This week I was lucky enough to attend a speak at Lean Day London. I’ve been to many conferences and I was particularly excited about this one as I personally liked the theme and range of speakers sharing their stories. This was very much about practice over theory which provides a core knowledge of practical examples to take away. Maybe some of this is subjective due to the nature of my recent work focus on transforming a large organisation into a Lean Enterprise. I’m currently part of a core team within Pearson who are going through a very exciting global transformation using learnings and knowledge from Agile and Lean Startup communities, which was the basis of my short talk. I feel very privileged to be part of this team and although I presented at LeanDay any credit for the subject matter should be shared between the team which consists of :
My talk was centred around how we are applying Lean Startup beyond the idea and how we are trying to change behaviours to think this way. I’ll soon include the video here when it has been published. In the meantime I have included the slides below, but without explanation are limited on content.
On one of the slides where I wanted to combat change I referenced the inspiring book “Change or Die” by Alan Deutschman. My point in doing so was to reference the challenge on changing behaviours. One of the key questions in this books is “What is it that prevents 90% of heart patients from changing their lifestyle after bypass operations?”. My reference to this is that if you can expect behavioural resistance when people are faced with the most extreme case “end of life”, asking people to change behaviours in an organisation is not enough. Changing behaviours takes more than “support”, you need actions. Actions from the top and through every part of the organisation. This requires significant effort and engagement.
What was amusing about this slide is that, when people photographed and tweeted myself on stage in front of the message “Change or Die”, for anyone not at the conference, this can be taken the wrong way. This was not a comment on the company, but a coaching approach to change for any organisation to consider.
Photo by : @alebyday
Some of my favourite tweets during the conference #leandaylondon
“Inheriting a somewhat successful product can be more challenging than inheriting a failed product” #leandaylondon
The topic of #leandaylondon: how do we shift our culture of delivery into a culture of learning?
Validate the need before validating the solution. #leandaylondon