The biggest mistake companies can make is to define their (one) process, culture, way of work. The work that needs to be done in a sustainable company differs in at least three fundamental ways. This can easily be understood following three questions and answering these honestly. The talk introduces these questions, as well as fitting areas of work and management methods that are at a minimum requirement to sustainable success. Sadly, this is not enough and a little bit of strategy is also required.
Pecha Kuchas have again been a big success at LKCE. These the four presentations:
Chris Young: „Coffee Bean Buffering, Lean Laundry and Kanban Kids“
Claudio Perrone: „Experiences with Jobs-to-be-done“
Markus Andrezak „Design & Research against risk - a neighborhood story“
Pawel Brodzinski „Learn Like a Child“
Since the meaning of Lean also gets fuzzier as we go to the fuzzy front end of product development, to the work of defining products, I was struggling with what principles of Lean to apply. "Eliminate waste" does not work here, as in discovery processes is not clear upfront what waste is. "Eliminate waiting time" also does not work: For depth you need waiting time. So, I tried to grab hold onto the probably most abstract and fuzzy of all Lean principles but also probably the one holding it all together and the one making up for the difference between Mean Lean and Real Lean: Respect for people.
In the talk I compile what we derived from this principle in our work at early stages of product definition and how this helps us to support companies in defining and changing successful products.
I will talk on how we get to
find the right Jobs to be done for the customer
How to define them, and then
how to build them
The talk will be a journey from ethnographical Interviews, over identifying core needs, discovering jobs to be done, getting closer to solutions and finally defining and building the product. Concepts mentioned will be
Ten types of innovation,
Jobs to be done
Non linearity of processes and the involved cultural conflicts
the issue of bias in research and how to cope with them
different types of research in different contexts and phases of work
This is a compilation of understanding a different type of work and which conclusions we made from that understanding in our work at überproduct.
It's a truism today that fast feedback from your market is a key advantage. This talk is about how you can deliver smallest product increments or MVPs (minimal viable products) quickly to your market to get fastest possible feedback on cause and effect of your product
changes. To achieve that, it helps to provide a continuous deployment infrastructure as well as all you need for A/B testing and other feedback instruments. To make the most of these achievements, Kanban helps to limit work in progress, thus manage queues and speed up lead times (time from order to delivery or concept to cash). This helps us speed through the OODA Loop, i.e. Eric Ries' (The Lean Startup) Model -> Build -> Code -> Measure -> Data -> Validate -> Model.
The more we can go through the loop, the more we have a chance to fine tune and validate our model of the business and finally make the right decisions.
Markus is one of Germany’s leading Kanban practitioners - writing and presenting talks about it in numerous publications and conferences. He will provide a brief view into how he is achieving fast feedback in diverse contexts. Currently he is Head of mobile commerce at mobile.de.