How we make a difference

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The following is our generic Teal Unicorn pattern of advancing a client (every instance is different of course). This approach succeeds in the context of advancing Continuous Delivery, or Change Management, or any other improvement context. if this seems too complicated, we have an even simpler secret formula.

֎ Visualise work. Put activity on a wall (or a virtual one). Start to get a picture of where the issues are.

֎ Communicate. Get in a room (even with COVID19, we should really get in the same space whenever we can. Virtual isn’t the same, and no written medium will do at all). Develop mutual respect for each others’ challenges and needs. (“When you…. we feel ….”)

֎ Create some headroom to start improvement, with initial tactics to get some breathing space. If people are 100% busy (or more), nothing is ever going to improve until you prioritise improving work over doing work. This is cold hard logic. Don’t move on until the concept of slack is accepted by all who control workload.

֎ No, really. Don’t move on until there is headroom for improvements.  Otherwise you’re all just dreaming.

֎ Explore the delivery value stream(s) together. Take managers to the gemba, to where the work is done. Develop a common understanding of value flow, where the bottlenecks are (Theory of Constraints view), and where the overburden, inconsistencies, and waste are (Lean view).

֎ Visualise flow of work. Develop a common view of the value stream. [Common to all three groups: management, Devops, and ITSM]. Value Stream Mapping may produce the first-ever holistic view of the work. Usually, at least one senior person is shocked by how it really works.

֎ Wait for the pennies to drop: management will see places where they are part of the problem (see the first half of John Seddon’s Beyond Command and Control).  Set management to find ways to get out of the way of flow. These are low hanging fruit and very good for morale. (See Gary Hamel’s new book Humanocracy for a sizzling attack on bureaucracy).

֎ Broker a common set of values and principles to work by, at least within the scope of our control.   Who are we? Who do we want to be? What do we stand for? How do we do things around here? We have a long list of examples.

֎ Introduce, and evenly distribute, three sets of ideas: DevOps (especially Continuous Delivery), ITIL4 (especially High-velocity IT), and new ways of managing (especially servant leader/manager). This is why foundation training and even certification are OK. It creates a baseline of common concepts and language. .Some evangelizing is good.

֎ Focus on creating more headroom, through:

  • demand management – how to say “no”
  • backlog prioritisation – how to say “not yet”
  • tighter product management collaboration – how to say “after you”
  • low-hanging fruit of flow optimisation – quick wins
  • automation of work – typically pays for itself in three iterations if you share it
  • faster incident resolutions – e.g. see Intelligent Swarming in ITIL
  • reduced failure demand – higher quality through DevOps

֎ Start experimenting. Start a programme to promote, track, share, and consolidate experiments.

֎ Create an improvement “machine” of people and activities to keep continual improvement moving.

֎ Create bubbles of new ways within the broader organisation. Protect them with buffers: white space between them and the rest of the work system. Produce proof points  evidence that new ways work.

֎ Find triads of mutually supporting peers or near-peers. [from the book Tribal Leadership]

֎ Create – or wait for – an executive mandate to develop (incubate) an organisation-wide way of delivering.

֎ Once we have minimum viable version of the new way of working, start an invitational [pull don’t push] movement for wider adoption. Run interference on the organisational immune system: watch out for those who see it as their role to protect the organisation from these dangerous new ideas. Feed back to improve our new way of delivery. Use Toyota Kata or similar to develop it.