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- You might have noticed,
or you might not,

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that all the configurations of SAFe

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have the same foundation layer,

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whether you're doing Essential SAFe,

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or Portfolio SAFe, Full
SAFe, or Solution SAFe,

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the rules are the same.

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We need our leadership support,

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we have the core values I described.

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Lean-Agile mindset, SAFe Principals,

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the roadmap that I've
described very briefly,

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and SPCs as guides to
help us find the way.

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Let's talk now specifically
about the Lean-Agile mindset.

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Not surprisingly, two halves
of the Lean-Agile mindset

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is thinking Lean and
supporting the Agile Manifesto.

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What's the Lean mindset?

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Well, everybody who talks about Lean

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has a house of Lean.

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Now, everybody has a different perspective

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but they all have some things in common.

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They all have a roof, a value,

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they all have some pillars,
the things that support value,

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and they all have a foundation,

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and you can see here that
our foundation is leadership.

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The pillars are: respect
for people and culture,

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product development flow, innovation,

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and relentless improvement.

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Let's go through each of these elements

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to understand what it means
to have a Lean-Agile mindset.

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Starts with a goal.

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The goal of Lean is very
simple and always constant:

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Achieve the sustainably
shortest lead time.

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So no matter where you are in
the process of transformation,

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where you are in your enterprise,
or who you're talking to,

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they'll all resonate with the fact,

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whether it be the PMO organization,

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the financial organization, managers,

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those that are responsible
for the current lifecycle,

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those responsible for
delivering the system,

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we can all agree we want to achieve

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the sustainably shortest lead time.

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But in order to be sustainable,

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we also have to make sure that

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we're delivering quality and value.

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So, best quality and value
to people and society.

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Individuals, people that do
the work in our organization,

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and our users that take advantage

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of the systems that we build.

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And high morale, safety
and customer delight.

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You can see, kind of some
of the Japanese roots

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of Lean in here.

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Morale matters.

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Safety wasn't just in Lean manufacturing,

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that was personal safety.

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That was personal, physical safety.

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Now in our world it's more
the safety to explore,

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the safety to think and speak
freely about your ideas.

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And Sam Walton has told
us, there is only one boss

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and he can fire everybody in the company,

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so we all know who we're working for.

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So achieving the sustainable
shortest lead time

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with best quality and value
to people and society,

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that's the goal, that's
why we're using SAFe.

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If you're not trying to do that,

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than you're probably in the wrong course.

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But if you are trying to do that,

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there's a lot more meat that
we can put on this bone.

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Respect for people.

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I mentioned just a minute or so ago

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kind of a common phrase in Lean:

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People do all the work.

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But guess what?

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Lean differs a little bit from Agile

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in your view of the customer.

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Lean thinks about the full system view,

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end-to-end, all the steps between

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ideation and delivery,

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and it thinks about, well, I might be

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in the middle of one of those steps,

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I'm a software developer
and I work with a tester

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who's able to script some
automated tests around my code.

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That's pretty cool.

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Well, who's the first person
that consumes my work.

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Goodness, it's the
person writing the test.

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So my customer is very local to me.

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My first customer is a person

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on the bench next to me, metaphorically,

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that's gonna consume the work
and that's really important.

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So, if we think about, for
example, the deployment team,

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if we think about IT Service management,

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our solutions can't solve
any problems for the customer

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until it's deployed, so guess what,

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they're my customer too.

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So let's just use that
perspective for a second.

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Let's take the kind of traditional view

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of a software development shop

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approaching this firewall called

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we're about to deploy our
system into production

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and think about here's my customer.

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It's the people that are doing the work

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to deploy the system.

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What are the rules?

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Don't overload them.

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Don't give them too much work.

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Nobody likes that.

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Don't make them wait.

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Don't force them to do wasteful work.

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Don't impose wishful thinking.

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Don't say things that
turn out not to be true

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because you hope they're going to be true.

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So if we think about our
customer in this context,

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we can think about all the
steps in delivering value,

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and think about every one of those steps

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probably has a customer that we need

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to apply these rules to.

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And that makes quite
an interesting paradigm

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because it keeps constantly in mind

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that the flow through the system

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involves addressing customer needs

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in a way that satisfies them
and engages them in the work.

