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Momentum > Urgency | Test Obsessed
"What I’ve learned is that if we want things to go fast, a sense of momentum is much more effective than a sense of urgency."
management  agile  leadership  lean 
4 days ago by jhealy
Stuff I said at Kansas City StartupWeekend that sounded smart - apenwarr
I rarely get the chance to try out words of wisdom on real people before
I present them to you here. So when I post something, it might tur...
mvp  lean  apenwarr  kansas  advice  best  practice 
7 days ago by xer0x
Momentum > Urgency | Test Obsessed
Let’s talk about motivation. More specifically let’s talk about what leadership can do to help motivate a team.
management  leadership  projectmanagement  agile  lean  motivation 
8 days ago by madscene
Installing Lean and mathlib | Xena
If you want to bite the bullet and install Lean and mathlib properly, so you have the latest version of mathlib on your machine and can download updates to mathlib easily, then you need to install git, and if you’re on Windows you need to install a terminal too, so you can type commands into your computer instead of just clicking on stuff. Installation instructions vary over operating systems. The community recommends that you use something called “elan” to install and manage Lean itself.
Thank you to Scott Morrison for writing the docs and making the videos.
10 days ago by baz
2 Second Lean Book | Paul Akers Website | Lean Books | Lean Culture ;;;
tags: 2 Second Lean Book | Paul Akers Website || Lean Books ||| Lean Culture |||| fastCap ;;;
2  Second  Lean  Book  |  Paul  Akers  Website  ||  Books  |||  Culture  ||||  fastCap 
11 days ago by neerajsinghvns
Lean Forums - Lean Organization Structures
One should not think about organizational structure independent of the whole system. One of the problems that creates waste in our organizations is that someone is designing the information systems independent of someone else who is designing the organization structure, independent of someone else who is designing HR systems, etc., etc., The reality is that the organization is a "whole-system", an interactive, interdependent set of organisms, like the human body, in which the functioning of one sub-systems impacts the functioning of all others.

For many years I did something we called "Whole-System Architecture" which was derived from socio-technical systems (STS) theory (see Fred Emery and Eric Trist). The object was to look at the organizational system as a whole and redesign it from the bottom up. I can send you a more detailed paper on this if you like. send me an email at

A couple key points in the process:

a) engage all levels in the design so you create their ownership in the process and the outcome.
b) design from the bottom-up. Start with the core work process that serves the customer and design the natural work teams/cells to optimize the management and improvement of the core work. Everything else, including all levels of management should be designed to serve those who do the work that serves the customer.
c) optimize the first level team structure: what information do they need to optimize their performance? What training? What tools? What forms of motivation? What decision authority, etc.? Don't design the next level until you first optimize the work team or you will suck functions up and sub-optimize the teams.
d) then ask "What help do the teams need?" from this question you define the functions of the first level of management. To help the teams is the only reason for this level to exist. After answering what functions are needed, ask "what qualities are needed in the person?"
e) then form this level in teams and then ask "what help do they need?" This is zero-based organization design that will lead to fewer levels and every function justified by how it adds value to the work that serves customers.

That's a start. Email me and I will send you more detailed process.
lean  organisation 
21 days ago by IanMulvany

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