Using lean startup model to foster Agile adoption in multinational organizations
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The document discusses the application of lean startup principles to promote agile practices within multinational organizations. It emphasizes the role of entrepreneurs in driving innovation and validated learning through a structured feedback loop. Additionally, it showcases problem-solving strategies and the importance of collaboration between teams to enhance delivery quality.
Using lean startup model to foster Agile adoption in multinational organizations
- 1. Using Lean Startup thinking to foster agile adoption in multinational organizations … and more. Angel Diaz-Maroto @adiazmarto adiazmaroto@agilar.org
- 2. HELLO! 2
- 4. What do I do for living? IT Methodology specialist, Agile & Lean coach, Agile & Lean champion, Agile & Lean consultant, Agile & Lean Mentor, Agile & Lean big brother, A necessary waste because there are some people whose job is to generate waste…. other … Let’s go Agile being Lean!!
- 5. “Entrepreneurs are everywhere ... The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty.” Eric Ries 5
- 6. I am an entrepreneur! Running a Start-Up that hopefully can scale!! *Please visit Lean Startup 4 Change (Jeff Anderson) 6
- 7. ING RBI Agile Expert Group Visit http://www.ing.com/ 7
- 8. BU’s Position regarding Agile Curious Not interested Want to try Already tried and failed Scaling 8
- 9. Developing lean entrepreneurship using Lean Start-up principles
- 10. P1. Entrepreneurs are everywhere We are a community of entrepreneurs. Target Business Unit Define Inception value Co-Create value Entrepreneurs Spread value locally (BML cycle) 10
- 11. P2. Entrepreneurship is management Appoint entrepreneurs & entrepreneurial skills. Seekers People Curious Providers Trying to succeed with similar products in complex environments. 11
- 12. P3. Validated learning Validate frequently & share that learning. Entrepreneur Business Expert group Hypothesis Unit to validate “Leap” Co-create Experiment hypothesis assumptions Experiment Collaboration & support Validated learning knowledge base Share results Learn Measure Engine Validated Metrics learning Suggest action 12
- 13. P4. Build-Measure-Learn Create a local BML gear & accelerate feedback loop Experiment Learn from Evaluate people Assumptions 13
- 14. P5. Innovation accounting Analyze pulled cultural switches. Hypothesis/ Assumption Learn Build Pivot or Experiment persevere Pulled *Minimum Viable cultural *MVI Implementation switch Don’t focus on practices but in pulling cultural Measure switches. behaviors 14
- 15. A3 problem solving like experiment Sheet example • BU: Spain • Hypothesis o Problem: Poor Quality on CRs Delivery, current quality initiatives in IT and PMO are not leading to the expected results o Target cause (*from root cause analysis): IT and PM are not working as a team to solve quality issues o Assumptions: kaizen events (pivoted) & retrospectives can help • Experiment: o Run retrospectives bi-weekly with PM+IT people, perform a retrospective workshop so they can do it themselves. • Start date: o 10/10/2010 Duration: 2 months • Validated Learning: o PMs understand IT concerns such as stability on prioritization. o Teams serf-organize for running retrospectives o Top management got involved in retrospectives • Pivot or Persevere o Team 3 of 4 teams decide to keep performing PM+IT retrospectives o PM+IT Teams agreed that should become multidisciplinary teams o Teams agreed to help others performing retrospectives. 15
- 17. Peer review 17
- 18. Thanks!! 18