![]() ![]() Having bold goals is one thing, turning this into tangible and doable steps that get you there is a different animal. Be realistic and transparent about what you’re doing Improve stakeholder satisfaction through reliable deliveries, transparency and predictability, and as a consequenceīold enough so that everyone can buy into the vision.Ģ. Improve flexibility to react faster to changing demands, Increase productivity by reducing waste in products and processes, When we set off, we stated the following goals for our endeavor: So here’s my personal top recommendations to those of you who might consider making a similar change towards Lean and Agile in your own organization: What I wanted to share with you in this post is how we got things started, explaining how we pulled off the initial changes. Let us pray that we have the wisdom to choose correctly.” One path leads to despair and utter hopelessness, the other to total extinction. “More than any time in history mankind faces a crossroads. ![]() There had been many skeptics and critics in 2009: Why should the grass be greener on the other side of the street? Why not just keep things as they are? Why another hype initiative that is pushed through the organization to keep some people busy and give management something to worry about? That we would be successful in the long run, was by no means a given. While it seems pretty obvious today that in retrospective the transformation of our R&D organization towards Lean/Agile has been the right thing to push for, things had not been that obvious and easy when we started thinking about it. “Lean” and “Agile” is to a large extent about mindset, it’s a way of thinking. Also, we’ve meanwhile gained enough experience with Lean and Agile that we’re not completely flying blind any more and can rather quickly come up with incremental improvements. The good thing today is that we’ve reached a level of buy-in into the concepts and ideas within the organization at large that addressing and solving those issues is rather a question of when to tackle them rather than whether to tackle them at all. One has to acknowledge the fact that this transformation is rather a journey than a well-defined end state, a vision to strive for on a continuous basis rather than something that you “climb up once” and then sit back and enjoy.Įven 3 years into the journey, we’re still facing a number of concerns and areas we need to improve.
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