 So it's important to be very careful about that okay, so if we were to think about IAL, you know what it really is it's just a way of thinking and acting which is you know what the IAL manifesto brings onto the table and And what it tells us is that the object is to increase value to the customer So if we were to see about lean thinking then we about lean we also have a way of thinking and acting and The focus is to optimize everything and to eliminate waste that's the basic premise I'm basically what we want to attain with this is high high quality value and This is very important. So in lean what we want to do is that we are going to focus on value where you know we are actually concentrating on quality and There's a lot of discussion that can go about this actually could go for a very lengthy discussion on what value is and what quality is But that's not the objective of the objective of this presentation So let's just understand that what we want to what we want to make sure is that We shouldn't even thought we have for example time boxes in some of the methodologies We shouldn't make sure that we don't stress on time But we have to really put our finger on is on value not on time So it doesn't matter if it takes a little longer to get this one done if he's going to provide their value to customer So basically What does that mean well You know going to different conferences during the last, you know for five years very often I hear people talk about why our adoption is failing and they come up with these kind of reasons So I'm pretty sure that you guys might have already discussed these ones So I am not going to talk about that You know what I'm going to talk is about the fact that there are other important aspects that we have to pay attention to and Actually, I am Absolutely convinced that they are way more important than those risks. Okay, so the first one is what I call the team and syndrome So what do I call it in the team and syndrome? Well, so you guys know the you know wizard of us you guys are I presume you are familiar with the team man So what I what I call it this way well because quite often When a methodology is adopted we focus on the mechanics of that methodology We focus on let's do these two week or three week Iteration and we're going to meet every morning and I'm gonna say what I do what I did what I'm doing Etc. Etc. Etc. Etc. And right away as soon as we start working on that We just focus on the mechanics of things and we immediately lose attention to what really matters Which is that which is the ideal thinking or that which is the lean thinking or the systems thinking and that's actually what we should be paying attention the most and Actually, you know, I will dare to say You could actually just by applying the thinking forget about all the methodologies that exist out there And you can still make a company much more successful that they currently are you can actually bring them out of the hole You just apply that because that allows you to bring a very deep understanding on what's going on And it's going to help you be able to figure out their solutions to improve, you know, the situation of that of that company And also brings, you know into into discussion the concept of auto-nomation Not automation auto-nomation. Okay in Japanese. This is called jidoka Which is translated as auto-nomation It has been translated also as Automation with human touch. I don't quite like the translation But basically what this is telling us is that we have to automate everything that we can And then we have to try really hard to automate everything that apparently we couldn't automate And the objective of doing this is to then be able to free people so that they can spend their time figuring out identifying Opportunities for improvement and figuring out how to make those improvements So this is huge, right? Imagine, you know, not having to to worry about constructing something and being able to focus about how to improve What is being done, you know, and how it is being done So the human factor is key. Okay, but human factor. I don't mean the term human factor I mean about, you know, the fact that of having human beings Be utilized in what human beings are really good at. Okay. Actually, there's an old book I don't remember the year is very very old the author is Norbert Wiener Norbert Wiener is the father of cybernetics He wrote a book entitled the human use of human beings. It's the only book he wrote out of the four or five He wrote that is non-technical. He doesn't talk about control theory or anything like that And I think is the most valuable because he actually talks about what this Is so I highly recommend it Another point is beware of the fashion trap. Okay, I mean just this morning I got an email from a person home I was in contact some time ago and hey, Masa I just got a new job and we want to do like some innovative stuff So we want to do scrum. Can we talk about that and how we can bring scrum? And I assure you, you know, if I were to call her and say why do you want to do scrum? They won't have a reason. I mean they won't have a real reason. I Well, everybody's doing it, right? So wait a second. I mean if everybody jumps off the cliff, I will yeah Right, so be very careful. Don't just go and jump into a conclusion just because Everybody's doing it. You have to really understand what the needs of your reality is to then determine What is it? What is that you're going to implement? I mean, it's already really great But it's also, you know, there's risk involved and there's cost involved in doing a transformation So you're going to do it. Congratulations, but do it right Okay, so don't do it just because everybody else is doing it Another point is sticking to it. And what does this mean? Well, what this means is here comes a customer You know with a need and we say, oh, yeah, we have a solution for you and with the solution well, there is one solution and Then another another customer comes and says hey, we have