Tuesday October 19
Are you embarking on transforming to a Lean philosophy? Are you puzzled by all the Lean tools and practices? Are you aiming at a radical performance improvement? If yes, the LESS2010 Executive Day is for you.
You and your industrial executive peers, not more than 25, will form an exciting group to learn, share and exchange Lean insights. The meeting will start with networking breakfast. During the day, you will learn what it takes to become a lean enterprise with a special dive into beyond lean thinking. Your industry peers will share how they have led their transformation journey. Finally, we will end the day with a cocktail event and the LESS2010 Conference Banquet.
The price of the Executive Day is 895 Euro + VAT (if you also book the LESS conference then only additional 595 Euro + VAT).
To register please visit the Executive Day Registration Page.
Executive Day Program
|08.30 - 09.00||Networking Breakfast|
|09.00 - 10.00||Principles of Enterprise Transformation||Deborah Nightingale, MIT|
|10.00 - 10.30||Case Study: Key Learnings on Lean Transformation at Nokia||Juha-Markus Aalto, Nokia|
|10.30 - 11.00||Coffee|
|11.00 - 12.00||Beyond Budgeting: Building Lean and Adaptive Enterprises||Bjarte Bogsnes|
|12.00 - 12.30||Case Study: Implementing Lean Product Development at Vaisala||Jorrit De Groot, Vaisala|
|12.30 - 13.30||Lunch|
|13.30 - 14.30||Bringing Excellence to Service Delivery||David J. Anderson|
|14.30 - 15.00||Case Study: Agile Software Product Development at SAP in the Context of Lean||Christian Schmidkonz and Alexander Gerber, SAP|
|15.00 - 15.30||Coffee|
|15.30 - 16.30||Achieving Superior Performance in Lean Teams & Delivery (slides)||Alan Shalloway|
|16.30 - 17.30||Robustness: Anticipatory and Adaptive Human Systems||Mika Aaltonen, Aalto Univesity|
|17.30 - 17.45||Shaking up your Executive Steering Group Team: Harakiri Approach||Tomi Ruotimo, Houston-Inc|
|17.45 - 19.00||Closing Remarks and Networking Cocktails|
Principles of Enterprise Transformation – Debbie Nightingale
Enterprise transformation requires a holistic understanding of the current state, the desired future state, and a means to close the gap between the two. In this talk, we present the seven principles of enterprise transformation that have been derived from our work in enterprise transformation over the last decade. Using case examples, we highlight how these principles impact the behaviors of enterprises, and provide a roadmap that translates the principles into action. The Enterprise Transformation Roadmap allows the senior leadership team to understand the connections between the strategic, planning and execution aspects of transformation. Understanding the dynamics of the enterprise using a structured, data-driven approach will enable senior leaders to successfully envision, monitor and guide their transformation efforts.
Key Learnings on Lean Transformation at Nokia – Juha-Markus Aalto, Nokia
A large-scale Agile-Lean transformation programs has a lot in common with a large Software program:
- lots of risks and uncertainties but also emerging attractive opportunities,
- all sorts of mainly unpleasant surprises and issues that can’t be foreseen upfront,
- stakeholders’ desire for fast results, and
- high inherent complexity of operations to get things progressing.
For the very same reasons why the more adaptive Agile approaches have become popular for software program leadership, they also seem to work for leading the change in Agile-Lean transformation. An Agile change program can enjoy all the benefits of agility such as fast ramp up, visible progress, ability to adapt plans to unavoidable surprises this kind of journey includes, focusing on value, and continuous improvement. In addition, applying an agile approach to execute the change itself also helps in teaching senior executives the new thinking as they are able to observe and experience many elements of an agile program while attending the change program governance. This presentation summarizes the key learning from a large Agile-Lean transformation program at Nokia.
