Abstract
Ask the leadership team for a list of ongoing projects they would suggest pivoting or cancelling, create a combined list, and identify opportunities to quickly validate and often invalidate assumptions embedded in these projects. Make sure to first identify the original hypothesis for these projects. Make the case for using lean enterprise thinking as an approach to make go/no-go decisions at project milestones as part of portfolio management.
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Notes
- 1.
Jim Collins, Good to Great: Why Some Companies Make the Leap and Others Don’t, (New York, NY: HarperBusiness, 2001).
- 2.
The cat, since we likened the architecture to Schrodinger’s cat, which has to be both on the bus and also provide clarity in business architecture intersections.
- 3.
Jake Knapp, John Zeratsky, and Braden Kowitz, Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days (New York, NY: Simon & Schuster, 2016).
- 4.
Seth Godin, We Are All Weird: The Rise of Tribes and the End of Normal (New York, NY: Portfolio Penguin, 2015).
- 5.
Jeff Paton. User Story Mapping: Discover the Whole Story, Build the Right Product (Springfield, MO: O’Reilly, 2014).
- 6.
Daniel Kahneman, Thinking Fast and Slow (New York, NY: Farrar, Straus and Giroux, 2013).
- 7.
Pivot options are summarized in Martin Zwilling’s Forbes article “Top 10 Ways Entrepreneurs Pivot a Lean Startup” at www.forbes.com/sites/martinzwilling/2011/09/16/top-10-ways-entrepreneurs-pivot-a-lean-startup/#1db27b112d2b .
- 8.
International Journal of Production Research, Boaz Ronen, Thomas Lechler, and Edward Stohr, “The 25/25 Rule: Achieving More by Doing Less,” Volume 50, Issue 24, 2012.
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© 2018 Michael Nir
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Nir, M. (2018). First 30 Days. In: The Pragmatist's Guide to Corporate Lean Strategy. Apress, Berkeley, CA. https://doi.org/10.1007/978-1-4842-3537-9_7
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DOI: https://doi.org/10.1007/978-1-4842-3537-9_7
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