A thought from a thread that Al S. started.
A craftsman knows how to use the right tool applied to the appropriate task. My grandfather was a master carpenter. He built hundreds of homes and also furniture and renovations. He possessed a garage full of all kinds of tools and hardware. Even many of a class of tools. Different types of hammers and saws and glue and nails and screws. His customers did not purchase his garage nor his tools. They were buying a finished product. A house. A table. A newly remodeled bathroom or kitchen. The product of, the intersection of the craftsman and tools, is where the value is captured and delivered.Read the rest of this entry »
It has been said that “Value is in the eye of the beholder.” Our perceptions drive our understanding of value, according to psychologists, and perhaps marketers. What makes great marketing at a company and positive sales can also have a negative effect on the product development organization itself. A double-edged sword of sorts, as humans and our perceptions, assumptions, and emotions travel with us to work. Long after that impulse purchase of the latest iPhone or other gadgets we are still creatures of habit.
The same behaviors that make us vulnerable to marketing manipulation also make product development companies vulnerable to diminished truth and performance in execution. The reality is that we are navigating complex adaptive systems (CAS) within systems. The system (organization) we work within, the product (a system), our team (a system), and ourselves (a system). The causes and effects of movement or change in and around the systems are where we must build discipline, manage assumptions, and rationalize, validate (/in-) through experiments. These validations become part of our imprint, our perceptions, or mental models (schemas). But what if our rationalization or validation was incorrect? Our experiment flawed. How would you know?
This is an organizational aspect too. The organization is the symbiosis of its people and their behavior and mental models.
For example, what is the value of a spare tire when you are purchasing a new car?
Does the spare tire affect the decision-making process of buying the car? What about the price of an average spare tire ($30-$100) and its effect on the decision-making process to buy a car? Read the rest of this entry »
Lot’s of instructors will tell you about the common escape clause for Scrum, “Scrum Is Simple but Not Easy.” I read another article that makes a much more valid point, “Scrum is easy, people are hard.” The latter diving into how people learn and more importantly, how they change. Or not.
Any two-day course is only the beginning. In two days, you are getting exposed to a breadth of knowledge about Scrum. If you are lucky enough to learn Scrum from a provider that includes Bowman’s Back of the Room and/or Gamification techniques then you will also be exposed to a surface level experience of how Scrum is intended to work.
SAFe® The Evidence Series #1
Check out the amazing things that high performance, motivated teams can do. This is business agility and Lean-Agile culture at its best. The transformation of my client’s organization is amazing. We are using Lean, Agile, Scrum, Kanban (and systems thinking), SAFe®, OrgMindset®, and other tools to inspire and persuade a positive change in culture at the FAA-ESC.
It is hard work, but it is worth every minute of it. It isn’t perfect, but the results are significant and measurable. The “why” was a burning platform. Now, just a few PI’s later, it is a thriving platform. We focus on the goals, not the tools to achieve positive business outcomes.
Congratulations to Team Armada for winning the “Relentless Improvers” innovation football for PI6.
Big kudos to John Wiese and his team for putting together an awe-inspiring PI System Demo.
Special thanks to the FAA-ESC, John Wiese, and teams for providing permission to publish the video under the safe harbor notice/policy. Also, special thanks to Matt Taylor for sharing a different video perspective as a content contributor.
#SAFe #Agile #Culture #OrgMindset #BigLakeSoftware
Bill, Chris, John, Patty, and Wes walk into a bar to fret over the demise of their accomplishments…
If only they had conceived that constraints also exist outside of the IT manufacturing system.
All they accomplished was to build a faster, more reliable and better handling car for Steve to drive like he stole it. Steve’s behavior didn’t change, nor did the culture. The culture changed in the part but not the whole. Read the rest of this entry »
Aside Posted on
“Every time we let Brent fix something that none of us can replicate, Brent gets a little smarter, and the entire system gets dumber.” – The Phoenix Project
And yet organizations continue using this fallacious hero PERSON OR TEAM mental model filled with poor assumptions and more than a few negative biases. Why?
Because it is too hard to change?
Costs too much?
Ever notice how people know how much things cost when it’s something they don’t want to do? But when it comes time to estimate a change that the customer wants “it’s nigh impossible to estimate?”
This works the same way when changing a culture.
#orgmindset #change #systemsthinking #SAFe #DEVOPS #waysofthinking
Video Posted on
Interesting conversation in the latest orgmindset podcast with Alex and Andrew. In this Coaching Tip I expand on a topic they discussed regarding organizational anti-patterns.
*my coaching videos are unscripted and unedited. Apologies for my ugly mug. This particular video was done in one take. Some, I’ve redone a few times because I said something incredibly amazing, but didn’t want to share. I don’t have time to retake videos. I’d prefer to get something good down and post the content. 🙂