Juha-Markus Aalto is an experienced software professional and change leader. He recently lead the Agile-Lean transformation program of Nokia Mobile Phones R&D. Before that he worked several years as Director, Operational Development at Nokia and with his team orchestrated large scale operational mode transformations, including Scrum deployment into a very large, geographically distributed mobile device unit. During his ~20 years of professional life Juha-Markus Aalto has worked in many SW development, quality and leadership positions in addition to Operational Development. He also played an instrumental role in the object-oriented paradigm shift (also as a co-author of the book “Tried & True Object Development – Industry-proven Approaches with UML”) at Nokia Networks in late 1990’s. He has contributed to Dean Leffingwell’s Lean and Scalable Requirement Information Model for the Agile Enterprise and introduced it as well as the Agile Release Train practice to Nokia.
Service Delivery & the Manager as System Designer – David J. Anderson
Senior leaders desire predictable outcomes from technology investment. Such investment should enable business agility and be undertaken within a sound governance framework. However, predictability cannot be sacrificed to enable greater agility. Lack of predictability creates requests for greater precision in estimation, planning, tracking and governance. This creates negative system effects that increase costs, prolong lead times, and adversely affect quality. To solve the dilemma we need a generation of managers that think like system designers, building operational capability to delivery against customer needs & expectations. Together with this we must recognize that our management paradigm needs to change.
We need to recognize the on-going nature of the relationship between customers and technology development organizations and adopt a higher trust, service delivery approach. The project-centric paradigm is rooted in low trust, one-off transactions. The bureaucracy of project management creates waste, delays delivery and ultimately dissatisfies customers.
David J. Anderson leads an international management consulting practice based in the United States. He has held management positions with Sprint, Motorola and Corbis (Bill Gates’ other company). He has led development of software projects with budgets up to $35 million. He is Vice President of the Lean Software & Systems Consortium. He is author of two books, “Kanban – Successful Evolutionary Change for your Technology Business” and “Agile Management for Software Engineering.” He is a co-author of the Technical Note “CMMI and Agile: Why not Embrace Both!” from the Software Engineering Institute at Carnegie Mellon University. He is a contributor to the Agile Management program at the University of California, Berkeley.
Beyond Budgeting: Building Lean and Adaptive Enterprises – Bjarte Bogsnes
“It is both scary and amazing to observe how little management practices have developed over the last fifty years, a period where we have seen groundbreaking innovation in most other parts of business and technology. My sons who now are finalizing their business studies could easily have used many of my own textbooks from thirty years ago, especially those covering budgeting, planning and performance management. Most business schools still teach, and most companies still practice a “command-and control” approach born in a time when the pace and predictability of business environments were radically different, and when the expression “knowledge organisation” did not exist”, says Bjarte Bogsnes, VP Performance Management Development in Statoil.
Statoil is Scandinavia’s largest company. One of it’s values reads “Challenge accepted truth, and enter unfamiliar territory”. Bjarte Bogsnes will share Statoil’s long journey, which by no means is over, towards a new coherent management model which “takes reality seriously” both from a business and people perspective. He will advocate the need for joining forces with HR on this journey, because management processes must be fully aligned with leadership principles and practices. The two communicating opposing messages is a recipe for confused and disillusioned employees. Bogsnes will also argue that organisations will not succeed with their lean and agile efforts on development projects unless lean and agile also becomes the way the organisation, and not just it’s projects, are run.
Bjarte Bogsnes heads the implementation of Beyond Budgeting in Statoil and has extensive experience on practicing performance management without budgets. He has managed a similar project before, in Borealis. Bjarte is the Chairman of Beyond Budgeting Round Table, Europe. He recently published a book: Implementing Beyond Budgeting with a preface by Robert S. Kaplan from Harvard.
Implementing Lean Product Development at Vaisala – Jorrit De Groot
In this presentation, I will cover:
- Getting started: how we defined the change drivers, how we got buy in across the board, and how we involved the rest of the company
- Searching for the ‘right lean for R&D’: our benchmarking results from multiple lean R&D approaches (and why most of them would not create sustainable continuous improvement), and our selected approach for long term sustainable improvements
- Our implementation journey: from the first initial steps to multiple pilot programs, and our long term implementation approach
We I will walk together through an A3 where we described the problem and solution: we’ll look at the starting situation , our target, and the gap between them. I’ll share a short root cause analysis, after which we will look in depth at the proposed solution, the implementation including photo’s highlighting the journey, and the lessons we learned along the way. We’ll end the presentation with a few thoughts on the next possible steps and improvements, and how the ideas and practices can be used in other areas.
