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Steve Tendon's Agility Narrative on Theory of Constraints for Knowledge Work
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We started this conversation with Steve Tendon talking about the theory of constraints and doing a deep dive into how Steve has taken the theory of constraints and applied it to knowledge work. It's fascinating. It's interesting. We didn't end up getting to the agility narrative until 25 minutes in. Feel free to skip around this interview.
Steve has applied the theory of constraints to a service based business. The big challenge when searching for the core constraint in the system is the high variance in knowledge work. i.e. The wandering constraints symptom
He explains that he instruments for work execution signals studying how work moves across the organization. Logging when work starts and finishes provides the core data to manage operational flow.
Steve introduces Herbie as the constraint that limits the performance of a system. How can we find Herbie? Finding the constraint in each team i.e. the constraints in the work process. And the constraint that limits performance of the entire system - The constraint in the workflow. And finally the constraint in the work execution
And much more….
Steve talks about the value of agility and who is his protagonist in his agility narrative. Steve's theme for the Agility Narrative? 3 Foundational Patterns - Inspired leadership, Unity of Purpose and Community of Trust. And he identifies the more important question is to connect intent with "what I should not do today?"
More about Steve and his work can be found on https://tameflow.com/
Chapters
1. Martin's intro on the navigating this podcast (00:00:00)
2. Welcome to The Agility Narratives Podcast (00:00:39)
3. Steve Tendor saying Hi to you and the friends of Herbie (00:01:14)
4. The four flows to optimize and what is in Steve's practice toolbox (00:01:55)
5. Applying the theory of constraints to a service based business (00:03:24)
6. Challenges of high variance in knowledge work - The wandering constraints symptom (00:05:42)
7. Instrumenting for work execution signals (00:07:10)
8. What is the inventory in this model (00:07:48)
9. Studying how work moves across the organization to understand the buffers (00:08:10)
10. Log when work starts and finishes (00:08:51)
11. Data to manage operational flow (00:09:12)
12. Who is Herbie? He is the constraint that limits the performance of a system (00:10:06)
13. Comparing constraints in manufacturing and knowledge work (00:11:12)
14. How can we find Herbie? Finding the constraint in each team i.e. the constraints in the work process (00:12:14)
15. The constraint limit performance of the entire system - The constraint in the workflow (00:13:11)
16. The constraint in the work execution (00:13:58)
17. This approach uses queuing theory in management of networks, throughput accounting, span/freq/latency of feedback loops (00:14:19)
18. Focus on feedback loops between leadership and teams (00:15:20)
19. Physiological Flow states - "In the Zone" (00:15:51)
20. Creating the unity of purpose through the four flows. And Alignment, conflict and separation of management and operational structures. (00:16:24)
21. What is the fundamental element that is unifying and aligning people? How cost accounting and performance measurement is helping create conflict (00:17:19)
22. How do the patterns and mental models fit into the model? Multi-tasking as a negative pattern. Limiting work-in-progress as a mental model. (00:19:37)
23. Let's start talking about your agility narrative. how does innovation and agility fit together? The value of agility (00:24:15)
24. Who is the protagonist? (00:25:51)
25. What is Steve's theme for the Agility Narrative? 3 Foundational Patterns - Inspired leadership, Unity of Purpose and Community of Trust (00:27:42)
26. The more important question is to connect intent with "what I should not do today?" (00:28:53)
27. Who are the villains? Finance with Cost accounting and KPIs; and anti-management sentiment (00:30:34)
28. Two-way street - Impact of conflict (00:31:26)
29. What is at stake here for clients? Finding harmony between stakeholders (00:32:42)
30. What is your call to action? (00:34:24)
31. how does Steve see the future? (00:36:34)
32. Thanking (00:37:35)
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