a problem. Can we solve it? Yes How are we going to solve it? Well, we have a way to solve it and he comes another one And how are you going to solve it? Well, we have a great way to solve it And what happens? Well, what happens is that we end up just falling into these famous, you know metaphor of you know, if you only have a hammer and unfortunately this happens way too often so Beware there's no such a thing as a magic formula Okay, so you have to figure out and you have to have, you know, a really nice tool set so that you can Identify and utilize that which really applies to provide the best value to the customer Know that which just makes your life easier or just because this is what I did before then this is what I do again So be very careful. Okay So if we're using the same approach to different problems is not the best of ideas, okay As he is practicing an ideal methodology by the book. What do I mean? Well Don't just go and be overvading, you know, real life representation of what's written in a book Just understand the context Figure out how you can actually use that knowledge and also skills in the way that best benefits You know that the people who are doing the job and the people who are getting the benefit of you know, what you are building So here's an example. So this is a customer in the financial industry as they're working with them They they were so smart that they say no coaching just training. So I get the training I go visit them a couple of months later And this is their scrum room and I like wow, that's really cool I don't even have to step in to know what happened. But anyway, so there's three charts over here And I'm going to show you details. So here's the spring one Here's the spring two and here's the spring three Do we need to say more? Okay, so what happened well two things happen one of them was you know, oh, we can just do it You know, this is just a mechanical thing We just do you know the the springs and the meetings and whatever and we're okay We don't need coaching and then what happens was also that what he did was they kept on doing the exact same thing They were doing before they just like calling it differently and they started trying to graph it, right? so Be careful. So you have to consider what your context is but also you have to to acknowledge the fact and by doing this case, I mean the customer, you know, they have to understand that Is not enough to just say I want to go to the you know to the cheapest solution or the quickest one But we should look after the right one, you know, so it's different between throughput accounting and cost accounting You know the difference between saying I'm just going to spend the minimum and try to get the maximum You know versus saying we have to do the right thing to get the best possible value Another point is flying on instruments so everybody knows what this means right when you are you know You're flying an airplane. Those of you have have done it. I'm sure you have had a lot of fun doing it I did it once and it was fun Basically, that's when you have zero visibility either because it is nighttime or because you know, there's too many clouds whichever weather conditions you just you know, the windows are good for nothing right there with the windshields So then you have to rely only on the instrumentation to do your flying and you know your calculations and all that stuff so This is what we do most times we just go about starting to apply something without taking into account what's going on and That's wrong. You know what we have to do is we have to start playing system thinking and in thinking and basically We have to ask why Why is it so not only okay the customers want something and I'm going to do it. It's okay. Why do you want it? You know, what's the benefit? Why are you what was it that you're looking for you know You know, what are the different solutions that we can Bring and so on so you have to really dig deep into the the marrow of what it is that needs to be accomplished And why we want to accomplish it? so Obviously, we know we know very well that an advantage of bringing agile is that you know These methodologies and some more than other bring visualization and that visualization allows me to better understand what's going on So if we have for example Scrum board we have a certain amount of visualization, but to be honest We really don't know what's going on here We know that people are working, but we don't know exactly what's going on Therefore, we don't know if we can improve the actual process Whereas if we apply something like Kanban when we have Kanban we have a high visualization because Kanban allows us to actually See every step of the process and it allows us through the visualization Determining In which way the behavior is helping us or not and that invites us to then do something to improve it and You know so Henry, you know that talk right before this one. He mentioned about putting a whip limit on the doing column Well, that's a way to start improving, you know, what's going on But it will be much better if you actually granularize that part so that we can really see what's going on And that will make things a lot better And I put this one just for people who are not already familiar with lean and agile And it's the fact that you know, we rely on tools that are over a hundred years old you guys know, right? can charts actually a hundred and two years old already and The current ones are exactly the same as your email ones except that now they are electronic But they're exactly the same thing and I think it's really close to not considered and you know But a hundred years that has to be a very way to to measure and to manage So the problem with this is that you know managers tend to get so into the tool I know if it has happens to you that you go and you want to talk to your manager say I have an issue Don't bother me. I am updating my my project. You know, I need to bring a report to the Board of Directors, so they are