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A few other aspects:

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build long-term partnerships
based upon trust.

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It's not a short-term deal where I got

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the lowest possible cost for component A,

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for the outsourcing resource that could

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develop that feature set,

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it's about the total cost
of ownership over time.

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In order to do that, we
want our partnerships

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to be based upon trust and mutual respect,

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and frankly, good outcome
economics for both.

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Kotter notes, that cultural
change comes last, not first.

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To change the culture you have
to change the organization.

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So we won't start with a cultural flag.

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We will not be waving a
"here's our new culture" flag

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as we head down this path.

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Instead, what we will be doing,

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is we'll be changing the organization

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and achieving a short and
sustainable lead time,

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and that in turn will start
to drive the cultural change

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that helps make that persist.

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Respect for people and culture.

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People do all the work.

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Flow.

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A relatively newer addition
to our knowledge base

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if you will.

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Not brand new, ten and twenty years old.

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But the notion of
continuous flow of value,

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product development flow,

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that hits us through
works from Reinertsen,

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it hits us through Dev Ops,
and the school of knowledge

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about continuously releasing value.

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So flow really matters.

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A few interesting things about flow.

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Reinertsen notes that, "Operating

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a product development
process near full utilization

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is an economic disaster."

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I'm going to talk about that
more a little bit later,

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but think about that for a second.

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Is your product development process,

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your software development process,

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your systems builder process,
running at full utilization?

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Probably.

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If so, are you getting
the right economics?

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Perhaps not.

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So lets talk about some
additional aspects to flow.

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Well, what is it?

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We wanna optimize
continuous and sustainable

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throughput of value.

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It doesn't stop, we just do it forever.

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There's always work in process,

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it's always limited, we're
always releasing value.

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We wanna get out of the
start-stop-start project life.

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So I've started the project,
we've got an overrun,

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we need to rethink that.

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Why do I have a project to begin with?

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I know I need something to do.

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Aren't the people together?

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Don't we know who could do that best?

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Can't we just feed them that work?

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Wouldn't that make sense?

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Do I have to create a project to do that?

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No project's unsafe.

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I already mentioned
this, build quality in;

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flow depends on it.

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Understand, exploit
and manage variability.

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Now this is different than
traditional Lean thinking.

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This is not Six Sigma
reduction in defects.

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We do want reduction in defects,
but we also recognize that

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I might be building the wrong thing,

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or something material might
have happened in the marketplace

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that cause my current solution

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not to become the right thing.

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OK, so that variability,
we have to harness that

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to our advantage.

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Integrate frequently.

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If you're not integrating
you're not flowing.

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You're building working process

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and assumption-driven code
that hasn't yet been deployed.

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And informed decision-making
via fast feedback.

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We'll talk a lot about fast
feedback in the next module.

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Innovation.

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This pillar of Lean is an interesting one,

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because it doesn't
always exist as a pillar,

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but it exists in SAFe for a reason.

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We wanna call out innovation specifically.

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A few interesting kind of aspects

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or perspectives on innovation.

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Number one, Deming notes,
that, "Innovation comes

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from the producer."

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I'm a user of an iPhone.

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It's not my job to drive their innovation,

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it's their job to move me to places

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that I didn't even think about.

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So, the net summation
of all customers inputs

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does not make a strategy.

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That doesn't drive innovation.

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Sometimes innovation causes
you to move a customer

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to a place where you need them to be

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and they need to be, that they may not be

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quite ready to go.

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So innovation comes from the producer.

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However, as Eric Ries notes
in the Lean startup work,

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yes, producers innovate,
but customers validate.

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So that's the feedback we need,

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the fast feedback that I mentioned earlier

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that allows us to make sure
that our innovation is tracking.

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It's not a decent innovation
until we get feedback.

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I use very few words from
Japanese to describe Lean,

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but here's one: Gemba.

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Gemba, I think, is one of
the most important words

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in Lean thinking, particularly
with respect to innovation.

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Gemba means you have to know
what you're talking about

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from the customer's environment.

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Gemba is the place where the
work is actually performed.

