Episodes

Summary:

 

This episode we talk to Nigel Thurlow, co-author of The Flow System Playbook.  A super interesting session where Nigel does a deep dive sharing his experience  on Flow concepts as he was embedded at Toyota (as well as other organizations).

 

“The Flow System is not a framework” Nigel explains and that the key to all the “competing” approaches is not an either/or but an amalgam of concepts. The magic occurs in the interconnection of Lean and Agile methods, approaches and frameworks.  And per Nigel, “most Agile practitioners and many Scrum practitioners lack a fundamental, deep expertise and understanding in Lean thinking.”

 

Nigel has compiled his perspectives of Flow in his recent book – The Flow System Playbook, which is not actually a playbook per se. Listen in as Matt and Mike simply wind him up and let him roam – free range style.

Summary:

 

In this episode of HTAT, our guest Klaus Leopold – originator of the Flight Levels approach – takes us through the what, why and how of applying his Flight Levels approach.

 

Klaus explains that this is NOT a scaling framework so much as it is a thinking model to overcome the limits of local optimization approaches (sub-optimization) by focusing on three levels (upstream from the team operational level). It’s an effort to connect and align the work of an organization from strategy to execution through iteration and continual improvement.

 

Referencing real-life examples from a German engineering organization, Klaus describes how his approach came to be and continues to evolve.

 

Summary:

This episode we open up the CIO’s Value Stream Management (VSM) Playbook as authored by Mik Kersten and his crew at Planview. This playbook is directed at, well CIO’s of course, desiring and maybe driving toward creating high performing technology organizations within large enterprises. Mik draws from insights and understanding based on a handful of interviewed CIO’s highlighting their priorities and

constraints to running these organizations.

 

There are 12 steps (or concepts perhaps?) of which we were able to dissect only the first 6 due to time limits. But just these 6 take us into some interesting discussions.

 

We plan to take up the remaining 6 steps/concepts in a subsequent session. Stay tuned.

Summary:

This episode we tackle the development of an assessment tool unencumbered by Lean and Agile jargon. We focus on the need (the why) and the what would be valuable in an outcome-based assessment and how might you use it to measure genuine progress towards overarching objectives in coaching engagements.  Lastly, we discuss the limitations of current assessment and measurement tools and how they paint an incomplete picture.

Summary:

In this episode we delve into the engineering philosophy of Elon Musk, as discussed by Tom Gilb. We explore Musk’s five-step approach to engineering, which emphasizes simplifying requirements, optimizing design, and accelerating cycle time. We draw parallels between these principles and Agile methodologies, highlighting the importance of simplicity and iterative development.

 

The discussion also touches on the potential pitfalls of Musk’s approach, particularly when taken to extremes, and the challenges of implementing such philosophies in large organizations. We discuss and emphasize the need for effective stakeholder management and the importance of setting clear expectations in Agile processes.

 

Throughout the episode, the ultimately we reflect on the broader lessons that can be learned from Musk’s approach, while acknowledging the complexities and nuances involved in applying these principles in different contexts.

Summary

This episode we delve into the complexities of continuous improvement in organizations, emphasizing the importance of leadership and culture in driving change. We discuss how consulting firms provide strategic advice but often lack practical experience, highlighting the need for clients to discern value.

 

We then explore the challenges organizations face in embracing continuous improvement, frequently hindered by entrenched practices and a focus on efficiency over innovation.

 

A dive into the role of leadership in evolving systems, using examples like Boeing and Apple to illustrate how leadership transitions and cultural shifts impact organizational focus and success. And argue that leadership should prioritize innovation and quality to ensure long-term success, rather than merely maintaining the status quo.

Summary:

In this episode, the hosts discuss the importance of using the right tools and frameworks, such as Scrum and Kanban, in the appropriate contexts. They explore some misconceptions around agile methodologies and emphasize the significance of focusing on outcomes rather than rigid adherence to frameworks. The conversation delves into the challenges of organizational transformation, the high failure rate of such initiatives, and the need for effective change leadership. The hosts also touch on the concept of fiduciary responsibility in agile coaching and the potential pitfalls of becoming too ingrained in a client’s organization.

Summary

 

In this episode, hosts Matt, Mike, and Jeff are joined by special guest Jim Benson to discuss the concept of Obeya. Jim shares his journey from punk rocker to Agile pioneer.

 

They do a deep dive into the origins and real world use of Obeya, a concept that emphasizes visualizing work to enhance collaboration and alignment within and between teams.

 

The discussion highlights some of the successes of Obeya, using examples from GE’s appliance division to illustrate how transparency and trust can transform a workplace. Jim addresses the role of communication tools in team dynamics, advocating for a streamlined approach to avoid confusion and inefficiency.

 

The episode concludes with insights into continuous improvement and the need for adaptability in work systems, emphasizing the ultimate goal to create environments where teams can thrive and innovate.

Summary:

In this episode, Matt and Jeff kick around the intricacies of business transformation and potential of value-based consulting. They discuss the importance of demonstrating value to clients, the challenges of measuring and justifying consulting fees, and the potential benefits of alternative compensation models. They also emphasize the necessity of trust and alignment between consultants and clients – particularly if using an alternative compensation model.

Summary: In this episode, hosts Matt Beam and Mike Marchi dive into the ongoing and thought-provoking discussion with guests Huy Nguyen and Marcelo Lopez Jr. about the evolving role of Agile coaching. They explore the historical context of Agile, its perceived effectiveness in today’s industry, and the growing debate around the true value and definition of an Agile coach.

 

Central to the discussion is the provocative hashtag #NoSuchThingAsAnAgileCoach, which sparks a debate on the true value and role of Agile coaches. The guests argue for a more integrated approach, emphasizing the need for coaches who are not only skilled in Agile practices but also deeply understand the business and product management aspects. They highlight the necessity of leadership and strategic thinking in driving successful Agile transformations.

 

This episode is a must-listen for anyone interested in the current and future state of Agile and coaching.