Experienced engineering leader, focussing on flow of value and enabling companies, teams and individuals. Strong believer in transparency, accountability, openness and innovation.
My Mentoring Topics
- Engineering strategy <=> Business strategy
- Leadership principles
- Change management
- Team topologies
- Team & Organization building
- Coaching & Career Development
- Engineering Operations & Excellence
- Goals & alignment - OKR, V2MOM, ..
- Portfolio planning & Better Roadmaps
- Kanban, Lean and Flow
G.
21.March 2024I.
19.February 2024You need to be logged in to schedule a session with this mentor. Please sign in here or create an account.
Working Backwards - Insights, Stories, and Secrets from Inside Amazon
Colin Bryar, Bill Carr
Key Insights from Working Backwards Amazon's corporate culture heavily emphasizes a customer-centric approach, which is often the driving force behind its innovation and success. The company utilizes a unique approach to decision making and problem solving known as 'working backwards' – starting with the customer and then developing the product or solution. Amazon’s leadership principles form the bedrock of its corporate culture, guiding the behaviors and decision-making of employees at all levels. 'Two-Pizza Teams' - small autonomous teams with a clear mission and resources - are a key component of Amazon's operational model. The ‘Six-Page Narrative’ and the ‘PR/FAQ’ are two unique mechanisms used by Amazon to foster clear thinking and communication. Amazon Web Services (AWS) and Amazon Prime, are case studies of the 'working backwards' process in action. Amazon's culture of experimentation and failure encourages innovation and risk-taking among its employees. Amazon's relentless focus on long-term thinking, often at the expense of short-term profits, is a fundamental part of its success. The 'Bar Raiser' program is a unique hiring process that Amazon uses to maintain a high bar of talent within the company. Amazon’s ‘Single-Threaded Leader’ structure empowers leaders with end-to-end responsibility for a single product or service. Working Backwards: A Deep Dive into Amazon's Innovative Corporate Culture "Working Backwards - Insights, Stories, and Secrets from Inside Amazon" by Colin Bryar and Bill Carr presents a comprehensive exploration into the inner workings of one of the world's most innovative companies. As a professor who has been studying this subject for many years, I believe the book provides a valuable study of the unique corporate culture and management practices that have contributed to Amazon's success. Amazon's customer-centric culture and decision-making process The book reveals that Amazon's corporate culture is heavily centered on its customers. This is not a mere slogan, but a principle that permeates every aspect of the company's operations. The customer-centric approach drives innovation, shapes business strategies, and influences decision-making at all levels. The authors delve into the 'working backwards' approach, a unique process where solutions are developed by first considering the customer's needs. This methodology is central to Amazon's success and differentiates it from its competitors. The role of Amazon's leadership principles Amazon’s leadership principles, as outlined in the book, guide every decision made within the company. These are not just abstract concepts, but actionable guidelines that influence the behaviors of Amazon employees. The principles reinforce a culture of ownership, long-term thinking, and a relentless focus on customer satisfaction. Two-Pizza Teams and the power of autonomy The authors highlight the concept of 'Two-Pizza Teams' - small, autonomous teams with a clear mission and the necessary resources. This structure fosters agility, innovation, and customer focus. Each team is empowered to act like a small startup within the larger organization, which facilitates the rapid development and deployment of new ideas. Unique mechanisms for clear thinking and communication The book also illuminates two unique mechanisms that Amazon uses to foster clear thinking and communication: the ‘Six-Page Narrative’ and the ‘PR/FAQ’. The former is a detailed document that presents a complete argument or proposal, while the latter is a hypothetical press release and frequently asked questions for a new product or service. These mechanisms help Amazon avoid the pitfalls of PowerPoint presentations and ensure that ideas are well-thought-out and clearly communicated. Case studies: AWS and Amazon Prime The authors provide detailed case studies of AWS and Amazon Prime, demonstrating the 'working backwards' process in action. These examples illustrate how Amazon's customer-centric approach, coupled with its willingness to experiment and learn from failures, has led to game-changing innovations. The culture of experimentation and embracing failure Amazon's culture encourages experimentation and is not afraid of failure. This is not a reckless approach, but a calculated strategy that understands failure as a necessary part of innovation. The company learns from its failures, adjusts its strategies, and moves forward. This culture of experimentation and learning is a key driver of Amazon's continual innovation. Long-term focus and the 'Bar Raiser' program Amazon's long-term focus, often at the expense of short-term profits, is a key contributor to its success. The company is willing to make significant investments and wait patiently for them to bear fruit. The 'Bar Raiser' program, a unique hiring process, ensures that Amazon maintains a high bar of talent within the company. This program underscores the importance Amazon places on having the right people to drive its long-term vision. Single-Threaded Leader structure Finally, the book reveals Amazon’s ‘Single-Threaded Leader’ structure, where leaders are given end-to-end responsibility for a single product or service. This structure empowers leaders, fosters accountability, and ensures a relentless focus on the customer. In conclusion, "Working Backwards" offers invaluable insights into Amazon's unique corporate culture and innovative management practices. The book provides a roadmap for any organization seeking to emulate Amazon's customer-centric approach, its culture of innovation, and its long-term focus. The lessons learnt from Amazon's success story can be applied across various industries and business contexts, making this book a must-read for business leaders, managers, and students of management alike.