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So, for example, if you're
watching TV in Japan,

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you're reading the translated captions,

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you might see a detective
at the scene of the crime

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call his boss and say, his boss would say,

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"Where are you?" and he
would say, "I'm in Gemba."

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What's that mean?

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Gemba means, I'm standing right now

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where the crime has occurred.

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I am literally at the crime scene.

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This is where the crime occurred.

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So there's no ambiguity, I'm
not hearing this third-party,

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I'm witnessing with my
own eyes what it is.

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We talk about Gemba a lot.

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We talk about the need to be in Gemba.

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There's different types of Gemba.

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If you're in the process
of producing courseware,

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there's a process that works there

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and people that work
there, that's their Gemba,

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but that's not the customer's Gemba.

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The instructor's Gemba is the class.

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The student's Gemba is the
environment they work in,

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so get out of the office, get into Gemba,

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because as Taiichi Ohno, one
of the godfathers of Lean said,

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"No useful improvement was
ever invented at a desk."

258
00:09:44,827 --> 00:09:46,483
So we think about Gemba constantly.

259
00:09:46,483 --> 00:09:49,737
We're always on the look for
opportunities to be in Gemba,

260
00:09:49,737 --> 00:09:53,422
we always ask ourself, is that an opinion

261
00:09:53,422 --> 00:09:54,549
that we created here in the office,

262
00:09:54,549 --> 00:09:56,769
or did that feed directly from Gemba?

263
00:09:56,769 --> 00:09:57,690
A few other things.

264
00:09:57,690 --> 00:10:00,009
Provide time and space for creativity.

265
00:10:00,009 --> 00:10:01,930
We have to be careful that the Agile

266
00:10:01,930 --> 00:10:04,932
Tyranny of the Urgent
still allows you to think.

267
00:10:04,932 --> 00:10:07,914
It's OK to think in Lean
development and Agile development.

268
00:10:07,914 --> 00:10:10,201
We may have to even provide time to think.

269
00:10:10,201 --> 00:10:12,101
Hackathons and things like that.

270
00:10:12,101 --> 00:10:13,927
Apply innovation accounting.

271
00:10:13,927 --> 00:10:15,261
This is a very important principal.

272
00:10:15,261 --> 00:10:16,738
We can't go very deep here,

273
00:10:16,738 --> 00:10:18,292
but you can read about it on the site

274
00:10:18,292 --> 00:10:19,449
when you look at some other things

275
00:10:19,449 --> 00:10:21,630
we're gonna talk about soon:

276
00:10:21,630 --> 00:10:24,857
minimum viable products and
minimum marketable features.

277
00:10:24,857 --> 00:10:27,190
A challenge we have with ROI

278
00:10:29,628 --> 00:10:33,111
as a metric that we use to
measure business performance

279
00:10:33,111 --> 00:10:35,988
is it appears really, really late.

280
00:10:35,988 --> 00:10:39,208
The R appears so far after the I

281
00:10:39,208 --> 00:10:41,584
that it's simply too late.

282
00:10:41,584 --> 00:10:43,840
So if you don't get the right amount of R

283
00:10:43,840 --> 00:10:44,838
there's nothing you can do about it

284
00:10:44,838 --> 00:10:46,616
because you're already
down the road a little bit.

285
00:10:46,616 --> 00:10:48,687
Innovation accounting addresses that.

286
00:10:48,687 --> 00:10:51,631
We'll talk about MVPs and
minimum marketable features

287
00:10:51,631 --> 00:10:54,692
and every one will say,
how would I measure

288
00:10:54,692 --> 00:10:57,612
that I'm getting the right
trend for the feedback?

289
00:10:57,612 --> 00:10:58,886
Are people using that feature?

290
00:10:58,886 --> 00:11:00,208
Are we getting any downloads?

291
00:11:00,208 --> 00:11:02,923
Is what we're doing making
any sense to the user?

292
00:11:02,923 --> 00:11:04,496
And then lastly, I think this word came

293
00:11:04,496 --> 00:11:06,268
from Lean Startup, I'm pretty sure,

294
00:11:06,268 --> 00:11:07,702
pivot without mercy or guilt.

295
00:11:07,702 --> 00:11:08,944
What does that mean?

296
00:11:08,944 --> 00:11:11,840
It means that you learn new things, OK.

