Sublime

CORE LOOPS OF KEY…

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With an internal startup team, the sequence of accountability is the same: build an ideal model of the desired disruption that is based on customer archetypes, launch a minimum viable product to establish a baseline, and then attempt to tune the engine to get it closer to the ideal.

To sense if the experiments are moving you in the right direction, you first need to be able to “see” and measure your current system of work. You need to know your starting points. Here we refer again to Dan Terhorst-North’s “visualize, stabilize, optimize.” You first need to be able to visualize steps in a value stream from left to right. You

Right-first-time and Just-in-time over Working software over comprehensive documentation

Wilke’s secret to success? A culture of operational excellence—built on lean manufacturing, statistical process control, the theory of constraints, and purpose-built software.‡ Lean manufacturing, of course, came from the Toyota Way, the fusion of Deming’s and Japan’s “East meets West” ideas and practices. Statistical process control, too, comes

The key to pursuing speed and adaptability at the same time is to view software technology as a continuously evolving asset, instead of something that is built once and then maintained.

the common issue across all situations is creating conditions in which people’s ingenuity can be liberated for its best possible use.

Today, leaders wait until there’s a problem before they fix it. This approach must be replaced with a process of continuous learning, continuous improvement, continuous adaptation, and continuous change.