Lean & mean innovation machine • 2
In the world of software/product development, waste refers to any team activity that does not add value from the customer’s perspective. By continuously identifying and eliminating waste, agile teams can dramatically boost productivity and improve quality of work. What are the implications for x-functional teams working in the fuzzy front-end of service innovation?
In this blogpost, I will compare and contrast four ways to drive innovation (see table 1). This will help us map the nine types of waste to upstream projects (in the next three blogposts).
Before we begin, let me clarify my assumptions:
Service innovation teams work on projects that are classified as either upstream or downstream.
Upstream projects are about addressing complex challenges and exploring wicked problems in a systemic, people-first, and solution-agnostic way. Upstream teams follow a blended systems thinking and design thinking approach. Upstream teams are manager-led (see previous blogpost).
Downstream projects are about developing and releasing specific inventions/solutions for specific customers in an incremental and iterative way. Downstream teams follow a blended lean startup and agile approach. Downstream teams are self-organizing (see previous blogpost).
In both upstream and downstream projects, innovation teams and project stakeholders embark on a learning journey based on continuous experimentation, reflection, and adaptation.
Upstream projects may lead to any number of downstream projects. And downstream projects may spark the need for bigger-picture, upstream work. Hybrid projects may occur but are (arguably) not optimal from a learning perspective.
Four ways to drive innovation
Table 1. Side-by-side comparison of four ways to drive service innovation
In the next blogpost, I will introduce three types of waste (out of nine) in upstream innovation projects.
References
Acaroglu, L. (2017). Tools for systems thinkers: Getting into systems dynamics… and bathtubs. Medium.
Beck, K., Beedle, M., Cockburn, A., Cunningham, W., Fowler, M., Grenning, J., Highsmith, J., Hunt, A., Jeffries, R., Kern, J., Marick, B., Martin, R., Mellor, S., Schwaber, K., Sutherland, J., Thomas, D., & van Bennekum, A. (2001). Manifesto for agile software development.
Blank, S. (2013, May). Why the lean start-up changes everything. Harvard Business Review.
Brown, T. (2008, June). Design thinking. Harvard Business Review.
Design Council. (2007). Eleven lessons: Managing design in eleven global brands. Desk research report. Design Council, UK.
Design Council. (2021). Beyond net zero. A systemic design approach. Design Council, UK.
Kim, Daniel H. (1999). Introduction to systems thinking. Pegasus Communications.
Mersino, A. (2015). Agile project management. Vitality.
Ries, E. (2011). The lean startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses. Currency.
van Ael, K., Vandenbroeck, P., Ryan, A., & Jones, P. (2021). Systemic Design Toolkit Guide. Systemic Design Toolkit.
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