297
00:11:11,840 --> 00:11:14,707
You should never be in a
situation where you're saying,

298
00:11:14,707 --> 00:11:17,155
here's what we've
learned in this situation

299
00:11:17,155 --> 00:11:19,960
and we need to make a
change based upon learning,

300
00:11:19,960 --> 00:11:22,399
where people are going, well
you should have known all that.

301
00:11:22,399 --> 00:11:24,268
Well you might find
yourself in that situation,

302
00:11:24,268 --> 00:11:27,413
but yeah, well maybe I should
have known it, but we didn't.

303
00:11:27,413 --> 00:11:29,205
We collectively didn't know that.

304
00:11:29,205 --> 00:11:31,300
So when we pivot without
mercy or guilt it says,

305
00:11:31,300 --> 00:11:32,599
that was a great learning,

306
00:11:32,599 --> 00:11:35,148
we just invested X-thousand dollars,

307
00:11:35,148 --> 00:11:37,876
or this much time, or
this many million dollars,

308
00:11:37,876 --> 00:11:40,280
and this initiative, but we've learned

309
00:11:40,280 --> 00:11:42,873
that that's not really where we wanna go

310
00:11:42,873 --> 00:11:46,150
and we need to pivot,
and no guilt, no mercy,

311
00:11:46,150 --> 00:11:47,778
we're going to make a change

312
00:11:47,778 --> 00:11:51,394
based upon the fact pattern
that asserted itself.

313
00:11:51,394 --> 00:11:53,323
Very important kind of key elements

314
00:11:53,323 --> 00:11:57,074
of thinking about innovation
in the house of Lean.

315
00:11:57,074 --> 00:11:58,550
Relentless improvement.

316
00:11:58,550 --> 00:12:00,985
Lots of feedback on lots of
slides, we get it all the time,

317
00:12:00,985 --> 00:12:03,649
and somebody said, do
you really mean danger?

318
00:12:03,649 --> 00:12:05,660
Are we really trying to scare people here?

319
00:12:05,660 --> 00:12:07,606
Well, number one, I didn't make this up.

320
00:12:07,606 --> 00:12:10,267
This came from, I think it was
one of the chairman of Toyota

321
00:12:10,267 --> 00:12:12,240
about a decade or so ago,

322
00:12:12,240 --> 00:12:15,954
and I ask my students,
students in class like you,

323
00:12:15,954 --> 00:12:17,950
are you in a competitive market?

324
00:12:17,950 --> 00:12:20,156
Everybody raises their hand, yeah.

325
00:12:20,156 --> 00:12:21,296
Do you have some birthright

326
00:12:21,296 --> 00:12:23,131
that says you're guaranteed success?

327
00:12:23,131 --> 00:12:24,463
No.

328
00:12:24,463 --> 00:12:26,624
Are you kind of on the edge of the seat

329
00:12:26,624 --> 00:12:28,587
about what the competitors could do

330
00:12:28,587 --> 00:12:30,152
or how the market might change

331
00:12:30,152 --> 00:12:33,244
to make your job, your solution,
your company less viable?

332
00:12:33,244 --> 00:12:35,933
If so, that's OK, because
that constant sense of danger

333
00:12:35,933 --> 00:12:36,766
will inform you.

334
00:12:36,766 --> 00:12:40,603
I always think of Bill Gates
with his constant sense

335
00:12:40,603 --> 00:12:42,103
of fear and danger

336
00:12:43,211 --> 00:12:44,726
and just downright paranoia

337
00:12:44,726 --> 00:12:47,506
about the fact that the Windows franchise

338
00:12:47,506 --> 00:12:48,919
would be taken away from him

339
00:12:48,919 --> 00:12:50,738
and they aggressively defended that,

340
00:12:50,738 --> 00:12:52,453
that constant sense of danger.

341
00:12:52,453 --> 00:12:55,192
Have to optimize the whole, not the parts.

342
00:12:55,192 --> 00:12:56,215
A key part of systems thinking

343
00:12:56,215 --> 00:12:58,142
is when you optimize a
component of a system

344
00:12:58,142 --> 00:13:00,137
it does not optimize a system.