ViewThis is Lean - Resolving the Efficiency Paradox
Niklas Modig, Pär Åhlström
Key Insights from "This is Lean - Resolving the Efficiency Paradox" Lean is a strategic tool: It is not merely a collection of techniques for operational efficiency, but a management philosophy that can fundamentally transform an organization. Efficiency Paradox: The book presents a unique perspective on the paradox of efficiency, which is the challenge of achieving both high resource efficiency and high flow efficiency. Flow Efficiency: This is a pivotal concept in Lean management, which emphasizes the smooth, uninterrupted flow of work, reducing wait times and eliminating waste. Lean is interdisciplinary: The principles of Lean can be applied to any industry or business function, not just manufacturing where Lean originated. Lean culture: The success of Lean implementation largely depends on creating a culture of continuous improvement and respect for people. Role of Leadership: Lean requires the involvement and commitment of top management. Leaders must act as coaches rather than dictators. The Toyota Production System (TPS): The roots of Lean are in TPS, which is extensively discussed in the book as a benchmark for Lean implementation. Value and Waste: The fundamental aim of Lean is to maximize value for the customer and eliminate waste in the process. Lean is a journey: Lean is not a quick fix but a long-term commitment that involves ongoing learning and adaptation. Theory of Constraints: The book discusses the Theory of Constraints as a complementary approach to Lean, focusing on identifying and alleviating bottlenecks in the process. A Detailed Analysis of "This is Lean - Resolving the Efficiency Paradox" In "This is Lean - Resolving the Efficiency Paradox," authors Niklas Modig and Pär Åhlström provide a comprehensive overview of Lean, a management philosophy that originated in the automotive industry but has since transcended to various sectors, including healthcare, finance, and software development. The authors bring forth many years of research and consultancy experience in Lean, presenting a lucid and accessible guide for both beginners and seasoned practitioners. The authors start by challenging the conventional wisdom about efficiency. They propose a distinction between resource efficiency and flow efficiency. Resource efficiency focuses on maximizing the utilization of resources, whereas flow efficiency emphasizes the smooth and quick flow of tasks or products through a process. In most organizations, there is a bias towards resource efficiency, often at the expense of flow efficiency. This is what the authors refer to as the efficiency paradox. The authors argue that Lean is not merely about improving operational efficiency. It is a strategic tool that can transform an organization's culture, structure, and performance. Lean is about creating value for the customer by eliminating waste, reducing variation, and improving flow. The book provides a detailed account of the Toyota Production System (TPS), the birthplace of Lean. The authors argue that the key to Toyota's success lies not only in its technical systems but also in its people systems. Toyota has managed to create a culture of continuous improvement, where every employee is empowered to solve problems and improve processes. The role of leadership in Lean is another key theme in the book. The authors argue that Lean leaders should not act as dictators, imposing changes from the top. Instead, they should act as coaches, facilitating problem-solving and learning at all levels of the organization. The book also discusses the Theory of Constraints (TOC), a management philosophy that complements Lean. While Lean focuses on waste reduction and flow improvement, TOC focuses on identifying and alleviating the key bottlenecks that limit the performance of a process. In conclusion, "This is Lean - Resolving the Efficiency Paradox" is a comprehensive guide to Lean that offers valuable insights for both practitioners and scholars. The book not only demystifies Lean but also provides a fresh perspective on efficiency and performance improvement. It is a must-read for anyone interested in understanding and implementing Lean in their organization.
