Adapt:

For an achievement oriented person, that is incredibly disarming knowing that you are failing at
your job and the worst part is that you dont get a memo. Lean Ries live through the over-
architecture failure, in which making attempts to prevent from all those problems that could occur
would make a delay up introducing a product. If the failure occurs it would be both high-profile
and attributable to a single function or departmentyours. Not only will the company fail, it will
be your fault.

Most of the advice floated over this topic has suggested a kind of split-the difference approach
(engage in a little planning but not too much). But the problem with this approach is that its hard
to give any rationale about anticipating one problem and ignoring the other one. With this approach
employees would try to over-take the best extreme position and become an eye-catcher for the
boss. With the passage of time, everyone would go for taking the polarized position, which would
make this split-the difference even more difficult and less successful.

Adaptive Organization:
Training programs are for the big companies that can afford them said Lean Ries. When
new employees are being hired, obviously they put their best and appear productive in their
first few weeks. Few years back with the passage of time and advancement, it required a
huge effort in standardizing the work processes and prepare a course of the concepts that
new employees should learn. Sitting next to Nellie, an organic methodology was used, in
which a newly hired engineer would be assisted by a mentor. The training program evolved
organically out of this methodical approach. The procedure of introduction was liable to
consistent experimentation and revision, with the goal that it developed more powerful,
and less troublesome extra time. Lean Ries called this building an adaptive organization,
one that consequently alters its procedure and performance to current conditions.
This book has underlined the significance of speed. They require a built in speed regulators
so that they could find their optimal pace of work to build a sustainable business before
their valuable resources run out Stop production so that production never has to stop.
The key to the andon cord is that it brings work to a stop as soon as an uncorrectable quality
problem surfaceswhich forces it to be investigated. Imperfections cause a considerable
measure of improve, low confidence, and client objections, all of which slow performance
and eat away all valuable resources. One of the hardest things to understand for people,
about validated learning and minimum viable product that it gives a confused thinking that
we should get a product into consumers hands as soon as possible and any extra work
beyond that is a waste. On the other hand, the Build-Measure-Learn feedback loop is a
continuous process. We dont stop after one minimum viable product, but use what we
have learned to get to work immediately on the next iteration.