Lean Enterprise: How High Performance Organizations Innovate at Scale

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So the speed with which new software can be deployed and tested is a clear competitive advantage. Engineering practices should support this. A central one named here is continuous delivery.


The team must prioritize keeping the system in a deployable state over doing new work. Rather it should be up to the teams within the program to decicde how they will achieve those results. This is critical for two reasons: - The initial solutions we come up with are unlikely to be the best - Organizations can only move fast at scale when the people building the solutions have a deep understanding of both user needs and business strategy and come up with their own ideas. A program product portfolio level backlog is not an effective way to drive these behaviours.

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A concrete technique to be used here instead of feature backlogs on program level is impact mapping. Impact mapping always begins with a program-level target condition.

The Lean Enterprise: How Corporations Can Innovate Like Startups (FULL)

Then it works its way down to first identify all relevant stakeholders, describes possible ways how stakeholders could help and only then proposes options how to achieve the target conditions. Moving away from requirements towards hypotheses is key to successful user research. We will know we are successful when we see this signal from the market. No major new development work should be undertaken before a hypothesis has been created so it can be determined if the work delivered the expected value.

The last part of the book speaks about how to implement lean thinking in your organization. It touches on some interesting areas like how accounting influences product development and how to deal with regulatory requirements. The single most important idea from the last paragraph for me however was the idea about the right mindeset. The authors divide between a fixed mindset and a growth mindset.

Lean Enterprise: How High Performance Organizations Innovate - Yonder

A fixed mindset is characterized by an attitude of avoiding challenges , easily giving up on obstacles , ignorant or in fear of feedback and threatened by the success of others. While a growth mindset embraces challenges , grows with the effort needed , learns from feedback and finds inspiration in the success of others. Achieving a growth mindset within the organization is key to a lot of ways of thinking and working presented in the book.

And there even seems to be evidence on how such a mindset can be created:.

Move Fast at Scale

If, incontrast, we praise and reward people for their ability to deploy their existing skills, we create a fixed mindset. For me, the concepts in the book make great sense. Florian is a co-founder and CTO at eGym, a company in the fitness space. Many of the views and opinions on this blog have been shaped by the last years in my job as CTO and encouters with all the different aspects of technology and business.

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Lean Enterprise by Humble, Molesky & O’Reilly: how to innovate at scale

Structure of the book and the review The authors split their book into four parts. This will expose any problems you may have, and create a ripple effect that changes behaviour over time. You can apply a hypothesis approach to the mission of a whole business just as easily as you can to a sprint story. However, you have to start the transformation of your business by looking at yourself, and not other people.

A simple change is to become a better leader by asking better questions rather than trying to come up with better answers. I've been in the digital industry for over 10 years and have worked across small and large charities, as well as my own freelance projects. I am now Director of Digital at the sector leading creative agency William Joseph. Having been at Cancer Research UK for the last four years, I have been able to work on high volume, high profile campaigns such as Race for Life, Dryathlon and the much-quoted nomakeupselfie.

I'm always excited to work with other organisations, share expertise and swap cat gifs. He began his career at a startup, and then spent 10 years at ThoughtWorks, building products and consulting.

  2. Breath.
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Joanne Molesky is a Principal Consultant with ThoughtWorks, where she works on internal IT Risk and Compliance, and provides consulting services to clients in the area of continuous delivery and process improvement, particularly as it applies to controls, risk, and compliance. Barry O'Reilly works with leading global organizations on continuous improvement using lean and agile practices and principles. He has been an entrepreneur, employee, and consultant.

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After several startups, his focus shifted towards the enterprise where he has explored the intersection of business model innovation, product development, organizational design and culture transformation. Traction Get a Grip on Your Business. Lean For Dummies For Dummies.

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