Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results.
Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution.
Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization.
Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy.
In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.
1. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
3. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
4. Agile Coach
Flow Sensei
The Plumber
Toyota Kata Geek
International Speaker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5. I’m a huge LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO
Group, which does not sponsor,
authorize or endorse this presentation.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
6. “Culture eats strategy for breakfast”
– Peter Drucker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
7. What eats culture
for breakfast?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
9. Three parts of strategy execution
Stroke of
the Pen
Whirlwind
Behavior
change
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
10. Three parts of strategy execution
Stroke of
the Pen
Controllable actions, e.g.
Expand staff
Invest in new data center
Enter new markets
Invest in new support systems
Change of vendor
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
11. Three parts of strategy execution
Whirlwind
Every day operational work, e.g.
Incident handling
Road map delivery
Solve customer support tickets
Month end financial reporting
Staff meetings
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
12. Three parts of strategy execution
Behavior
change
Behavioural change to achieve our strategy, e.g.
Increase customer satisfaction
Increase average revenue per game
Improve quality
Reduce staff turnover
Reduce lead time
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
13. Daily Work
Working with the
Challenge
Whirlwind
Behavioral Change, e.g.
Increase customer
satisfaction
Increase average
revenue per game
Improve quality
Reduce staff turnover
Reduce lead time
Every day operational work, e.g.
Incident handling
Road map delivery
Solve customer support tickets
Month end financial reporting
Salary review
Staff meetings
15. Hypothesis driven
Systematically Experiment to learn what
means generates what results
Test and verify, don’t assume
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
18. Focus your attention on the means,
not the results
Way of
working and
people’s
behaviors
Outcome
s
Means (leading) Results (lagging)
Our main attention
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
21. Hypothesis
Means -> Result
Doing M will
give R
Do M
Focus on Leading
measurements
Observe
Leading & Lagging
measurements
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
23. The Spice girls question…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
24. Tell me what you want
what you really, really want..
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
25. Hoshin Kanri (Strategy Deployment)
Hoshin Kanri means ‘compass management’ and
serves to align the entire organization’s resources
and actions with the strategic challenge.
A strategic planning process whereby strategic
challenges are communicated and translated into
action
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
26. The Importance of Focus
Number of
Challenges
Challenges
achieved
1-3
1-3
4-10
1-2
11-20
0
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
27. Aligned on the strategic Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
28. Actions that supports the Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
29. Challenges are set together in dialog
Leaders Challenge with WHAT & WHY
Team Responds with HOW & FEEDBACK
Leaders can veto, but not dictate
Leaders can veto if the team’s Challenge
do not support the main Challenge
But the leaders can’t
dictate the teams Challenge
WHAT & WHY
WHAT & WHY
HOW & FEEDBACK
HOW & FEEDBACK
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
30. Challenge with WHAT & WHY, not HOW
Challenge with
WHAT & WHY
Intent, Boundaries…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
31. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
32. Respond with HOW & FEEDBACK
Describe HOW &
give FEEDBACK on
Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
33. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
35. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What am I not
understanding?
Is the Challenge unclear?
36. Iterate to align
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Ask clarifying
questions
Adjust the challenge
37. Hypothesis
WHAT & WHY
Prediction of
response
Give the
Challenge
Listen to the
HOW & FEEDBACK
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
52. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548
Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
56. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
57. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Good enough for now,
safe enough to try!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
63. #fail
First Attempt In Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
64. Expect at least 50% of the
experiments should not give the
expected result
This is when we REALLY learn!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
65. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by: in one month
40% RED that should have been
GREEN
Actual Condition
55% RED that should have been
GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
76. Think of every decision as a
Hypothesis that needs to be tested
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
77. Create alignment on the Spice Girls
question through dialog
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
78. Establish daily habits to execute in the
midst of the Whirlwind
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
79. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
80. Q & AHåkan Forss
Mail: hakan_forss@hotmail.com
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Editor's Notes
Fail = First Attempt In Learning
Fail = First Attempt In Learning
Kanske är det dags att prova ett alternativ till retrospektiv?
Toyota Kata, från boken med samma namn innehåller just ett sådant alternativ
Toyota Kata består av två beteende mönster eller två sk. Kator
In the book “Managing Flow”, Ikujiro Nonaka describes Kata as a traditional Japanese code of knowledge that describes a process of synthesizing thought and behavior in skillful action; the metacognition of reflection in action.
If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. Nonaka also describes Kata as different from a routine in that it contains a continuous self-renewal process.
In the book “Managing Flow”, Ikujiro Nonaka describes Kata as a traditional Japanese code of knowledge that describes a process of synthesizing thought and behavior in skillful action; the metacognition of reflection in action.
If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. Nonaka also describes Kata as different from a routine in that it contains a continuous self-renewal process.
Vision: Space exploration
Challenge: Go to the moon in this decade
Current Condition: We have rockets that can fly
Target Condition 1: Rocket escape the atmosphere
Target Condition 2: Orbit the earth
Target Condition 3: Humans to orbit the earth
Target Condition 4: Orbit the moon
Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548
http://eol.jsc.nasa.gov/scripts/sseop/photo.pl?mission=AS11&roll=44&frame=6548