Lean Enterprise: How High Performance Organizations Innovate at Scale

A3 Thinking is a logical problem-solving tool to capture critical information and define the focus and constraints of the team. Later, it becomes a measure to test our outcomes against. An A3 report (so called because it fits on a piece of A3-size paper), composed of seven elements, embodies the Plan-Do-Check-Act cycle of experimentation:

Systems rearchitecture should not be done as a large program of work funded from the capital budget. It should be a continuous activity that happens as part of the product development process.

There are some important rules to follow when implementing the strangler pattern:

Despite the name, continuous delivery is not about deploying to production multiple times a day. The goal of continuous delivery is to make it safe and economic to work in small batches. This in turn leads to shorter lead times, higher quality, and lower costs. It’s for these reasons that the HP FutureSmart team rearchitected their firmware from sc

In his revolutionary work Pedagogy of the Oppressed, published in 1970, Paulo Freire describes what is still the dominant model of teaching today. In this model, students are viewed as empty “bank accounts” to be filled with knowledge by teachers — not as participants who have a say in what and how they learn. This model is not designed to enable s

The paradox is that when managers focus on productivity, long-term improvements are rarely made. On the other hand, when managers focus on quality, productivity improves continuously. John Seddon

Enterprises must ensure they have a pipeline of new ideas to provide the basis for growth in future years. Effective enterprise portfolio management requires that we create and apply an economic model to balance investments across all three horizons. For further reading on portfolio management, we recommend Geoffrey Moore’s Escape Velocity: Free Yo

The team grasps the current condition and establishes a target condition together. However, in the planning phase the team does not plan how to move to the target condition. In the Improvement Kata, people doing the work strive to achieve the target condition by performing a series of experiments, not by following a plan.

The best way to achieve the objectives of good GRC is by embedding compliance and risk management into the daily activities of product teams, including systems and UX design and testing. As organizations move away from the command and control paradigm and GRC teams adopt a collaborative approach to risk management, we begin to value them as trusted