ViewUser Story Mapping - Discover the Whole Story, Build the Right Product
Jeff Patton, Peter Economy
Key Facts from "User Story Mapping - Discover the Whole Story, Build the Right Product" Understanding the Big Picture: The book emphasizes the need to see the bigger picture of a product, rather than focusing solely on individual features or user stories. Emphasis on User Journey: The book highlights the importance of understanding and mapping the user journey in order to build a product that truly caters to the user's needs and solves their problems. The Concept of Story Mapping: The book introduces the concept of story mapping as a tool to visualize the user journey and prioritize features accordingly. Collaboration and Communication: The book stresses the importance of effective collaboration and communication among team members as key to successful product development. Continuous Learning and Adaptation: The book advises on the need for continuous learning and adaptation throughout the product development process. Focus on Value: The book urges teams to focus on delivering value to the user, rather than getting caught up in technical details or feature creep. Importance of Feedback: The book highlights the value of feedback, both from users and team members, to improve the product and the development process. Agile Development: The book delves into the principles of agile development, and how user story mapping can contribute to this methodology. Relevance of User Personas: The book discusses the importance of creating user personas to better understand the target audience and their pain points. Iteration and Incremental Delivery: The book advocates for an iterative approach to product development, with regular, incremental delivery of value to the user. Role of User Stories: The book explains the role of user stories in expressing the needs and goals of the user, and how they can be used to guide product development. An In-Depth Analysis of "User Story Mapping - Discover the Whole Story, Build the Right Product" Jeff Patton and Peter Economy's book "User Story Mapping - Discover the Whole Story, Build the Right Product" can be seen as a comprehensive guide to understanding, creating, and utilizing user story maps in the context of product development. The authors emphasize the importance of seeing the big picture when developing a product. Too often, teams get lost in the details of individual features or user stories, losing sight of the overall product vision and user needs. By using story mapping, teams can visualize the whole user journey, align their efforts with the product vision, and prioritize features that bring the most value to the user. The concept of story mapping is introduced as a pivotal tool for product development. A story map is a visual representation of the user journey, highlighting the tasks users perform, the sequence in which they perform them, and the value they derive from each task. This map serves as a guide for product development, helping teams focus on building features that enhance the user experience and solve real problems. Collaboration and communication are identified as crucial components of effective product development. The process of story mapping inherently fosters collaboration, as it requires input from various team members to create a comprehensive and accurate map. Furthermore, the visual nature of the map facilitates communication, making it easier for everyone to understand and contribute to the product vision. The book advocates for a continuous learning and adaptation mindset. This aligns with the principles of agile development, which the authors delve into. They argue that user story mapping supports agile development by providing a flexible roadmap that can be adjusted as new insights and feedback are gathered. Feedback, both from users and team members, is highlighted as a valuable resource for improving the product and the development process. Regular feedback loops allow teams to learn from their mistakes, adapt their strategies, and continuously deliver value to the user. The authors discuss the relevance of user personas in understanding the target audience and their needs. Personas, combined with user stories, can help teams empathize with users and build products that truly cater to their needs and solve their problems. The book also champions an iterative approach to product development, advocating for regular, incremental delivery of value to the user. This approach, supported by user story mapping, allows teams to quickly respond to changes and continuously improve the product based on feedback and learning. In conclusion, "User Story Mapping - Discover the Whole Story, Build the Right Product" offers a powerful tool for product development, providing a framework for understanding the user journey, prioritizing features, fostering collaboration, and delivering continuous value to the user. The concepts presented in the book align with established principles of agile development and user-centered design, making it a valuable resource for anyone involved in product development.
ViewTeam Topologies - Organizing Business and Technology Teams for Fast Flow
Matthew Skelton, Manuel Pais
Key Insights from the Book: Four Fundamental Team Topologies: The book introduces four types of team structures: Stream-aligned, Enabling, Complicated-Subsystem, and Platform teams. These structures play a crucial role in improving software delivery performance. Interaction Modes: The book outlines three modes of interaction: Collaboration, X-as-a-Service, and Facilitating. These modes help to create clear and efficient communication pathways between different teams. Cognitive Load: The authors discuss the concept of cognitive load and its impact on team performance and productivity. They emphasize the need to consider cognitive load while designing team structures. Fracture Plane: The book introduces the concept of a fracture plane – a logical boundary that separates different areas of the system. This concept helps to organize teams around the system's natural boundaries. Team-first Approach: The authors suggest a team-first approach where the team topology is designed first, and then the work is assigned. This approach ensures that the team’s structure aligns with the overall business strategy. Evolutionary Change: The book discusses the importance of evolutionary change in the team structure, explaining that teams should evolve as the system grows and changes. Team APIs: The authors introduce the concept of Team APIs, a set of expectations and agreements that guide how teams interact with each other. This concept promotes consistency and efficiency in team interactions. In-depth Summary and Analysis: "Team Topologies - Organizing Business and Technology Teams for Fast Flow" by Matthew Skelton and Manuel Pais is a revolutionary book that offers a fresh perspective on team structure and interactions in the context of business and technology. The book presents a compelling argument for rethinking the conventional wisdom about