The lean developer
FEATURE – How can digital companies develop a competitive edge in the "tech first" future? By using Lean Thinking to ensure continuous learning and transform the way coders think and work.
lean and agile
An obeya to build and industrialize our IT delivery
FEATURE – In this article we learn how the creation of an Obeya helped an international insurance company boost collaboration among functions and accelerate the delivery of an important IT project.
Quality first means more sales
CASE STUDY – This insurtech venture has found in Lean Thinking a way to tackle its many scaling issues. It’s grown from two to fifty-five people in less than four years, ultimately thanks to a strong focus on quality.
New Year loss and found
FEATURE – 2019 was another momentous year for the Lean Community. John Shook reflects on what we lost and what we gained in the last year of the decade.
Lean is an educational system
FEATURE – In this compelling read, the author discusses lean thinking as a system for learning that challenges our assumptions and tells us why blindly applying “best practices” takes us nowhere.
Introducing the Toyota Flow System
FEATURE – In the age of complexity and disruption, flowing value to customers as quickly as possible is critical. The new Toyota Flow System strives to address this issue.
Ferreting out lean improvements at a web company
NOTES FROM THE GEMBA – The author visits a comparison website that is gradually integrating agile and lean thinking in its processes, identifying new and exciting improvement opportunities.
A story of lead-time in digital
BUILDING BRIDGES – In another article for their series, lean digital company Theodo tells us about their efforts to measure and reduce its lead-time to deliver product features.
Bringing agility to Toyota
INTERVIEW – The Chief of Agile at Toyota Connected tells us about the agility journey of Toyota and explains why the divide between lean thinking and Agile has no reason to exist.
These developers learned what lean can do that agile cannot
FEATURE – In this article, we learn how a simple andon system and lean problem solving helped Theodo move past some of the most common obstacles that Agile alone can’t overcome.
Learning to think holistically about customer value
PROFILE – The leader we profile today has a holistic view of the digital world. He brought Agile to Australia, and after embracing lean thinking he has helped to make REA Group one of the country's best digital brands.
Better learning in Italian high schools using lean and Scrum
FEATURE – Is the traditional teaching model used in our schools obsolete? A high school in Italy has been experimenting with lean thinking and Scrum applied to students’ learning, and the results have been enlightening.
How lean is securing the future of this digital advertiser
CASE STUDY – How do you keep up with a market changing at the speed of light? The Chief Inventor of an Australian digital company explains how they are using lean to safeguard their future.
How segmenting the work helped a developer see problems
FEATURE – In the second article in our series with Theodo, the CTO tells us about an experiment that showed how problem solving is easier when the job is clearly defined.
Our editor offers a roundup of our best content of 2017
ROUND-UP – Looking back at the year that just ended, our editor Roberto Priolo reflects on the power and reach of lean thinking, and offers us a round-up of the best content from 2017.
The young firm fulfilling the potential of lean in digital
INTERVIEW – Software development company Theodo is a unique example of a digital company that has fully embraced lean and understood its potential. We caught up with their young CEO and CTO.
Managing digital product teams to outcomes instead of output
FEATURE – A traditional output-based mindset is not appropriate in the digital world. In this piece, the author explains why digital product teams should be managed to outcomes, instead.
How Dun & Bradstreet combines agile, lean and lean startup
INTERVIEW – Business services company Dun & Bradstreet learned that the best way to tackle organizational challenges is using a combination of agile, lean startup and more traditional lean principles.