Karl Scotland – Using Agility Strategically
Karl Scotland – Using Agility Strategically
Browsing Tag
I seem to have had a number of conversations recently which have all had some common themes. The general pattern has been that someone wants to talk about Kanban and let me know how its not working for them in some way. When I enquire further, and dig into the background some more, I’ve found that there are generally 3 things missing …
I have written a number of posts on systemic thinking, which I believe is at the heart of Kanban Thinking. I’m currently referring to systemic thinking, rather than Systems Thinking, in order to try and avoid any confusion with any particular school of thought, of which Systems Thinking could be one. I have also written an number of posts on Cynefin. This …
At Lean Agile Scotland last weekend I was chatting with Gojko Adzic over dinner, and one of the many topics we covered was whether capability was the right word for one of the three impacts I describe as desirable with Kanban Thinking. Earlier this year I described what I meant by capability, but more recently I’ve realised capability is more …
I recently wrote an article for GOTO Magazine which has just been published its latest issue. Open publication – Free publishing – More .net Given that it is embedded within the magazine, I thought I’d reproduce it here. Steering the Agile Enterprise with Kanban Thinking Introduction Large scale, enterprise organisations consist of many initiatives, programs, projects and development teams. While …
The impact of value is difficult to quantify, and putting a currency number is not as simple as it is with cost. The challenge is even greater for organisations which are not selling products, such as governments or charities. However, there are a number of approaches which can be used to help understand the value that is being delivered such …
I’ve recently settled on a visual representation of Kanban Thinking which has been working well. The structure took shape when I realised that Flow, Value and Capability were system impacts. Those are the arrows coming out of the right hand side of the central System. The arrows going into the left hand side are the levers we have to influence …
I wrote recently that I have come to think about Flow, Value and Capability as the primary impacts I hope a Kanban System will have. Flow, Value and Capability are not independent entities, however, with Capability being the link between Flow and Value. We can think of Flow as “doing the thing right”, where good flow is the result of …
I recently gave talk at the London Scrum User Group (LSUG) describing Kanban Thinking and had a very interesting conversation about what I mean by the impact on capability. I realised I needed to think it through in a bit more detail, and this is an attempt to articulate it better. Defining Capability In his book Rethink: A Business Manifesto …
As I alluded to in the previous post, one of the changes in thinking, and in particular language, for me recently is the idea of impact. Specifically that impact is different from outcome which is itself different from output. I’ve differentiated outcome from output for some time, as have others, but I believe impact is a further step in understanding …
Over the last year I’ve been increasingly influenced by ideas from Cynefin, created by Dave Snowden of Cognitive Edge. If you want a good introduction, Liz Keogh recently blogged a good explanation. I’ve realised that there are 3 key changes in my thinking, some completely new, and some reinforced by a better understanding of cognitive complexity. None of these are …