Lean Enterprise: How High Performance Organizations Innovate at Scale
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Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
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
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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
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
The survey also set out to examine the cultural factors that influenced organizational performance. The most important of these turned out to be whether people were satisfied with their jobs, based on the extent to which they agreed with the following statements (which are strongly reminiscent of the reaction of the NUMMI workers who were introduce
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Questions for readers: What happens at your organization when a substantial amount of effort has been invested in an idea that turns out to provide little value to users or the organization, or even to make things worse? Have the expected customer outcomes for the features you are working on been quantified? Do you have a way to measure the actual
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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
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First, starting small with a cross-functional team and gradually growing the capability of the product, while delivering value iteratively and incrementally, is an extremely effective way to mitigate the risks of replacing high-visibility systems, while simultaneously growing a high-performance culture. It provides a faster return on investment, su
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Forget “big bang” launches Play it safe:
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
We separate out several concerns which can each be addressed independently at the correct level of the organization: What is the economic metric we are trying to optimize? (Remember the One Metric That Matters from Chapter 4.) Communicating this metric is the responsibility of leadership. What is the impact on this metric of delaying each piece of
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Should they pursue alignment first, or try to improve their ability to execute? The data shows that companies whose IT capabilities were poor achieve worse results when they pursue alignment with business priorities before execution, even when they put significant additional investment into aligned work. In contrast, companies whose engineering tea
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