345
00:13:00,137 --> 00:13:04,238
It could even make the system
behave differently or worse.

346
00:13:04,238 --> 00:13:06,007
Consider facts carefully and act quickly.

347
00:13:06,007 --> 00:13:09,461
So, two things: careful
consideration, quick decision,

348
00:13:09,461 --> 00:13:11,920
like pivot without mercy or guilt.

349
00:13:11,920 --> 00:13:14,120
Lots of Lean tools and
we'll talk about those

350
00:13:14,120 --> 00:13:16,716
through this course, to identify
and address root causes.

351
00:13:16,716 --> 00:13:18,885
This is a key part of
relentless improvement.

352
00:13:18,885 --> 00:13:20,974
You need the tools to be able to do that

353
00:13:20,974 --> 00:13:22,435
and it's not simply a matter of

354
00:13:22,435 --> 00:13:23,986
what went well what didn't?

355
00:13:23,986 --> 00:13:25,737
That's a good form of retrospective,

356
00:13:25,737 --> 00:13:27,593
but deep dives into corrective action

357
00:13:27,593 --> 00:13:29,870
and really understanding the root causes

358
00:13:29,870 --> 00:13:32,188
of the things that are
causing those issues.

359
00:13:32,188 --> 00:13:33,991
And of course, just like in Agile,

360
00:13:33,991 --> 00:13:36,085
reflect at key milestones; identify

361
00:13:36,085 --> 00:13:37,504
and address shortcomings.

362
00:13:37,504 --> 00:13:39,230
You're seeing many things here

363
00:13:39,230 --> 00:13:41,064
that also occur in Agile.

364
00:13:41,064 --> 00:13:43,408
For example, that's a part
of the Agile manifesto.

365
00:13:43,408 --> 00:13:45,498
So while these are different perspectives

366
00:13:45,498 --> 00:13:47,938
and each brings a lot of value,

367
00:13:47,938 --> 00:13:50,008
they share certain common elements.

368
00:13:50,008 --> 00:13:52,580
And I think that many
of these elements appear

369
00:13:52,580 --> 00:13:55,607
in both our Lean and our Agile thinking.

370
00:13:55,607 --> 00:13:56,704
Leadership.

371
00:13:56,704 --> 00:13:58,944
You might see some houses of Lean

372
00:13:58,944 --> 00:14:02,153
that say management foundation
or management support,

373
00:14:02,153 --> 00:14:03,137
one of the ones that I found

374
00:14:03,137 --> 00:14:06,799
when I was building this
class many, many years ago,

375
00:14:06,799 --> 00:14:08,098
said management support.

376
00:14:08,098 --> 00:14:09,762
Nah, it's not enough.

377
00:14:09,762 --> 00:14:11,981
We can't be supported, right?

378
00:14:11,981 --> 00:14:13,774
We need our managers to lead.

379
00:14:13,774 --> 00:14:17,175
Like Deming said, they must
know what it is they must do.

380
00:14:17,175 --> 00:14:18,757
So it's not a matter of, hey you folks

381
00:14:18,757 --> 00:14:20,027
have my support for this.

382
00:14:20,027 --> 00:14:21,341
You need that too.

383
00:14:21,341 --> 00:14:24,269
It's, you have my active involvement.

384
00:14:24,269 --> 00:14:27,372
What can I do to help
make this thing a reality?

385
00:14:27,372 --> 00:14:28,602
What impediments are in your way?

386
00:14:28,602 --> 00:14:32,023
What might prevent you from
being successful with that.

387
00:14:32,023 --> 00:14:35,619
So we need you, in other
words, to lead the change.

388
00:14:35,619 --> 00:14:36,938
Why?

389
00:14:36,938 --> 00:14:40,583
Deming notes, "People are
already doing their best;

390
00:14:40,583 --> 00:14:42,710
the problems are with the system.

391
00:14:42,710 --> 00:14:45,131
Only management can change the system."

392
00:14:45,131 --> 00:14:45,964
OK?

393
00:14:45,964 --> 00:14:47,000
Everybody's doing their best.

394
00:14:47,000 --> 00:14:48,950
I go into my office and look around

395
00:14:48,950 --> 00:14:50,543
and people are working hard.

