Lean agile for leaders (1)
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Scott Downs has worked in banking and consulting in many cities around the world. He has faced challenges in helping organizations streamline complex processes, manage local vs global operations, and move faster. Originally, he worked with leadership principles focused on the leader having control and accountability. However, he learned that the most successful organizations learn and adapt the fastest by being close to customers, tapping employee insights, and working in short cycles to constantly deliver value. At Temenos, he sees the importance of trust, humility, sharing truths, and including everyone to collectively learn and create through Agile and Lean principles.
Lean agile for leaders (1)
- 2. Scott Downs Vice President Enterprise Agility Advisory Temenos+Agility One person’s journey toward Lean-Agile
- 3. Where have I come from? ❖ New York ❖ Chicago ❖ Tokyo ❖ London ❖ JPMorgan ❖ Citibank ❖ PA Consulting ❖ Capco ❖ Axialent ❖ nowhere
- 4. What kind of work have I done? ❖ Banker ❖ Chief operating officer ❖ Consultant ❖ Entrepreneur ❖ Helping leaders plan and execute a strategy
- 5. What challenges did we face? ❖ How to become an investment bank ❖ How to weave technology and people ❖ How to streamline complex processes ❖ How to manage the balance of local and global ❖ How to to disrupt competitors ❖ How to focus on both customer and product ❖ How to move faster
- 6. What leadership principles did I work with? ❖ The leader’s job was to have a strategy and a plan ❖ The leader’s job was to see accurately far ahead ❖ We could help make the plan, but the leader was ultimately responsible ❖ The leader knows best ❖ The leader’s job is to control and direct
- 7. What leadership principles did I work with? continued… ❖ Success depended on setting medium-term goals and achieving them ❖ Success depends on locking people into their medium-term goals – that’s accountability! ❖ People’s most important relationship is with their boss ❖ Key values: foresight and control
- 8. How did we do? It seemed very hard to make progress We felt overwhelmed by complexity Sometimes we succeeded long-term … sometimes not so much Almost all the organisations are radically changed We pretended we knew the answers, but we almost never did
- 9. What have I learned? The most successful organisations are the ones who learn and change the fastest ❖ Being close to the customer ❖ Tapping the skills and insights of people ❖ … who do the work… ❖ … who know the customers … ❖ … and the products first hand ❖ Being intentional learners
- 10. Enter Lean and Agile ❖ Cadence for working in short cycles ❖ Having a big vision … and … ❖ Delivering fast in small increments ❖ Constantly delivering value ❖ Learning fast, adapting fast - with the customer ❖ Releasing the creative power of great teams … ❖ Always getting better
- 11. Cadence and process are important… and … bringing them to life requires a new way of being with people
- 12. Enter Temenos ❖ Creating and holding safe containers ❖ Trusting each other ❖ Sharing deep truths ❖ Being humble and vulnerable ❖ Learning and co-creating together ❖ Including everyone
- 13. A new way of leading ❖ No heroic leader can predict the future ❖ We need collective wisdom and learning ❖ We need patterns that help us deliver fast, learn fast ❖ These patterns only work when we value people ❖ This way is great humanity … and great business!