paying attention to the tool. So which means the tool knows a lot But the manager doesn't really know how things are going and what we have behind that is a lot of chaos And we want to avoid that right so I need water So Basically what we have to make sure is that we really pay attention to what's going on, okay? Pay attention to your customer listen talk conversaic collaborate communicate is Super super important for you guys to do that, you know Is to arrogant for us to say oh, we know what the value is we can just do it And it's equally arrogant for the customer to say oh, I know I know what I want I'll just tell you and you do it We really had to go through a conversation of discovery to be able to identify what that true value is and even doing that You know, it's risky and another one obviously is ignoring problems If I don't see it, I don't feel it. It didn't happen. It didn't exist. So it's okay And then what happens? Well, it accumulates and when it accumulates you just gets worse over time So instead of seeing these as all of these are problems We could probably just like change the way we see it and say these are opportunities of improvement So when you do that actually people feel attracted to it. You say there's a point Oh, no, you know, try to get away from it, but you say this is an opportunity for improvement Oh, let's check it out. Let's see what's going on. So just just you know the selection of words alone means a lot And then if I try it with mythology so everybody knows this right I don't need to I need to mention what this is. But anyway, so and there's this guy. Well, there was he passed away His name is Joseph Campbell He he was a scholar who was, you know, very deep into religion and mythology as Something that has been able by you know by humans and he was looking at religion as such But as a phenomenon of the you know, the human interaction And he wrote a book entitled the hero with a thousand masks if I remember correctly and he just so happened that In that book he indicates what are those key aspects that are universal in in humans that make of a hero a hero and George Lucas actually took all the elements that are in that book and wrote Star Wars and That's why Star Wars is so successful because he's universal He just follows exactly all those points that Joseph Campbell mentioned and that's that's kind of cool. However Beware of the heroes. Okay, and why do we want to be where are the heroes? Well Because the heroes tend to do more damage than good most of the time, you know why because Everybody knows about firefighting, you know Something goes wrong and it gets into overdrive and let's try to solve the issue and we're working on the 2 3 a.m Finally, we solve the problem and we high five and they all this is where we did it and awesome Why do we feel so euphoric after we do some firefighting because there's some adrenaline rush in the body and One of the side effects of adrenaline is that you fit euphoric once, you know The hormone starts going it starts fading away and that's a sensation is something that is pleasant. That is nice So what happens that we want more? Okay, so you just are becoming addicted. That's why Amusement parks, you know, the roller coasters are so successful because we want that thrill so the point the point with this is We all want to be heroes Okay, most of us when we're little we want to be firefighters at some point Why because firefighters are actually the ideal hero in the in the real world. They are not carrying guns They're not you know pursuing villains. They are just doing nice things You know, they're bringing the cut down from the tree and they're Instinguishing the fire and doing all those things. So we're like, wow, this is the ultimate hero So we all want to do that so when we do our firefighting, you know at war because there was a pretty ugly defect Then we we fulfill that childhood dream You know now and I am a real-life hero and then that person within which is typical every company has it and Sometimes every team has it this person is the one who solves every problem. Well, guess what? So consciously this person is making it easy for fires to happen Because he wants to still be up there on a pedestal So we had to change the mindset and most of these things why well even for Firefighters are the ultimate hero What happens when there's a fire and the firefighters come to extinguish it? Well, the result is something like this So the house is destroyed we extinguish the fire, but the house is destroyed and hey look we rescue a family photo Wow So what happens with the what we're doing? Well, we're writing code Pretty crappy and then we have all these problems wasting with the fire was the result So we had to think about from the standpoint of quality of productivity Economics, so this is not a good idea So we we shouldn't become really good at firefighting. Actually, we should become really good at writing fireproof code That's what we should do. We should encourage that and we should figure out a way to have those ultimate heroes Change the change the way they work so that they actually come here also making sure that we wow There's been a year and not a single fire. That will be an achievement okay So basically what I'm trying to say is this way of thinking and operating is non-value-added work meaning is waste and Then we have the multitasker So we had we had this tendency to admire people who can do a lot of things at the same time I'm working on five projects at the same time and I'm really good and wow I don't know how you do it, but when I grow up. I want to be like you Not really why because when we multitask we actually waste a lot of time There's there's hard data that demonstrate that task switching in knowledge work takes between 15 minutes and 30 minutes So imagine if a person is working on five projects every day that means four tasks switches Which are the pain of this if we go to both limits 15 minutes or or or 30 minutes We're talking between one and