396
00:14:50,543 --> 00:14:54,393
Sometimes we don't always
get the results that we want.

397
00:14:54,393 --> 00:14:56,312
Did I see that person goofing off?

398
00:14:56,312 --> 00:14:58,768
No, I didn't see that, I
saw them working really hard

399
00:14:58,768 --> 00:14:59,965
and frankly getting frustrated.

400
00:14:59,965 --> 00:15:02,402
There's something wrong with the system.

401
00:15:02,402 --> 00:15:04,925
We need leadership to be
able to change the system,

402
00:15:04,925 --> 00:15:07,697
and in order to that we
have to know the way.

403
00:15:07,697 --> 00:15:10,957
We'll talk a little later
on about life-long learning

404
00:15:10,957 --> 00:15:15,066
and leader's role and
responsibility to show the way.

405
00:15:15,066 --> 00:15:17,555
We're building systems now
that we've never built before

406
00:15:17,555 --> 00:15:20,778
with technologies that are
literally just a few years old,

407
00:15:20,778 --> 00:15:23,393
maybe to a decade old max,

408
00:15:23,393 --> 00:15:25,162
even if that solution has been built

409
00:15:25,162 --> 00:15:27,555
in some other company,
it wasn't your company.

410
00:15:27,555 --> 00:15:29,635
So when you emphasize life-long learning

411
00:15:29,635 --> 00:15:33,554
and you become a leader who is constantly

412
00:15:33,554 --> 00:15:35,531
advancing their skills and knowledge set,

413
00:15:35,531 --> 00:15:36,797
others will follow that model.

414
00:15:36,797 --> 00:15:39,251
That's what leaders do, leaders lead.

415
00:15:39,251 --> 00:15:40,897
We develop people.

416
00:15:40,897 --> 00:15:43,472
We work on the systems and
we advance the systems,

417
00:15:43,472 --> 00:15:45,744
but we develop the people with the skills.

418
00:15:45,744 --> 00:15:47,464
Inspire and align with mission;

419
00:15:47,464 --> 00:15:49,112
minimize possible constraints.

420
00:15:49,112 --> 00:15:51,364
This is a key element of Lean as well.

421
00:15:51,364 --> 00:15:52,506
What are we trying to do?

422
00:15:52,506 --> 00:15:55,239
Take that mountain, deliver this system.

423
00:15:55,239 --> 00:15:58,256
A good talk by an executive
in this area says,

424
00:15:58,256 --> 00:16:01,115
here's the mission, there's
a trade show deadline,

425
00:16:01,115 --> 00:16:03,247
there's a market window, we wanna build

426
00:16:03,247 --> 00:16:05,786
the best possible system
we can to achieve that,

427
00:16:05,786 --> 00:16:07,298
now what can you do?

428
00:16:07,298 --> 00:16:09,756
We know you wanna do great
work, how can you achieve that?

429
00:16:09,756 --> 00:16:12,149
So we wanna do that, well we
wanna minimize constraints.

430
00:16:12,149 --> 00:16:15,956
And oh, by the way you
can't do x, y, z, (mumbles).

431
00:16:15,956 --> 00:16:17,103
There are some things you can't do.

432
00:16:17,103 --> 00:16:18,982
You can't violate security protocols,

433
00:16:18,982 --> 00:16:20,515
and safety protocols and things like that,

434
00:16:20,515 --> 00:16:23,242
there are constraints,
but the leaderships job

435
00:16:23,242 --> 00:16:25,252
is to minimize the
constraints and make sure

436
00:16:25,252 --> 00:16:28,118
that not every cut you had
in the history of the company

437
00:16:28,118 --> 00:16:29,878
has scar tissue to the point

438
00:16:29,878 --> 00:16:31,045
where you've written a procedure

439
00:16:31,045 --> 00:16:33,130
to prevent that from ever happening again.

440
00:16:33,130 --> 00:16:34,479
Because if you do that, you may prevent

441
00:16:34,479 --> 00:16:37,196
that thing from ever happening again,

442
00:16:37,196 --> 00:16:40,592
you may prevent anything
from ever happening again.

443
00:16:40,592 --> 00:16:43,156
So we need to be able to
minimize those constraints.

