This document discusses applying lean and agile mindsets. It introduces Eduardo Nofuentes and Catherine Russell as lean and agile coaches. Attendees are asked to think of an issue or process to use as a scenario for the workshop. The document then discusses agile principles from the Agile Manifesto, lean culture principles including eliminating waste and continuous improvement, and brave leadership qualities for agile transformations. Attendees are prompted with questions to apply these concepts to their scenario using tools like the improvement kata and A3 template.

1. APPLYING LEAN & AGILE
MINDSETS
1 S T C O N F E R E N C E 2 0 1 7
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2. THANK YOU 1st CONFERENCE
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3. ABOUT US
EDUARDO
NOFUENTES
Lean and Agile Coach
| Founder @ The Agile
Contact Centre |
Founding Partner @
The Agile Eleven
CAT
RUSSELL
Lean and Agile Coach
@ The Agile Eleven
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4. YOUR SCENARIO
Q: Think about an issue, challenge, process, team, project you would like
to use as your scenario for the workshop.
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5. ag-ile
adjective
“the ability to move quickly and easily”
WHAT IS AGILE?
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6. “We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we
value the items on the left more.”
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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7. “We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we
value the items on the left more.”
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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8. “We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
THE AGILE MANIFESTO (2001)
That is, while there is value in the items on the right, we
value the items on the left more.”
Individual and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
working
Outcomes
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9. AGILE VALUES
Q: Which of the values are not being shown in your chosen scenario?
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10. AGILE IS A MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals - Collaboration
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland
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11. AGILE BEHAVIOURS
Q: Which of the key behaviours are not being shown in your chosen
scenario?
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12. THE PRINCIPLES BEHIND AGILE
• Our highest priority is to satisfy the customer.
• Deliver outcomes frequently.
• Business people must work together daily throughout the project.
• Build projects around motivated individuals.
• The most efficient and effective method of communication is face-to-
face.
• Outcomes are the primary measure of progress.
• Agile processes promote sustainable development.
• Simplicity is essential.
• The best outcomes emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
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13. AGILE PRINCIPLES
Q: Which of the principles are not being shown in your chosen scenario?
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14. THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ
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15. True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL
AGILITY
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16. True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL
AGILITY
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17. We must shift the focus of
companies back to the
customer and away from
shareholder value.
Companies should place
customers at the center of
the firm and focus on
delighting them, while
earning an acceptable
return for shareholders.
“the only valid purpose of a firm is to create a customer ” Peter Drucker
TRUE CUSTOMER FOCUS: THE SHAREHOLDER VALUE TRAP
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18. Use a Systems
Thinking or a
Design Thinking
approach to the
way you structure
your teams and
organisations
starting with the
customer first
TRUE CUSTOMER FOCUS: DEPARTMENTAL SILOS
“To manage an organisation as a system means understanding how work
flows from and to the organisation’s customers.” John Seddon
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19. TRUE CUSTOMER FOCUS
Q: Which other departments can you collaborate with on your chosen
scenario?
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20. True Customer Focus LEAN Culture Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL
AGILITY
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21. LEAN CULTURE: WHAT IT ISN’T…
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22. Build a culture in
your organisation or
team where the
focus of everyone
is on: eliminating
waste, adding value
for the customer
and improving the
flow of work.
“Value is always defined by the customer”…”Any activity that is
unproductive or does not add to the value of product is waste” The Toyota
System
LEAN CULTURE: WASTE, FLOW AND VALUE
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23. Build a culture where
SIMPLICITY is well
regarded and seen as a
key competitive
advantage. Not only on
the way products or
services are designed, but
also the way internal
processes, meetings, and
collaboration tools are
designed and run.
“Everything should be made as simple as possible. But not simpler” Albert Einstein
LEAN CULTURE: SIMPLICITY
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24. True agility means that
teams are constantly
working to evolve their
processes to deal with
their particular
obstacles they are
facing at any given
time.
“Continuous Improvement is better than delayed perfection” Mark Twain
ADOPT A CULTURE OF CONTINUOUS IMPROVEMENT
Design and
run
experiment
(do)
Study
results
(check)
Evolve
model and
implement
changes
(act)
Create
hypothesis
(plan)
The Deming
cycle
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25. LEAN CULTURE
Q: How can you apply the lean culture principles to your scenario?
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26. True Customer Focus LEAN Approach Brave Leadership
THREE KEY INGREDIENTS TO ACHIEVE ORGANISATIONAL
AGILITY
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27. The role of leaders is crucial
to drive an agile
transformation of a team or
organisation; but it requires
the courage to unlearn
Command and Control
management practices and
learn a new way of leading
teams based on a Servant
Leadership style.
“It is amazing what you can accomplish if you do not
care who gets the credit” Henry Truman
AGILE LEADERSHIP
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28. Agile leaders have a clear vision
of where they want to go and are
comfortable having a vague plan
on how to get there.
Agile leaders use their strong
communication skils – storytelling
and listening – to inspire, motivate
and share the vision with others.
Agile leaders are willing to take
risks and imperfect actions,
unafraid to admit what they do not
know.
AGILE LEADERSHIP: SETTING THE VISION
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29. The primary function of an agile
leader is to nurture culture
through values and develop other
leaders.
An agile leader cultivates a
culture of trust, respect, honesty
and transparency and believes
everyone is already doing their
best.
An agile leader fosters a safe
environment where people are
willing to do the unexpected and
challenge the norm.
AGILE LEADERSHIP: BUILDING THE CULTURE
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30. An agile leader adopts and
institutes leadership aimed at
helping people to do a better job.
An agile leader has the ability to
drive, inspire and embrace
change and continuous
improvement.
An agile leader uses lateral
thinking and has the ability to find
innovative ideas and solutions to
problems.
AGILE LEADERSHIP: IMPROVING THE SYSTEM
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31. BRAVE LEADERSHIP
Q: How can you apply brave leadership to your scenario?
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32. IMPROVEMENT KATA
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33. IMPROVEMENT KATA
The Lean Enterprise – Humble, Molesky & O’Reilly
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34. Mark Rother/Improvement Kata Handbook
HOW TO USE THE IMPROVEMENT KATA
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35. IMPROVEMENT KATA
Q: For your scenario
• Define the Ideal Condition
• Outline the Current Condition
• Define next Target Condition
• Decide the steps you’re going to take to achieve the Next
Target Condition
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36. A3 INITIATIVES TEMPLATE
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37. THANK YOU
Eduardo Nofuentes
The Agile Eleven
www.theagileeleven.com
eduardo@theagileeleven.com
Catherine Russell
The Agile Eleven
www.theagileeleven.com
catherine@theagileeleven.com
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