Mark Little, GE
As GE’s Chief Technology Officer and Leader of GE’s nine Global Research Centers, Mark Little embraced the Lean Startup methodology to improve business outcomes. Mark will describe specific examples where he helped the organization use Lean Startup to help drive speed and innovation with cross functional teams across GE.
6. FastWorks is a set of tools, principles
and behaviors that will …
Get us closer to customers
Increase our speed to market
Increase chance of success
Make it easier to get things done
9. MVP I
• Move fast
• Use available tech
• 6 unit deployment
Oil & Gas
Multiphase Flowmeter … an evolution
“Working with GE on the MPFM has been one of
the finest experiences in my career. Up until now
no other partner has been so transparent. A class
R&D team with great technology and great
people that get things done.”
Manny Gonzalez
R&D Alliance Manager
Chevron
MVP III
• Near 3 Phase
• Doppler/Microwave
• 400 unit deployment
MVP II
• Make it work
• 2 Phase+
• 50 unit deployment
16. Secure funding, not more money
Programs justified and ready to
execute
Cross-functional alignment
Resources … dedicated, pace hiring
Culture … accepting risk ... less churn
FastWorks … 5 thoughts to go faster
Notas do Editor
Describe the whole FastWorks process. How each step relates to next around this cycle.
Key messages
Speed to market = function of speed of learning cycle i.e. how fast you can validate the assumptions
Accurate product = function of pivots based on learning
Lean concept: Waste = Tasks that do not help validate assumptionsMinimize waste
FastWorks is the way we solve problems and drive business impact through experimentation and iteration. The ideas have been formed into a set of tools, principles and most importantly, behaviors. We need to think and behave with the agility and responsiveness of a startup.
We have to remember that FastWorks is truly about getting closer to the customer. FastWorks will help us get in front of our customers as fast as possible, learn as much as we can, and act decisively.
In order to increase chance of success we need to learn more from customers directly, relying less on traditional research like focus groups or worse, from our own internal feedback.
From an implementation standpoint, we need to think about culture, which is getting people to understand how we can be more entrepreneurial in our everyday work in order to get more things done, to be faster as teams and as decision-makers. To do this, we need to have leadership behaviors that drive speed; and then, apply those tools and behaviors to things like process improvement, NPI, commercial ops and our everyday work.
Speed to market: We are hampered by our own inability to get things to market faster. A team from P&W said that it would take 5 years to get a turbine in the marketplace and they were asked to ask what they could do to reduce it by half. By modifying an existing unit, they had equipment ready to go to get an MVP, or minimal viable product, to market in a matter of months. This allowed them to get necessary information from customers quickly in order to inform future iterations of product development.
The strategy of the company is to invest in technology, go where the growth is, and focus on the customer and simplify the way we do our work.
We need a culture that supports these four imperatives and allows us to work faster and simpler driving impact and value to our customers. FastWorks will help us get there.
SLIDE 3: What FastWorks means to GE
Closer to the customer – relationships
A learning culture: Gets us smarter faster about applications and technical challenges
Speeds MGPP … enables quick movement of technology into adjacencies (offshore, subsea … )
Accelerates revenue generation … earning while we are learning
Moves us to think differently about the way we prioritize and fund NPI (more on that later from Lorenzo)