444
00:16:43,156 --> 00:16:44,733
Decentralize decision-making.

445
00:16:44,733 --> 00:16:45,893
I'm gonna talk a lot about that.

446
00:16:45,893 --> 00:16:48,698
We're gonna see that in multiple
Quicktimes over the course.

447
00:16:48,698 --> 00:16:50,850
And then finally, I'll
talk about this as well,

448
00:16:50,850 --> 00:16:53,935
unlock the intrinsic motivation
of knowledge workers.

449
00:16:53,935 --> 00:16:55,284
You've hired bright people.

450
00:16:55,284 --> 00:16:56,555
They wanna come to work.

451
00:16:56,555 --> 00:17:00,169
Their whole career is
based on building software

452
00:17:00,169 --> 00:17:03,025
and hardware and electronics and optics

453
00:17:03,025 --> 00:17:05,252
and mechanical systems.

454
00:17:05,252 --> 00:17:06,328
They wanna do that.

455
00:17:06,328 --> 00:17:07,570
They wanna build great systems.

456
00:17:07,570 --> 00:17:09,467
We have to unlock that motivation.

457
00:17:09,467 --> 00:17:11,805
That's an entire module
in the leadership module

458
00:17:11,805 --> 00:17:14,943
that's in lesson number nine.

459
00:17:14,943 --> 00:17:18,462
So, take a minute and maybe
a bit of a homework here.

460
00:17:18,462 --> 00:17:21,235
Assess where you are on a Lean mindset.

461
00:17:21,235 --> 00:17:23,929
How are you on value
delivery, are you high or low?

462
00:17:23,929 --> 00:17:26,747
Respect for people and
culture, how do you rate?

463
00:17:26,747 --> 00:17:29,196
Great culture, great respect or (groans)

464
00:17:29,196 --> 00:17:31,063
kinda treat people like cogs?

465
00:17:31,063 --> 00:17:33,430
Do I understand flow
or thinking about flow?

466
00:17:33,430 --> 00:17:36,032
Do a quick rating and
then find somebody else

467
00:17:36,032 --> 00:17:37,555
in your organization.

468
00:17:37,555 --> 00:17:40,617
Share just that slide
with them and say OK,

469
00:17:40,617 --> 00:17:42,202
how do you think we're doing here.

470
00:17:42,202 --> 00:17:43,626
Are your scores comparable?

471
00:17:43,626 --> 00:17:44,754
And use that.

472
00:17:44,754 --> 00:17:48,263
Based upon that, network
a little bit and say,

473
00:17:48,263 --> 00:17:50,895
this is a Lean mindset,
how are we doing on Lean?

474
00:17:50,895 --> 00:17:52,114
Are we there or not?

475
00:17:52,114 --> 00:17:53,618
And if you find an area where, gosh,

476
00:17:53,618 --> 00:17:55,866
we're really struggling with innovation,

477
00:17:55,866 --> 00:17:57,994
we used to be really good
at that when we were small.

478
00:17:57,994 --> 00:17:59,279
Then talk about that and say,

479
00:17:59,279 --> 00:18:00,912
well, how would we regain that

480
00:18:00,912 --> 00:18:04,098
and also, take a look at SAFe.

481
00:18:04,098 --> 00:18:06,932
I encourage you to see what
SAFe says about innovation

482
00:18:06,932 --> 00:18:08,781
and ways to achieve that.

483
00:18:08,781 --> 00:18:09,885
So that's a Lean mindset.

484
00:18:09,885 --> 00:18:11,654
That's an introduction to Lean mindset

485
00:18:11,654 --> 00:18:13,280
and it's a deep body of knowledge

486
00:18:13,280 --> 00:18:15,953
so I spent maybe 20 or 25 minutes here

487
00:18:15,953 --> 00:18:18,007
on a body of knowledge
that goes back decades

488
00:18:18,007 --> 00:18:19,668
and has literally hundreds of books.

489
00:18:19,668 --> 00:18:21,219
We'll talk more in some of the principals

490
00:18:21,219 --> 00:18:23,629
about some of that, but
without that Lean mindset,

491
00:18:23,629 --> 00:18:26,073
we're gonna have a really tough time.