Jorrit de Groot is heading the organizational development in Vaisala R&D. He joined Vaisala in 2009, to help the R&D organization develop the internal capacity to most efficiently and effectively contribute to the overall success of Vaisala. During the last 1½ years, Jorrit introduced new Lean product development practices, and introduced several new approaches including visual planning and visual portfolio management.
Jorrit joined Vaisala after a 10 year career in Nokia, where he held several director and senior management positions. Among his responsibilities were managing Nokia’s innovation portfolio, including Nokia’s research activities, university relations and building and managing open innovation platforms. Jorrit was also responsible for renewing Nokia’s global product and portfolio management. Affecting 25.000 people, this change contributed to a reduction in development times by 50%, and an significantly increase of revenue streams from existing products.
Agile Software Product Development at SAP in the Context of Lean – Christian Schmidkonz
After more than four years of successful experience with Scrum (worldwide 200++ projects), SAP has decided to introduce a Lean Software Development Model at a large scale in its development organization based on Scrum. The presentation describes the approach including Lean introduction and transformation models, Scrum scalingconcepts , key success factors and challenges for an organizations with approx. 2.000 people. The audience will participate in one of the most challenging and fascinating Scrum introductions underway.
Christian Schmidkonz joined SAP AG in 1994. He is experienced in software development for more than 20 years and certified by Scrum Alliance as Scrum Master, Scrum Product Owner as well as Scrum Practitioner. Christian serves as a Chief Development Architect for process definition and enabled more than 100 Scrum teams internationally in the context of Lean Development at SAP. He is well known as a regular speaker at Agile conferences.
Achieving Superior Performance in Lean Teams & Delivery – Alan Shalloway
To date, much of the focus on Agile transitions have focused on the team. But the business side of an organization, and the management that serves them, are not truly interested in the mechanisms of Agile teams. Instead, they want shorter time to market, schedule flexibility, predictability, visibility and metrics that assist them in getting to success and that show when they’ve achieved it. This talk discusses how Lean methods, coupled with Agile teams are essential in achieving these.
Alan Shalloway is the founder and CEO of Net Objectives. With almost 40 years of experience, Alan is an industry thought leader. He helps companies transition to Lean and Agile methods enterprise-wide as well teaches courses in Lean, Kanban, Scrum, Design Patterns, and Object-Orientation. Alan has developed training and coaching methods for Lean-Agile that have helped his clients achieve long-term, sustainable productivity gains. He is a popular speaker at prestigious conferences worldwide. He is the primary author of Design Patterns Explained: A New Perspective on Object-Oriented Design, Lean-Agile Pocket Guide for Scrum Teams, Lean-Agile Software Development: Achieving Enterprise Agility and is currently writing Essential Skills for the Agile Developer. He has a Masters in Computer Science from M.I.T. as well as a Masters in Mathematics from Emory University.
Robustness: Anticipatory and Adaptive Human Systems – Mika Aaltonen
It was four years ago when I started a dialogue with my sense-making colleagues around the world; some of them experts who share the mind set of critical thinking, and some of them decision-makers in various governments and governmental organizations trying to deal with the uncertainty they face. Out of these discussions “Robustness” was born.
Mika Aaltonen is a Ph.D. (Econ.), Adjunct Professor (Foresight & Complexity), Editorial Board Member of E:CO (Emergence: Complexity and Organizations) journal, Fellow of the Royal Society of Arts in London, Senior Associate Researcher London School of Economics, Board Member of the European Regional Foresight College in Paris, Member of The Millennium Project in Washington, and Confirmed Speaker of the World Future Society. He is also Head and Chairman of the Board of StraX (the research unit for strategic intelligence and exploration of futures) at Helsinki University of Technology and the CEO of Research and Analysis Corporation (RAC) of Finland. Mika is the winner of Emerald Network Highly Commended Award 2008.