Turning the Oil Tanker
summary
Cornwall Council IT admits it ran 80 concurrent initiatives, supported 7,500 Windows devices, and felt bureaucratic and slow, so it pilots Kanban boards and WIP limits on infrastructure and sees unplanned work dominate the team’s time; it pairs that with agile coaching, creates a product‑centric org model, trials a beach‑parking app and transition teams, and budgets an £18M Digital Improvement Plan. Early results show most teams now using Kanban, faster small deliveries, growing internal advocates, and a tanker that has started to turn toward product‑centric continuous delivery.
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chapters (18)
- 0:00Start
- 3:27Takeaways
- 4:21Acknowledge Where You Are
- 6:12Demand Written Orders
- 7:03Do Everything through Channels
- 7:20No Shortcuts
- 7:45Avoid Talking to Customers
- 8:07Multitasking
- 12:38Simon Williams
- 14:13Digital Equals Agile
- 15:02Delivery Is Addictive
- 24:51The Phoenix Project
- 26:17Kanban Board
- 30:38Coaching Teams
- 36:46Advocates for Change
- 38:09Modeling of the Scenarios
- 40:13Constantly Communicating Change
- 44:14You Are Not Alone
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