team organization in favor of a more flexible, adaptive approach. At the core of the book are the four fundamental team topologies: Stream-aligned, Enabling, Complicated-Subsystem, and Platform teams. Each team structure serves a specific purpose and is designed to maximize efficiency in software delivery. The Stream-aligned team is responsible for a particular product or service stream, enabling teams to provide temporary support to overcome obstacles, Complicated-Subsystem teams handle parts of the system that require specialized knowledge, and Platform teams provide a self-service API to other teams. The authors also identify three modes of interaction between teams - Collaboration, X-as-a-Service, and Facilitating. By defining clear modes of interaction, teams can better understand their roles and responsibilities, thereby reducing friction and increasing productivity. A crucial concept introduced in the book is that of cognitive load. The authors argue that the efficiency of a team is directly related to the cognitive load it carries. They recommend designing team structures that consider each team member's cognitive capacity, thereby improving overall performance and productivity. The book also introduces the idea of a fracture plane, a logical boundary within a system where it can be split into different areas. This concept provides a useful tool for organizing teams around the natural boundaries of the system, promoting autonomy and reducing coordination needs. The authors advocate for a team-first approach to work assignment. They argue that by designing the team topology first and then assigning the work, businesses can ensure alignment between the team’s structure and the overall business strategy. The book also recognizes the importance of evolutionary change in team structures. As the system grows and changes, so should the teams. This approach ensures that the team structure remains relevant and effective. Lastly, the book introduces the concept of Team APIs - a set of expectations and agreements that guide how teams interact with each other. This concept promotes consistency and efficiency in team interactions, reducing the potential for misunderstandings and conflicts. In conclusion, "Team Topologies - Organizing Business and Technology Teams for Fast Flow" offers valuable insights and practical strategies for improving team structure and interactions. By applying these insights, businesses can significantly enhance their software delivery performance, leading to improved productivity and better business outcomes.
ViewThe Five Dysfunctions of a Team: Team Assessment
Patrick M. Lencioni
Key Facts or Insights from "The Five Dysfunctions of a Team: Team Assessment" Absence of Trust: This is the foundation of all dysfunctions where team members are reluctant to be vulnerable and honest with each other. Fear of Conflict: Teams that lack trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into personal attacks. Lack of Commitment: Without having aired their opinions in the course of open debate, team members rarely buy in and commit to decisions, though they may feign agreement during meetings. Avoidance of Accountability: Without commitment, team members develop an avoidance of accountability, ducking the responsibility to call out peers on performance or behaviors that might hurt the team. Inattention to Results: Teams that fail to hold one another accountable for their performance standards and behaviors are likely to put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team. Team Assessment: The book provides a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Teamwork: The final message of the book is that teamwork remains the ultimate competitive advantage, both because it is so powerful and so rare. Leadership: The role of a leader is critical in creating an environment where a team can become high performing. Trust Building: Trust is a foundational component for building a high performing team. It requires vulnerability, openness, and honesty among team members. Healthy Conflict: Conflict, when handled appropriately, can lead to better ideas, solutions, and team growth. Commitment and Accountability: These are key elements for a team to reach its goals and objectives effectively. An In-depth Analysis of "The Five Dysfunctions of a Team: Team Assessment" In "The Five Dysfunctions of a Team: Team Assessment", Patrick M. Lencioni provides a powerful model for identifying, understanding, and rectifying dysfunctions within a team. The book is grounded in the premise that teamwork remains the ultimate competitive advantage because it is both powerful and rare. As such, it provides practical guidance for overcoming the five dysfunctions that often plague teams in the workplace. The first dysfunction, the absence of trust, is identified as the core issue that must be addressed to foster a healthy team environment. Lencioni argues that trust is built through vulnerability, honesty, and willingness to admit mistakes. This resonates with Tuckman's stages of group development which suggest that trust-building is a necessary first step in forming a productive team. The second dysfunction, the fear of conflict, is tied closely to the absence of trust. Lencioni asserts that teams lacking trust are incapable of engaging in healthy, unfiltered debate about key issues. This aligns with the concept of 'constructive conflict' in organizational behavior, where conflict is seen not as a destructive force, but as an opportunity for creativity and improvement. The third dysfunction, the lack of commitment, stems from the absence of open debate. Members who have not had the opportunity to air their opinions are unlikely to fully commit to decisions, even if they appear to agree during meetings. Here, Lencioni's insight complements the consensus decision-making model, which posits that commitment is achieved when all members feel they have been heard and their concerns addressed. The fourth dysfunction, the avoidance of accountability, arises when there is a lack of commitment. Without commitment, team members often avoid holding each other accountable for fear of conflict. This echoes the concept of 'diffusion of responsibility' in social psychology, where individuals in a group are less likely to take responsibility for actions or outcomes. Finally, the fifth dysfunction, the inattention to results, is the outcome of the previous dysfunctions. When individual needs and divisional goals are prioritized over collective team goals, the team's performance suffers. Lencioni’s model offers a comprehensive framework for diagnosing team problems, and his book provides actionable steps for overcoming these dysfunctions. It's a valuable resource for anyone involved in team leadership or management, offering insights that can help create a more cohesive, effective team. Ultimately, Lencioni’s work underscores the critical role of leadership in fostering an environment where trust, healthy conflict, commitment, accountability, and attention to results are valued and promoted.
