Lean Enterprise: How High Performance Organizations Innovate at Scale
The purpose of the OMTM is to gain objective evidence that the changes we are making to our product are having a measurable impact on the behavior of our customers. Ultimately we are seeking to understand: Are we making progress (the what)? What caused the change (the why)? How do we improve (the how)?
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
There are some important rules to follow when implementing the strangler pattern:
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
The actual number used to prioritize features is known as cost of delay divided by duration (or “CD3”). It is calculated as cost of delay for a feature divided by the amount of time we estimate it will take to develop and deliver that feature. This takes into account the fact that we have limited people and resources available to complete work, and
... See moreJoanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Remember, metrics are meant to hurt — not to make us feel like we are winning. They must be actionable and trigger a change in our behavior or understanding.
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Our mindset is particularly important in terms of our attitude to failure. People with a fixed mindset fear failure as they believe it makes their innate limitations visible to others, whereas those with a growth mindset are less risk averse by seeing failure as an opportunity to learn and develop new skills.
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
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Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
Does your organization send out an anonymous survey (at least annually) to measure job satisfaction and other indicators of culture? Are aggregated results published to estimate progress towards targets for job satisfaction, diversity, and real cultural change? Are the results discussed and acted upon? What happens when something goes wrong? Is
... See moreJoanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
An essential element of Amazon’s strategy was the link between the organizational structure of a 2PT and the architectural approach of a service-oriented architecture.
Joanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
The key to the Principle of Mission is to create alignment and enable autonomy by setting out clear, high-level target conditions with an agreed time frame — which gets smaller under conditions of greater uncertainty — and then leaving the details of how to achieve the conditions to teams.