I wrote recently that I have come to think about Flow, Value and Capability as the primary impacts I hope a Kanban System will have. Flow, Value and Capability are not independent entities, however, with Capability being the link between Flow and Value. We can think of Flow as “doing the thing right”, where good flow is the result of a good process. Similarly, we can think of Value as “doing the right thing”, where high value is the result of good outputs from the process. We want both, however, and we can think of Capability as “doing the right thing right”, where a good process delivers good outputs.
Here’s another way of looking at it…
A common scenario is creating projects, and assigning people to those projects to form a project team. This is great for the project in isolation, but when the project finishes the team is usually disbanded, and all the capability that was created as tacit knowledge in the team is lost.
A further challenge (amongst many) with this approach is that when another project comes along – and then another – people get assigned to multiple project teams, at which point they’re not really teams any more. This might seem efficient, but it is not effective, and is not good for the people or the work. In the diagram below, the person in the middle on three projects is not in a good place!
An alternative idea is to form teams around organisational capabilities – things which will enable the business to make an impact. Small pieces of valuable work which enhance this capability can then be individually pulled by these teams, creating flow. This is what I call a Capability Team.
Pursuing this approach, the notion of the project goes away, replaced by a Flow of Value through Capability teams who are able to “do the right thing right”. These teams can stay together for as long as the capability is important, building knowledge about all aspects of what they are building, and how they build it.