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Lean Enterprise: How High Performance Organizations Innovate at Scale (Lean (O'Reilly)) Hardcover – January 3, 2015
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From the Publisher
|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|
"This book is Reengineering the Corporation for the digital age. It is destined to be the classic, authoritative reference for how organizations plan, organize, implement, and measure their work. Lean Enterprise describes how organizations can win in the marketplace while harnessing and developing the capabilities of employees. Any business leader who cares about creating competitive advantage through technology and building a culture of innovation needs to read this book."
- 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
Jez Humble is co-author of Continuous Delivery (Addison-Wesley), the Jolt Award-winning book in Martin Fowler's signature series. He began his career at a startup, and then spent 10 years at ThoughtWorks, building products and consulting. He now serves as a Vice President at Chef, and teaches at UC Berkeley.
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.
Top customer reviews
This book evolves the concepts laid out in The Lean Startup (by Eric Ries), and Continuous Delivery (by Jez Humble and David Farley), scaling them up to enterprises and making the more technical approach of the latter palatable to the C-level.
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?
There are few case studies, though the most commonly re-used one is the HP Laserjet FutureSmart team....but instead of reading this book you could just read A Practical Approach to Large-Scale Agile Development which is where all the information about the FutureSmart team comes from. And that's just another example of my fundamental problem with this book: it feels like it is mostly the Common Wisdom from a lot of other places but it doesn't back it up with any new information of its own.
It isn't a bad book. But you should just read the source material instead. We're only talking about a half-dozen books to get 95% of the value. And honestly, most of them you can find a good HBR-style article about them instead.