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Review
"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."This book is a godsend for anyone who's tried to change their organization and heard: 'It's OK for the little guy, but we're too big/regulated/complex to work like that here.' Lean Enterprise provides a pragmatic toolkit of strategies and practices for establishing high performing organizations. It should be required reading for every executive who understands that we're all in the technology business now."- 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."- Matt Pancino, CEO, Suncorp Business Services"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. Â 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."-Â Mary Poppendieck, co-author of The Lean Mindset and the Lean Software Development series"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."- Mark A. Schwartz (@schwartz_cio)
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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.Â
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Product details
Series: Lean (O'Reilly)
Hardcover: 352 pages
Publisher: O'Reilly Media; 1 edition (January 3, 2015)
Language: English
ISBN-10: 1449368425
ISBN-13: 978-1449368425
Product Dimensions:
6.3 x 1 x 9.2 inches
Shipping Weight: 1.2 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
73 customer reviews
Amazon Best Sellers Rank:
#24,159 in Books (See Top 100 in Books)
Lean start-up thinking applied to Enterprise IT. An essential read for anyone interested in Digital Transformation and why culture re-engineering matters as much as technology deployment. Jaz Humble makes a convincing case how IT becomes an integral part of the value chain rather than a cost centre. If not IT-driven any organisation will lose its ability adapt to accelerating change, and hence lose its competitiveness. Highly recommended.
I recommend this book for IT, and the pursuit of excellence in consulting..Well structured and well written... processes are valid on many fronts!
It is a very goof guide for implementing change in an IT organization towards a Lean Enterprise. Give some interesting example of companies that made this change. It’s a good complement to the book Inspired by Martin Cagan and the Eric Ries’ books.
Topical coverage is a mile wide but inch deep -- about right for this format and audience.
Awesome. Does a great job of tying together several books / concepts that have been brought out over the last few years (Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation (Addison Wesley Signature Series),The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses,Impact Mapping: Making a Big Impact with Software Products and Projects to name a few). If you've wondered how some of these concepts work together at an enterprise level, then this book does an amazing job of describing that
The 104 highlights and a dozen notes I took while reading this book may tell how good it is. More than "good" as in "entertaining reading", I think this book is an essential guide on how enterprises must change their mindsets and adapt to a new paradigm of adding value and bring innovation to their businesses.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.
This is a book I am going to read several times. Providing an abundance of references to relevant literature, and being able to gather it all together into a very interesting and relevant to book for everyone who works in the field of innovation and rapid development.
Really liked this book, gave me ideas and inspiration for my work.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?
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