Leaning Agile

Focus on Systems rather than Silos

Organizations are often structured around departments – engineering, finance, product, operations, compliance. These structures help manage expertise and accountability, but they can unintentionally narrow how people see the work. Teams tend to focus on their part of the organization rather than the whole.  But enterprises do not operate as isolated departments. They operate as systems.

A system is a collection of elements that interact to produce outcomes over time. People, processes, policies, technology, incentives, and decision pathways all interact continuously. The results an organization experiences – its delivery speed, product quality, alignment, and customer impact – emerge from how these elements work together.

Systems thinker Donella Meadows described systems as structures that generate behavior. In other words, outcomes are not random. They reflect how the system operates.

This is why Leaning Agile focuses on systems rather than silos. Improving isolated parts of an organization rarely improves the performance of the whole. Real improvement comes from understanding how work flows across the enterprise.

Seeing the Enterprise as a System

In most organizations, value does not move neatly within a single department. It moves across the organization, from idea, to design, to development, to delivery, to customer feedback.  When we look only at individual functions, we miss how these pieces connect. A system view reveals the relationships between teams, decisions, information flow, and learning cycles. It helps leaders and teams understand how the enterprise operates.

Because systems are complex, we often understand them through models. Value stream maps, operating models, and flow diagrams help reveal relationships that are otherwise difficult to see. These models are not perfect representations of reality, but they help people reason about how the system behaves and where improvement might create the greatest impact.

The Building Blocks of Systems

Systems thinking becomes more practical when we understand a few key elements that appear in almost every system: stocks, flows, feedback loops, and leverage points.

Stocks

A stock is something that accumulates in a system over time. It represents the current state of a resource or capability.
In Lean Product Development (LPD), examples of stocks include:

  • Team capacity available to develop products
  • The amount of work in progress in the development pipeline
  • Product knowledge and technical expertise within teams
  • Customer insights and validated learning

Stocks matter because they influence what the system can realistically accomplish. For example, team capacity is a stock that constrains how much work can move through development at any given time.

Flows

Flows represent the rate at which stocks increase or decrease. They describe movement within the system.
In Lean Product Development, flows include:

  • The rate at which ideas enter the product pipeline
  • The speed at which development work moves through teams
  • The rate of experimentation and learning
  • The delivery of outcomes to customers

Improving the flow of work from idea to outcome is a central focus of Leaning Agile, because flow directly affects how quickly organizations can learn and deliver value.

Feedback Loops

Systems adapt through feedback loops – mechanisms that allow the system to respond to information.  In product development, feedback loops come from system elements like:

  • Customers
  • Markets
  • Flow Metrics
  • Delivery Patterns

For example, when teams release smaller features more rapidly, they receive faster customer feedback. That feedback improves product decisions, which leads to better outcomes and increased trust in the product organization. This creates a reinforcing loop that accelerates learning and improvement.

Other feedback loops help stabilize the system. For instance, when work in progress becomes too high, delivery slows, encouraging teams to limit how much new work enters the system.

Understanding these loops helps explain why systems behave the way they do.

Leverage Points

Within every system there are places where relatively small changes can produce significant improvements. These are known as leverage points.
In Lean Product Development, examples of leverage points include:

  • Limiting work in progress to improve flow
  • Reducing decision latency so product choices happen faster
  • Aligning teams around value streams rather than functional silos
  • Strengthening customer feedback loops

These changes influence how the system operates as a whole, rather than optimizing individual activities.

Why Systems Matter for Enterprise Improvement

Many organizations attempt improvement by asking teams to work harder or adopt new tools. While these efforts may help locally, they rarely change enterprise outcomes unless the system itself improves.
When leaders understand their enterprise as a system, they begin to see how strategy, governance, funding models, and decision pathways affect the flow of value. This perspective shifts improvement efforts from isolated optimizations to thoughtful system design.

Teams deliver within the system. Leaders are responsible for designing the system.

By focusing on how work flows across the enterprise, and by improving the structures that support that flow, organizations can create environments where teams are able to deliver meaningful outcomes consistently.

That is why Leaning Agile focuses on enterprise system rather than the organizational silos.

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