the presentation slides - MIT SDM – System Design and

Transcription

Gap Filling Organizations
Responding at speed
and scale to the
unanticipated
© Steven J. Spear 2014
Key Point 1:
Key Point 1:
Greatness is discovered,
not decided.
Competing at Speed
Competing at Speed
Great
Δ
Climb rate
Okay
Know a lot
Δ
Altitude
Δ
Discovery rate
Know something
Don’t know
Question 1: Your firm’ss discoveries
Question 1: Your firm
discoveries
• Break
Break through innovations/discoveries
through innovations/discoveries
that makes you competitive?
– __________________
– __________________
Key Point 2:
Key Point 2:
Problem Solving Key to Discovered Greatness
Compe&ng at Speed Great Δ Climb rate Okay Know a lot Δ Δ Al-tude Discovery rate Know something Don’t know Spread ✓ ✓ Solve ✓ See ✓ Spread ✓ ✓ ✗ Solve ✓ See ✓ Spread ✓ ✓ ✗ Learner Solve ✓ leader See ✓ ✗ © Steven J. Spear 2014
Question 2: Your problems
Question 2: Your problems
• Big projects
Big projects
– Lead time
– Delivery time
• Unanticipated
– Warning time
– Response time
Key Point 3:
Key Point 3:
Matching Problem Size and Speed to to Problem Solving System
Educational Example
p
http://www.service-innovation.org/the-importance-of-the-big-idea/
http://www.assortedstuff.com/?p=4033
http://blog.sysomos.com/2010/05/19/twittera-as-a-resource-tool/question-mark/
http://aspiringdocsdiaries.org/2012/11/14/learning-in-med-school/
Cells versus Systems
y
http://www.annekeckler.com/nutrition-carbohydrates/
http://en.wikipedia.org/wiki/File:Langerhanssche_Insel.jpg
http://healthandfashion.us/the-tempting-pizza/
Making the Leap vs. Gettin Them Home
Getting Them Home
1961-1969
http://history.nasa.gov/SP-4105/p313.jpg
14 April-17 April 1970
http://www.universetoday.com/62663/13-things-that-saved-apollo-13-part-4-using-the-lm-for-propulsion/
http://d1jqu7g1y74ds1.cloudfront.net/wp-content/uploads/2010/04/apollo-13-mission-c.jpg
Mercury
Gemini
Apollo
Explorer Program
Explorer 10 Satellite
1961
Explorer 6 on a Thor-Able III
August 1959
Explorer 9
February 1961
Question 3: Your systems
Question 3: Your systems
• Big projects
Big projects
– Staffing
– Funding
• Unanticipated
– Staffing
– Funding
Key Point 4:
Key Point 4:
Proximity for speed and scale
Structure and Dynamics
Structure and Dynamics
SOLUTION SPACE
INFORMATION
FLOW
PROBLEM SPACE
SOLUTION
FLOW
Internal Processes
•Resource light
•Fast
Fast
•Expanded capacity
Rapid Equipping Force
p q pp g
Decade(s)
( ) long effort
ff
Month(s)
( ) long effort
ff
http://news.yahoo.com/putin-orders-snap-check-russia-armys-battle-readiness-130603022.html http://www.specialforces.com/newsletter/2010_09/
http://www.usmilitary.com/15160/learn-how-to-be-a-m1-abrams-tank-system-maintainer/
http://media.defenceindustrydaily.com/images/LAND_Robot_Packbot_and_Navy_EOD_2009_lg.jpg
Proximity to solution:
• Downrange engineers
• Connectivity to experts
Proximity to problem:
• In theater
• Liaison officers and NCOs
http://www.exponent.com/Rapid-Solutions-Improve-Soldiers-Capabilities-05-17-2013/
Question 4: Your gap‐filling
Question 4: Your gap
filling
• Staffing:
Staffing: – What functions and disciplines?
• __________
• __________
• __________
• Structure
Silos or
“skunk

skunk works
works”
• Proximity
On site
At a distance
Key Point 5:
Key Point 5:
Vertical Connectivity
Toyota OMCD
Toyota OMCD
Corporate Leadership
Guardians
Production Organization
g
A/M
Section
Group
2nd time
G/L
T/L
3rd time
T/L
1st time
• Experience
E perience
• Amplification
• Influence
Question 5: Your champion
Question 5: Your champion
• Who?
• What level?
What level?
• What role?
What role?
SOLUTION SPACE
Summary
INFORMATION
FLOW
PROBLEM SPACE
SOLUTION
FLOW
Internal Processes
•Resource light
•Fast
•Expanded capacity
1. Greatness:
Discovered, not decided.
2. Competitive Advantage:
Problem solving: everywhere about everything
3. Problems come in different sizes and speeds
Æ structure and dynamics have to match
dd
i h
h
4. Proximity: Æ key to generating speed at scale
k t
ti
d t
l
5. Connection to top:
Æ Promote/protect existence and influence
Promote/protect existence and influence
Additional resources…
•
•
The High Velocity Edge @ Amazon
http://goo.gl/XJCMzU
“First Do No Harm Video,” Partnership for Patient Safety, P4PS.org
‐‐ DVD version for live facilitation (ask Steve for teaching plan)
‐‐ web‐based version with inserted commentary for individuals and small groups
•
“Creating High Velocity Organizations,”
MIT Sloan School two day, open enrollment program: http://sloanm.it/w2G5yy
•
“Achieving
Achieving Breakthrough Quality, Access, and Affordability,
Breakthrough Quality Access and Affordability ”
IHI Open School Course, http://www.ittybittyurl.com/ihi_spear_course
•
MIT System Design and Management Webinars
p
p
, March 14, 2011, ,
,
‐‐ “Leadership innovation and operational excellence,”
http://sdm.mit.edu/news/news_articles/webinar_031411/webinar‐leadership‐innovation‐
operational‐excellence.html
‐‐ “Anomalies or Leading Indicators? Recent System Failures in IT Security, Manufacturing, and Natural Resource Extraction ” August 8, 2011, Natural Resource Extraction,
August 8 2011
http://sdm.mit.edu/news/news_articles/webinar_080811/webinar‐spear‐system‐
failures.html
‐‐ “Creative Experimentation: Developing a Skill Critical for Managing Complex Operating S
Systems,”
” January 9, 2011, J
9 2011
http://sdm.mit.edu/news/news_articles/webinar_010912/webinar‐spear‐complex‐
operating‐systems.html