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Ha...
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customers, colleagues, citizens, ...
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Not only that, HealthCare.gov was expected to go live on day one in the thirty-six states in the US that had declined to build their own exchanges. From zero to 250,000 users overnight in one THINK BIG, BUILD BIG, BIG BANG release.
unknown-unknowns. Both of these initiatives tried to force a deterministic-way-of-working peg into an emergent-domain-of-work hole, but that does not make it magically work.
optimize for early and often learning in a real environment with real customers or consumers.
This lowers the risk of delivery, generates value earlier, enables pivoting to maximize value, and locks in progress as you go.
this way of working is easy to do. Actually, it’s the easiest to do.
it’s helpful to understand how we got here.
Previous Ways of Working Were Optimized for Repetitive Labor
managers telling workers exactly what to do.
information could flow. The forklift and automation
Taylor’s steelworkers. Eventually, with the invention
Today’s most dynamic industrial workplaces are no longer steel mills and fields of discarded iron. They’re more likely to resemble hipster cafés with espresso machines and shared tables.
that’s deterministic and has known-unknowns—
based work that is emergent and full of unknown-unknowns.
Software is eating the world.
transform industries through software finally works and can be widely delivered at global scale.10
Alphabet (Google) and Amazon went from zero to a $1 trillion valuation in just over twenty years. It is
is not necessary to change. Survival is not mandatory.”
What Are You Optimizing For?
safe value with high levels of customer advocacy and colleague engagement?
role-based silos, where work is passed over the wall to the next role-based silo with little notion of end-to-end ownership?
Are you optimizing for value and t...
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pushing a “promise for a future solution” through endless gates and ...
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Are you optimizing for fast learning and pivoting in order to maximize outcomes in the shortest possible time and wit...
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Or for following a predetermined project plan with learning and risks back-loaded to the end with a large impact ...
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understand what agile, lean, DevOps, and waterfall are and their
People, historically, have spent very little time thinking about or improving how they do what they do.
These organizations, in the context of new product development, had small, empowered, multidisciplinary teams working in small iterations and with a clear North Star outcome.
how to achieve the mission, within guardrails, and with a high degree of experimentation.
“lightweight processes” (versus heavyweight,
value was delivered sooner with less delivery risk, higher levels of engagement, and no “sunk cost fallacy.” With experimentation and experience, “lightweight”
“Think Big, Start Small, Learn Fast.”
This manifesto is a set of four values and twelve principles that optimize outcomes where the type of work is unique product development.
late in product development; trust motivated individuals to get the job done; believe that the best architectures, requirements, and
designs emerge from self-organ...
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adjust behavior at regular i...
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principles apply to any unique emergent type of work, not only software.
determine safe-to-learn experiments to test the outcome hypothesis
(probe), measure results (sense), and react accordingly (respond).
(for example, compliance, standards, an...
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Change and changing how you change, based on feedback loops, is essential...
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reduce risk early and pivot to realize mor...
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“Simplicity, the art of maximizing the amount of work not done, is essential.”
maximizing outcomes with minimal output,
most value for the lea...
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“value-tivity,” maximizing outcomes for the least output.
“Agile Industrial Complex” developed.19
size-fits-all processes with no empowerment for teams.
It is prescriptive and formulaic, not emergen...
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