The Lean Capability Canvas allows teams to map and discuss areas of improvement and will lead them to building a strong product thinking mindset.
Created by Chris Compston
Full details and book in with Chris at ndxcc.com
Empowering teams to build a continuous improvement mindset is the most effective way to create sustainable and scaleable change across your organisation.
Incentivising them to focus on areas of improvement and allowing them time and space to experiment, will ensure they’re effective at bringing customer value and business benefit.
I’ve never come across a team that didn’t want to improve how they were working together. However, how many of those ‘ways of working’ meetings do we see driving any real change?
If you’re building high-performing teams then the Lean Capability Canvas is a powerful tool at all levels of the product organisation.
How do we define a high-performing team? This is a question that product leadership should be asking, aligning on and communicating to their teams. For me that looks something like this — “We consistently get things to customers that they value enough to pay for.”
Product leadership needs to incentivise teams to maximise their performance and impact, enabling strong product thinking and continuous improvement mindsets.
The Lean Capability Canvas aims to very quickly move the team into a position where they can take those theoretical “We want to improve!” conversations into the practical actions required for change.
Whether you’re part of the cross-functional product leadership that leads multiple teams, a member of a product team looking to improve working practices, or a Product Ops practitioner accountable in enabling teams to become more effective — the Lean Capability Canvas will be an invaluable tool that provides the structure for real actionable change.
Sustainable change can only be achieved via ground up co-creation. Without a self-driven continuous improvement mindset, or the tools that allow for it to grow, product organisations will be unable to drive feasible change within teams. Equally critical is the ability to replicate that success across the wider organisation for a sustainable competitive advantage.
While frameworks themselves do not solve problems, the value that is driven from the time carved out to have strong discourse about team challenges and where to go next, is where they excel.
This article and content has been reproduced with permission of Chris Compston.