Lean Enterprise

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• Preface
  • Why Did We Write This Book?
  • Who Should Read This Book?
  • Conspectus
    • OReilly Online Learning
  • How to Contact Us
  • Acknowledgments
• I. Orient
  • 1. Introduction
    • A Lean Enterprise Is Primarily a Human System
    • Mission Command: An Alternative to Command and Control
    • Create Alignment at Scale Following the Principle of Mission
    • Your People Are Your Competitive Advantage
  • 2. Manage the Dynamics of the Enterprise Portfolio
    • Exploring New Ideas
    • Exploiting Validated Business Models
    • Balancing the Enterprise Portfolio
    • Conclusion
• II. Explore
  • 3. Model and Measure Investment Risk
    • Model Investment Risk
    • Applying the Scientific Method to Product Development
    • Principles for Exploration
    • Conclusion
  • 4. Explore Uncertainty to Detect Opportunities
    • Discovery
      • Creating a Shared Understanding
      • Structured Exploration of Uncertainty
    • What Business Are We In?
      • Understanding Our Business Problem to Inform Our Business Plan
      • Understanding Our Customers and Users
      • Turning Insights and Data into Unfair Advantage
      • Using Insight to Inform Hypotheses and Experiments
    • Accelerate Experimentation with MVPs
      • How Do Our Vision and MVP Work Together?
      • The One Metric That Matters
    • Conclusion
  • 5. Evaluate the Product/Market Fit
    • Innovation Accounting
    • Do Things That Dont Scale
      • Customer Intimacy
      • Build a Runway of Questions, Not Requirements
      • Engineering Practices for Exploring
    • Engines of Growth
    • Transitioning Between Horizons to Grow and Transform
    • Conclusion
• III. Exploit
  • 6. Deploy Continuous Improvement
    • The HP LaserJet Firmware Case Study
    • Drive Down Costs Through Continuous Process Innovation Using the Improvement Kata
      • Understand the Direction
      • Planning: Grasp the Current Condition and Establish a Target Condition
      • Getting to the Target Condition
      • How the Improvement Kata Differs from Other Methodologies
    • How the HP LaserJet Team Implemented the Improvement Kata
    • Managing Demand
    • Creating an Agile Enterprise
    • Conclusion
  • 7. Identify Value and Increase Flow
    • The Maersk Case Study
    • Increase Flow
      • Map Your Product Development Value Streams
      • Limit Work in Process
    • Cost of Delay: A Framework for Decentralizing Economic Decisions
    • Conclusion
  • 8. Adopt Lean Engineering Practices
    • The Fundamentals of Continuous Delivery
    • Continuous Integration and Test Automation
    • The Deployment Pipeline
    • Decouple Deployment and Release
    • Conclusion
  • 9. Take an Experimental Approach to Product Development
    • Using Impact Mapping to Create Hypotheses for the Next Iteration
    • Performing User Research
    • Online Controlled Experiments
    • An A/B Test Example
    • Prerequisites for an Experimental Approach to Product Development
    • Conclusion
  • 10. Implement Mission Command
    • Amazons Approach to Growth
    • Create Velocity at Scale Through Mission Command
    • Evolving Your Architecture Using the Strangler Application Pattern
    • Conclusion
• IV. Transform
  • 11. Grow an Innovation Culture
    • Model and Measure Your Culture
    • Change Your Culture
      • Make It Safe to Fail
    • There Is No Talent Shortage
      • Growing Talent
      • Eliminate Hidden Bias
    • Conclusion
  • 12. Embrace Lean Thinking for Governance, Risk, and Compliance
    • Understanding Governance, Risk, and Compliance
      • Take an Evolutionary Approach to Risk Management
    • Apply Lean Principles to GRC Processes
      • Define the Value of GRC Processes from the Customer Perspective
    • Map the Value Stream, Create Flow, and Establish a Pull System
      • The Wrong Control Interrupts Flow
    • Conclusion
  • 13. Evolve Financial Management to Drive Product Innovation
    • Introduction
    • Dancing to the Beat of the Financial Drum Slows Innovation
    • Liberating Ourselves from the Annual Budget Cycle
      • Stop Conflating Good Financial Management with The Budget
      • Disassociate Funding Decisions from the Annual Fiscal Cycle
      • Explore Activity-Based Accounting Principles
    • Avoid Using Budgets as the Basis for Performance Measurement
    • Stop Basing Business Decisions on Capital Versus Operational Expense
    • Modify Your IT Procurement Processes to Gain Greater Control over Value Delivery
    • Conclusion
  • 14. Turn IT into a Competitive Advantage
    • Rethinking the IT Mindset
    • Freedom and Responsibility
    • Creating and Evolving Platforms
      • Preparing for Disasters
    • Managing Existing Systems
    • Conclusion
  • 15. Start Where You Are
    • Principles of Organizational Change
      • Aim Towards Strategy Deployment
    • The UK Government Digital Service
    • Begin Your Journey
    • Conclusion
• Bibliography
• Index

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