, and feedbacks. • Modularity • Regimes • Diversity • Dynamic balance • Leadership • Scales © Patrick Steyaert, 2012 Resilienct change
- 21. Break out of the undesirable regime 21 Desirable Regime Current Regime Or you end up here © Patrick Steyaert, 2012 Lean Programme Transformation
- 22. Resilient Change 22 assessment  What: Assessment questionnaire based on resilience thinking  Purpose: Making sense of the lean/agile regimes in your organization  Approach  Broad survey based on questionnaire  Narrative research © Patrick Steyaert, 2012 Resilienct change
- 23. Assessment  Business environment  Change in the environment, damage, friendly partners, response to change 23  Project/programme  Lead times, loopbacks, leadership, learning  Team/Feature  Visualization, WIP, flow, policies, feedback, collaborative improvement © Patrick Steyaert, 2012 Resilienct change
- 24. 24 We need you We are looking for pilots  If you are interested tweet: @Resilient8net © Patrick Steyaert, 2012 Resilienct change
- 25. Thank You patrick.steyaert@okaloa.com wim.bollen@ductu.be info@resilientchange.net © Patrick Steyaert, 2012 Resilienct change
Editor's Notes
- #3: I am as curious as I hope you are. Bring together two things that interest me a lot. One is evolutionary change with kanban and the other is resilience.In the process we will show how concepts that have been developed in the management of socio-ecological systems to the management of socio-technological systems (the world we live and work in).This may sound very conceptual. However, I do hope to be able to provide a set of concepts that help you make better sense of the change processes that you are going through or you will be going through in the future.Jasper storyJeff story
- #4: In 1992 the Canadian government declared a moratorium on the Northern Cod fishery. After a 500 year tradition on abundant cod, the fish stock abruptly collapsed to near extinction level following the overfishing since the late 50s and an earlier partial collapse in the 70s. Considering the importance of the cod fishery to the livelihood of Canada’s coastal communities, and the Northern Cod’s initial abundance in the region, the commercial extinction of the northern cod – from which to this day it has not recovered – is nothing short of shocking.The collapse can be considered a surprise. By 1976 it was abundantly clear that the northern cod was overfished due to unbridled foreign fishing and that Canada had to undertake a rebuilding process. As a countermeasure, Canada declared a 200-mile exclusive fisheries zone. Foreign fishing was phased out and the federal government developed a science-based system of fisheries management. The concept of total allowable catch remained the key management tactic, but a more modest fishing mortality target replaced the MSY as the standard for calculating quotas. Under this new target, roughly 18% of exploitable cod biomass would be harvested annually, providing, it was believed, a buffer against stock assessment errors and enforcement deficiencies and a rather rapid buildup of stocks. A period of cautious and incautious optimism ensued, fueled by signs of a rebound in the fish stocks and fairly consistent scientific stock assessments that led to projections of even higher catches in the future. Why then the commercial extinction of the northern cod in 1992?
- #5: Good example of our failure to manage complex systems.While politics was the root of much of the issue, one of the more crucial parts of the state's mismanagement was played by scientific miscalculation of the cod stocks and their ability to regenerate. Management of a resource is an extremely complex task, with a multitude of interests, perspectives, and sources of information to take into account; when knowledge regarding the resource is limited, or clouded by imprecision, the task of managing it becomes even more difficult. The management of fisheries is associated with an especially high degree of uncertainty due to problems inherent in the nature of the resource. Newfoundland’s cod fisheries were no exception: an imperfect understanding of the ocean ecosystem; technical and environmental challenges associated with observation techniques, which led to incomplete data on the resource (the cod); and the naturally high levels of variability in the population due to dynamic environmental factors (such as ocean temperature) combined to make it arduous to discern the effects of exploitation.[11] Unfortunately, this led to predictions about the cod stock that were mired in uncertainty, making it more difficult for the government to choose the appropriate course of action.Commercial Catch Per Unit Effort (CPUE) bedeviled the cod. CPUE data are used to calibrate and fine tune stock assessments from which total allowable catch is set. It seemed reasonable to scientists that catch rates and total stock abundance are related in a linear fashion.
- #6: Leading to:Quantification leading to unwanted outcomesTreating the environment as unvaryingNarrow focusOne-size-fits-all
- #8: From socio-ecological system -> socio-technological systems
- #11: Analysis of the situation
- #12: Analysis of the situation