The Mental Leaps — More, Faster, Better, Happier & More Innovative!

Experiences and Insights From a Large Lean/Agile Transformation Journey

Photo: Erik Schön. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article

Introduction

Our Context

Figure 1: Parts of a mobile communication network. Illustration: Erik Schön

Starting with Why

Figure 2: Announcing the new Pope in 2005. Photo © Luca Bruno/AP
Figure 3: Announcing the new Pope in 2013. Photo © Michael Sohn/AP

Departure

Our Heritage

Figure 4: Our heritage — overlapping waterfall projects with big upfront design. Illustration: Erik Schön

Initial Inspiration

Figure 5: Inspiration from our colleagues in Finland — Scrum and Continuous Integration. Illustration: Ari Jouppila

What Worked Well Early On

Figure 6: Cross-functional team SuperSonic at their kick-off. Photo: Peter Lundh

Mental Leap #1: From Methods & Tools to Principles & Mindset

Principles and Mindset: Point to the Destination and Explain Why

Figure 7: Pointing to the destination, giving direction and answering ”why?” Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article

Principles and Mindset: From Large Batches to Smaller Batches

Figure 8: Delivering in large batches for cost advantage. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 9: Delivering in smaller batches for value advantage. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 10: Slicing a feature to secure faster value delivery and quicker feedback and learning. Illustration: Peter Eriksson and Erik Schön
Figure 11: Run improvements as small experiments that are safe to try. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article

Principles and Mindset: From Local Sub-Optimization to Global Awareness

Figure 12: Playing cone football with limited visibility and only very local awareness. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 13: Playing real football with full visibility and global awareness. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 14: Visualization room with key stakeholders and video conference link to other sites. Photo: Håkan Forss
Figure 15: A visualization board securing global awareness at a glance, and, hinting what to do. Photo: Håkan Forss

Principles & Mindset over Practices

Figure 16: Mindset, values and principles > practices. Illustration: Ahmed Sidky

Mental Leap #2: From Resource Efficiency to Flow Efficiency

Figure 17: A typical organization where the people work isolated from each other. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 18: Examples of high resource efficiency (steel mill) and high flow efficiency (emergency service). Source: Niklas Modig and Pär Åhlström. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 19: Start aiming for high flow efficiency, then aim for high resource efficiency. Source: Niklas Modig and Pär Åhlström. Illustration: Erik Schön
Figure 20: Resource utilization and lack of flow on a highway. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 21: Inspiration from “the Don of Flow”. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 22: Internal story-telling how flow in our processes is similar to flow in our products. Photo: Håkan Forss. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 23: Ensuring high capacity in processes is similar to ensuring high capacity in products. Illustration: Patrik Persson and Erik Schön
Figure 24: First flow efficiency, then resource efficiency in both processes and products. Illustration: Ceylon Utterborn and Erik Schön
Figure 25. Use different leverage points to improve a system. Source: Donella Meadows. Illustration: Erik Schön

Mental Leap #3: From Scattered Experiences to Continuous Innovation

Figure 26: Planning with less than full utilization creates an environment for innovation. Illustration: Mårten Pehrson and Erik Schön
Figure 27: Many small experiments towards the next challenge on the way to the vision. Illustration: Jonas Plantin and Erik Schön
Figure 28: Ferrari. Photo: Unknown. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article
Figure 29: Learning Days — hands-on workshop (left) and example schedule (right). Photo: Erik Schön
Figure 30: !nnovation Operating System (!OS) based on Hendrik Esser’s Human System Action Tool. Illustration: Jan Hederen, Alina Oramas Alvarez and Erik Schön

Summary

Photo: Erik Schön. LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this article

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