Lean Business Agility

In this episode Klaus Leopold talks to Karl Scotland about strategy deployment and how to align peoples problem solving skills to the organizations key challenges and opportunities.

Karl Scotland (https://availagility.co.uk) helps businesses become Learning Organisations.

In this episode Klaus Leopold talks to Thomas van der Burg about the development and application of custom-built test methods and equipment for medical devices in a Pharmaceutical Company. Thomas reports how the department has managed to dramatically reduce the lead time on their now almost five-year journey to an agile way of working. They achieved this by using Kanban on higher Flight Levels (www.LEANability.com/en/flight-levels) in addition to local team optimization through Scrum. This makes sure that the right teams are working on the most valuable product at the right time. This improvement supports that medical devices can be brought to market much earlier.

Thomas is a department leader in a global pharmaceutical company. He and his team work as Expert Service Provider in the medical device field. Thomas uses agile Hardware Development as well as agile Portfolio Management using Kanban for several years. He has also experience in agile Leadership and leading Change in Agile Transformations - in a conservative and highly regulated environment. He blogs on https://empowering.team

In episode 025 of Lean Business Agility, Klaus Leopold speaks with Nicolas Mercier and Frédéric Paquet about an Agile transition in a government agency with 12,000 people involved. The initial request was to make 150 teams agile and that’s what they did. However, 150 agile teams is not a real outcome and that’s why Nick and Fred started to work on the portfolio level.

Nick (https://www.linkedin.com/in/nicolasmercier1) and Fred (https://www.linkedin.com/in/frédéric-paquet-76661823) are both Agile Coaches at Facilité in Canada.

You want to know how it works when ~50 development teams with ~900 people in total don’t estimate but know when stuff is going to be finished? Then watch episode 024 #continuouseForecasting of Lean Business Agility with Prateek Singh.

Prateek Singh (https://twitter.com/singhpr) is Principal Agile Coach at Ultimate Software in South Florida, USA.

Wenn es darum geht, Agilität in Unternehmen zu tragen, wird häufig der Weg gewählt, dass alle Teams "auf Agile umgestellt werden" (wie schräg das schon klingt), indem die favorisierte agile Methode auf Teamebene eingeführt wird. Kann man so tun, ist dann halt teuer und bringt meistens auch nicht viel.

OTTO hat sich entschieden, _teamübergreifend_ Agilität zu etablieren. Im E-Commerce-Bereich stellt ein Koordinationssystem auf Flight Level 2 sicher, dass das richtige Team zur richtigen Zeit an der richtigen Sache arbeitet. Die Arbeit auf Teamebene bleibt dabei unangetastet.

Klingt sehr einfach. Unterm Strich ist dann doch einiges zu tun dabei. Kathrin Schröder (Agile Coach, OTTO Group, twitter.com/Kath_Schh) und Lars Lentfer (Team Lead, OTTO E-Commerce, twitter.com/dread71) teilen ihre Erfahrungen mit euch...

In this episode of Lean Business Agility, Klaus Leopold talks to Mike Burrows about how to handle organizational change in the 21st century. An important point is that the affected change must already be visible in the change process. For example, as is often the case, agility is pushed into the organization with a project plan, milestones, and a classic roll-out, which is more than cynical. There are better ways!

In this episode Klaus Leopold talks to Mike Freislich about change and why it is inevitable for organizations to change permanently.

Mike Freislich (https://twitter.com/MikeFreislich) is an agile coach at agile42.

In this episode of Lean Business Agility, Klaus Leopold talks to Cliff Hazell about the Spotify Model. What is known today as "The Spotify Model" goes back to an article from 2012 that explains how Spotify worked at the time. Since then, countless organizations have adopted this practice and "implemented" the Spotify model in the hope that the organization's performance will improve. This is also where the problem lies and why it did not work for most of them: The practices do not make Spotify a great company but it is the constant search for a better way of working according to the motto "be the best at getting better".

Cliff Hazell (https://twitter.com/ixhd) is a coach chapter lead at Spotify.

In dieser Episode von Lean Business Agility spricht Klaus Leopold (www.LEANability.com) mit Daniel Schimera (http://twitter.com/SchimeraD) von Rewe Digital. Das Unternehmen hat ein rasantes Wachstum von sieben Mitarbeitern im Jahr 2014 auf 600 heute hingelegt. In so einer Situation sollte man es sich schon recht gut überlegen, wie das Business trotzdem noch agil am Markt agieren kann und das hat Daniel mit seinen Kollegen auch gemacht. Er erzählt, wie sich die Teams koordinieren, damit sie gemeinsam optimalen Wert für die Kunden liefern können. Ein zentrales Thema dabei ist, die Arbeiten so klein wie möglich zu schneiden.

Daniel Schimera ist Enterprise Kanban Coach bei Rewe Digital. Man kann ihn auf Twitter (http://twitter.com/SchimeraD) oder Xing (https://www.xing.com/profile/Daniel_Schimera) finden.

In dieser Episode spreche ich mit Holger Rieth, Bereichsleiter IT, bei STUTE Logistics. Holger setzt ergänzend zu Kanban Kamishibai für wiederkehrende Prozesse in der IT ein. Damit wird die Prozessqualität stabilisiert und auch verbessert.

Das Kamishibai-Board von STUTE gibt es hier zu sehen: https://www.leanability.com/de/blog-de/2017/09/lean-business-agility-e018-kamishibai/

Wer mehr über die Arbeitsweise von STUTE erfahren will, sollte die Case Study Kanban bei STUTE Logistk lesen: https://www.leanability.com/de/blog-de/2016/11/case-study-kanban-bei-stute-logistics/