two hours of waste per day Who is translating to five hours to ten hours of waste per week? And the people are complaining that they're burning out because they're working long hours. They come on Saturdays Well, guess what you know, so your strategy of multitasking is actually backfiring you So don't do it. Okay, so don't do task switching and then come to DC planes. So the DC planes I am of Japanese Mexican descendants. I actually made my education was very strongly influenced by the Japanese You know way of doing things and I lived in Japan six years something that that to me was pretty amazing is You know this balance When you consider that there's very small spaces, but the way they use spaces is pretty awesome You have actually empty spaces So you have these very simple rooms and say well, how do they do it? How do they do it? How so that we can have something so narrow so small and yet so beautiful and so spacious When we human beings naturally had a tendency to fill spaces You have a you have a during an apartment six months later. You cannot fit in you have to rent a larger apartment It gets full with your stuff and a half and so on so This is very important because we have to understand that empty spaces are a good thing What does that mean? What that means is that we shouldn't feel people are a hundred percent capacity This means we should allow them to have the opportunity to just slow down Think carefully what they're doing figure figure out a very way to do what they're doing Etc. This is very very important and we should be doing this also towards ourselves So we have to allow autonomy and within that autonomy We have to allow people to just really be creative and do the best of their own work and as We increase discipline in the team and we increase confidence in the team. They're going to be more efficient Another point is this Back way back when when I had like, you know Probably like 20 pounds less of weight than what I have now I used to be a climber and actually used to a very accomplished climber I did first climbs and you know some pretty challenging walls, you know pretty cold walls in in the planet and Ice climbing was one of my favorite activities. Well still is but I don't do it anymore. I Can barely climb the stairs, but Something that was very important about this is the more difficult decline Basically what you had to do is you had your your tools You had these two spikes on your hands and your feet and you had to insert just like going fast And you know know what you have to do is the more difficult the climb is you have to actually slow down And what you have to do is you place your tools and You have three points that are static and only one moves So I have both feet and one hand you know static and then I place the other the other hand I had the both hands and one foot and then move the other one And you just go very slowly and actually you move very slowly to keep balance on what you're doing You try to move quick you lose balance and you fall Needless to say more right what happens if you fall so what this means is Make sure to just do things at the right speed at the right pace Don't for yourself to go too quick or too slow Just do it at the pace that is right for you the pace that is going to allow you to actually create value and not create waste Okay, and then we have Traffic there's no there's no traffic here, right? We just went to at least talk talk right the other day and it was pretty amazing You know to see that there's actually no distance between the top talks on the you have the wheel of this truck light right next to you That's pretty amazing But anyway, so But we're alive we made it All day and it was not a single accident which was even more surprising but what is important here is We have to understand that if we try to work things out at maximum capacity We are not going to get a good outcome You know, there's actually a model that shows the relationship between density time and flow And what it shows to us is that if we have way too many cars in the highway or way too few cars in the highway Then the flow is less efficient Why because because when there's a lot of cars then we have traffic when there are too few cars There's less flow so when we're going too fast There's less flow because obviously you're going way fast and you tend to leave more distance between you and the guy ahead of you So that you have time to react so then density goes down. So you have to find the right Level of density that's going to maximize the utilization of your You know of your system and that's what we call limiting the working progress okay, so You know the the ion methodologies Don't have this the only whip we see is in a scrum in the scrum the only whip that you have is the number of cars or user stories at Your spring backlog at the beginning of the sprint But you don't have an actual whip to control the flow throughout the system and we want to do that to improve it And last but not least it's actually 304 Is just the fact that we have to be very adaptive we have to learn that if we want to actually succeed We have to be as flexible as possible and we have to be of evolutionary I'm actually very pleasantly surprised by you know how things are going here at the conference There's a lot of talking about agile about lean about Kanban about systems thinking and they're really cool I have seen at all the locations a lot of discussion about people saying oh, no Lean is not agile so we do not accept it Kanban is not an ideal methodology. So we do not accept it You know PMI has nothing to do with what we're doing here related to I'll and I wait a second PMI has embraced I'll and you guys are not willing to embrace the other so we Let me sure not to do that And I feel like I am just like reaching to the car the car here because I don't see that here, you know It's part of the presentation So okay a little bit late from the actual schedule, but thank you guys You have questions we can talk outside. Thanks