ViewGood Strategy/Bad Strategy - The difference and why it matters
Richard Rumelt
Key Facts or Insights from "Good Strategy/Bad Strategy" Good strategy is not just a goal or vision: It is a coherent mix of policy and action designed to overcome a high-stakes challenge. Bad strategy is often characterized by fluff: It uses high-sounding words and phrases to hide the absence of thought. The kernel of a good strategy: It contains three elements - a diagnosis of the situation, a guiding policy for dealing with the challenge, and a set of coherent actions designed to carry out the policy. The importance of analysis: Good strategy is grounded in deep, nuanced understanding of the situation. Strategy as a hypothesis: A good strategy is a hypothesis that needs to be tested and adapted over time. Good strategy leverages advantage: It identifies and exploits existing advantages, and looks for ways to create new ones. Strategic coordination: Good strategy involves creating coordination among resources and actions. Bad strategy avoids complexity: Instead of facing challenging issues, bad strategy avoids them and often substitutes vague goals for clear objectives. Good strategy is dynamic: It evolves with the changing circumstances and constantly seeks to improve. The role of the leader: A good strategist needs to be a good leader, able to inspire others and to make tough decisions. An In-Depth Analysis of "Good Strategy/Bad Strategy" Richard Rumelt's "Good Strategy/Bad Strategy" is a compelling exploration of what constitutes effective strategy and the pitfalls of poorly conceived strategies. Rumelt opens with an essential premise - a good strategy is not merely a lofty goal or vision, but a practical approach to overcoming a difficult challenge. This is the kernel of good strategy, which comprises three elements: a diagnosis of the situation, a guiding policy to tackle the challenge, and a set of coherent actions to execute the policy. This approach underlines the importance of analysis in strategy formulation. Superficial understanding or oversimplification of the situation can lead to bad strategy. The author stresses that a good strategy is grounded in a deep, nuanced understanding of the challenge at hand. He advocates for a realistic appraisal of the situation, even if it means confronting uncomfortable truths. One of the most insightful aspects of Rumelt's work is his view of strategy as a hypothesis. As in scientific research, a good strategy needs to be tested, validated, and modified in response to feedback and changing circumstances. This perspective underscores the dynamic nature of good strategy and the need for ongoing learning and adaptation. Another key insight from Rumelt's work is the role of advantage in good strategy. He argues that a good strategy identifies and exploits existing advantages and looks for ways to create new ones. This can be a unique resource, a favorable position, or a coherent set of actions that differentiate an organization from its competitors. Rumelt also discusses the importance of strategic coordination, which involves creating harmony among resources and actions. This can mean coordinating different parts of an organization, aligning resources with objectives, or integrating various actions to create a powerful cumulative effect. On the other hand, bad strategy is characterized by fluff, a tendency to use high-sounding words and phrases to hide the absence of thought. Bad strategy also often avoids complexity and substitutes vague goals for clear objectives. This avoidance of hard choices and the failure to clearly define and confront challenges is a hallmark of bad strategy. Lastly, Rumelt emphasises the role of the leader in strategy formulation. A good strategist needs to be a good leader, able to inspire others with a vision, make tough decisions, and guide the organization through the complexities and uncertainties of its strategic journey. In conclusion, "Good Strategy/Bad Strategy" provides a clear, practical roadmap for strategy formulation and execution. It emphasises the importance of deep understanding, strategic coordination, continuous learning and adaptation, and strong leadership in crafting good strategy. At the same time, it warns against the dangers of fluff, avoidance of complexity, and lack of clear objectives in bad strategy. The insights and lessons from this book are invaluable for anyone involved in strategic decision-making.
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D.
18.December 2024I really enjoyed my session with Holger. He’s an excellent listener and shared a lot of valuable insights from his extensive experience. Holger gave me practical advice that’s already helping me think differently about my career development. He also recommended some great books on change management and strategy that tie directly to the challenges we discussed.