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A deeper look into Alcoa’s story reveals that not only was it a story of cooperation and transformation but also of exhibiting all four parts of Deming’s System of Profound Knowledge: the theory of knowledge as opportunities were identified and converted into nuggets of knowledge, variation to measure what they were learning, human psychology to un
... See moreJohn Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future
To recap, in order to optimize for the fast flow of safe value end-to-end, have multidisciplinary long-lived teams on long-lived products on long-lived value streams.
Jonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Software Architecture in Practice, 4th Edition
learning.oreilly.com
Each year, it took longer and longer to ship features to customers, and the risk of even small changes causing major problems kept growing. In 1998, developers could make changes and deploy them immediately. By 2004, pushing code changes into production required hours, even days, to be deployed.39 Teams were no longer able to solve Layer 1 problems
... See moreSteven Spear • Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification
tracked—and then revised or adapted as circumstances dictate.
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
We learned that understanding our work is the key to controlling it.
Tonianne DeMaria Barry • Personal Kanban: Mapping Work | Navigating Life
many practice groups continue to maintain expertise-based approaches to running their affairs when their marketplace is probably closer to the efficiency stage.