3M usually released a new product in a 7 year cycle. Following a conversation with Elon Musk they were able to release one in 5 weeks.
What was done and how
During the NASA Suttle Program they got the cost of delivering a kilo of payload down to £26,884/kilo in 1995. Along came SpaceX and in 2020 were launching a kilo for $951. Their goal is under $100/kilo.
Giles Lindsay took an IT team at a FinTech from delivering 3 projects in 6 months to delivering 3 projects in 3 months and goal to deliver 35 in the next 12 months. They delivered 109.
The car factory in Fermont had been closed for 2 years due to being the worst performing, with the highest absenteeism. In 6 months the same staff were the highest performing in the US.
The Gigafactory in Texas was in production 90 days after the land they bought was cleared. Link to the video with other amazing speed facts.
Agile principles and practices allow an organisation to access all the brains to find the solutions to problems, the better alternatives and the innovation required to achieve its goal
An Agile Leader's Manifesto - designed to ensure (1) Leaders and their coaches are having the right conversations, (2) Leaders can agree how they should approach their role, and (3) the teams know what to expect.
1. Deliver early, deliver often. Delivering value, faster, better, more cost effectively.
2. Dealing with complexity and responding to change while reducing risk.
End users and Feedback
3. User-centric, iterative, incremental, early delivery of Value with a fast feedback loop.
4. Building the right thing and building the thing right.
5. Empirical, evidence based decision making.
6. Transparency, a visible process, allowing for continuous Inspection and Adaptation.
Teamwork and team members
7. Collaborating, self-organising, cross-functional teams, supported by emotionally intelligent servant leaders.
8. Continuous improvement and continuous personal growth in a safe, exciting and motivating environment
9. Governance is built in.
10. Start small. Experimenting and problem solving to reduce complexity and increase predictability.
The Agile Mindset starts with the Agile Values:
(adapted to support "Agile for Everything and Agile for Everyone")
The opposite of Agile is rigid, fixed or bureaucratic.
The speed in Agile come about through being nimble and flexible rather than by trying to turn the cogs faster.
An organisation which is Agile is able to:
Agile is an iterative approach to project management and software development that helps teams deliver value to their customers faster and with fewer headaches. Instead of betting everything on a "big bang" launch, an agile team delivers work in small, but consumable, increments. Requirements, plans, and results are evaluated continuously so teams have a natural mechanism for responding to change quickly.
Agile is a broad range of frameworks and techniques that focus on using fast feedback, and an iterative incremental approach.
“[Agility] comes in different forms, but basically it’s the ability to quickly adapt to or even anticipate and lead change.
Agility in the broadest form affects strategic thinking, operations, technology innovation and the ability to innovate in products, processes and business models.”
Agile is a company culture based on creating value for the customer.
It is a special mindset shared by employees whose attention is focused on goals and the concerns of the consumer. In this frame of reference, the client becomes the boss of every associate in the company, not just the boss of the sales manager.
The company is then able to function as a single organism whose purpose is to find out what the customer needs as quickly as possible and fulfill those needs faster than their competitors.
Agile’s emergence as a huge global movement extending beyond software is driven by the discovery that the only way for organizations to cope with today’s turbulent customer-driven marketplace is to become Agile. Agile enables organizations to master continuous change. It permits firms to flourish in a world that is increasingly volatile, uncertain, complex and ambiguous.
Agile is the ability to create and respond to change. It is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment.
Agile is a process by which a team can manage a project by breaking it up into several stages and involving constant collaboration with stakeholders and continuous improvement and iteration at every stage.
Agile project management is an iterative approach to delivering a project throughout its life cycle.
having a quick resourceful and adaptable character
//an agile mind
"Agile" is a collection of ideas, frameworks and practices which include Scrum, Kanban, DevOps, Lean, Continuous Improvement, and others, as well as frameworks which have not yet been invented.
These frameworks are often combined and tweaked by the more experienced Agile professionals as they adapt to the organisations they are supporting, and apply the relevant elements from the frameworks to get things done.
Agile itself is not the goal.
Having an Agile Mindset is the key (see below), whereas following a framework too religiously almost always leads to problems.
Agile was originally envisioned to deliver software, however it is a mindset which can applied to almost every aspect of business or life: Agile for Everything and Agile for Everyone.
Scrum is a framework for getting complex problems solved and delivered at the highest possible value and get them delivered quickly.
An agile mindset is about creating and responding to change in uncertain and turbulent environments. It’s about thinking through how you can understand what’s going on in the environment, identify what uncertainty you’re facing and figure out how to adapt as you go along.
An agile mindset is a way of approaching things.
An agile mindset is the set of attitudes supporting an agile working environment. These include respect, collaboration, improvement and learning cycles, pride in ownership, focus on delivering value, and the ability to adapt to change. This mindset is necessary to cultivate high-performing teams, who in turn deliver amazing value for their customers.
It is an attitude that supports the agile working environment through core values, these include:
Some resorted to the Supreme Court’s approach to defining pornography: “You know it when you see it.” Yet over time, the nature and content of the Agile mindset have clarified, particularly by way of contrast to the bureaucratic mindset that is still prevalent in many large organizations.
Practitioners are thus said to have an Agile mindset when they are preoccupied—and sometimes obsessed—with innovating and delivering steadily more customer value, with getting work done in small self-organizing teams, and with collaborating together in an interactive network.
We believe that agile is not a process, methodology, or framework; it is a mindset that welcomes uncertainty, embraces challenges, empowers individuals, and views failure as a learning opportunity. Adopting an agile mindset unleashes the brilliance of people and teams, which enables rapid discovery and faster innovation.
having a quick resourceful and adaptable character
//an agile mind