Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)) 1st Edition
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|Running Lean||Lean Analytics||Lean UX||UX for Lean Startups||Lean Customer Development||Lean Branding|
|Find further titles in this series||Iterate from Plan A to a Plan That Works||Use Data to Build a Better Startup Faster||Designing Great Products with Agile Teams||Faster, Smarter User Experience Research and Design||Building Products Your Customers Will Buy||Creating Dynamic Brands to Generate Conversion|
- Gene Kim, co-author of The Phoenix Project, founder and former CTO of Tripwire, Inc.
- Stephen Foreshew-Cain, COO, UK Government Digital Service
"To thrive in the digital world, transformation must be more than technology driven--everyone within the organization must collectively work together to adapt. This book provides an essential guide for all leaders to change the way they deliver value to customers."
"This book integrates into a compelling narrative the best current thinking about how to create great software-intensive products and services. The approach in this book is both challenging and disciplined, and some organizations will be unable to imagine following this path. But those who make the journey will find it impossible to imagine ever going back--and if they happen to be a competitor, they are well positioned to steal both your market and your people. Ignore this book at your own risk."
"This is the book I've been waiting for--one that takes on the hardest questions in bringing Lean approaches to the enterprise. The authors provide solutions that are valuable even in low trust environments."
About the Author
Joanne Molesky is a Principal Consultant with ThoughtWorks, where she works on internal IT Risk and Compliance, and provides consulting services to clients in the area of continuous delivery and process improvement, particularly as it applies to controls, risk, and compliance. She holds CISA and CRISC certifications from ISACA.
Barry O'Reilly works with leading global organizations on continuous improvement using lean and agile practices and principles. He has been an entrepreneur, employee, and consultant. After several startups, his focus shifted towards the enterprise where he has explored the intersection of business model innovation, product development, organizational design and culture transformation.
- Publisher : O'Reilly Media; 1st edition (January 13, 2015)
- Language : English
- Hardcover : 352 pages
- ISBN-10 : 1449368425
- ISBN-13 : 978-1449368425
- Item Weight : 1.15 pounds
- Dimensions : 6.25 x 1.25 x 9.25 inches
- Best Sellers Rank: #354,335 in Books (See Top 100 in Books)
- Customer Reviews:
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Top reviews from the United States
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"In reality, the success of a product is rarely a binary outcome. If we return to the example of the predicated ROI for a business case illustrated in Figure 3-1, we get the EOL by calculating the are of he shaded part of the curve, which represents the scenarios in which we lose money on our investment."
"It is often advantageous to delay making decisions until the "last responsible moment." (Which they will cover in 4 chapters ahead)
The horrible writing is bad enough, but the constant introduction of theories followed by "Well cover that in Chapter 9" which is five chapters ahead makes this book unreadable.
The real irony is that if the author had used the lean process he was trying to explain I'm pretty certain he would have been told go back to the drawing board and rethink things early on in the process.
Sleep inducing prose, with sentences you have to read five times to attempt to get the meaning, constant introduction of topics to be discussed later makes this a one star book.
A tip for O'Reilly - don't let engineers actually write the book. Have someone who knows how to communicate with other normal humans do so.
I cannot think of a book that I have taken more highlights out of.
Especially liked the Improvement Kata approach on enterprise/program level. Miss this part in the frameworks for scaling agile. "Implementing an enterprise-level continuous improvement process is a prerequisite for any large-scale transformation effort".
The need for leadership support in the three different horizons in the portfolio is also interesting. What happens when leadership focus should be in the third horizon but actually is in the first?
Top reviews from other countries
The government should fly planes over London dropping this book onto the streets.
A heart lifting guide to transforming Victorian, bureaucratic, hierarchical organisations into innovative, producers of digital experiences that delight their customers and empower the workforce.
A practical guide covering culture, history of Lean, the three horizons of a product, validation and MVP, measurements, feedback loops, flow and cycle time, innovation accounting, analytics, tearing down silos, impact mapping, continuous improvement, continuous integration, test automation, kanban, cost of delay, blue-green deployment, feature flags, lean UX, safe cultures, a/b testing, the list goes on and on.
Full of anecdotes and evidence, and levels wonderful criticism at the incumbent graying behemoths with their pathological cultures, so that at least when you fail to make dent you can reap some sense of schadenfreude from their inevitable bankruptcy, or bail out.
As someone dealing with the legacy environment on a daily basis, I would have hoped for some guidance on how this paradigm can integrate with what will necessarily exist in parallel for many years.
But a great insight into the concepts of the new none the less
Well worth reading.