“what’s most important is that the information we display is up to date, and that we constantly revise what we measure to… — Gene Kim Copy Share Image
“One of the most important parts of any improvement initiative is to define a measurable goal with a clearly defined deadline, between… — Gene Kim Copy Share Image
“I’ve learned that while the finance goals are important, they’re not the most important. Finance can hit all our objectives, and the… — Gene Kim Copy Share Image
“our goal is to create fast feedback and fast forward loops wherever work is performed, at all stages of the technology value… — Gene Kim Copy Share Image
“One goal is that our tooling reinforces that Development and Operations not only have shared goals but have a common backlog of… — Gene Kim Copy Share Image
“Furthermore, integrating the objectives of QA and Operations into everyone’s daily work reduces firefighting, hardship, and toil, while making people more productive… — Gene Kim Copy Share Image
“You must figure out how to control the release of work into IT Operations and, more importantly, ensure that your most constrained… — Gene Kim Copy Share Image
“INCREASE THE VISIBILITY OF WORK In order to be able to know if we are making progress toward our goal, it’s essential… — Gene Kim Copy Share Image
“In order to be able to know if we are making progress toward our goal, it’s essential that everyone in the organization… — Gene Kim Copy Share Image
“for those organizations that provided a stock ticker symbol, we found that high performers had 50% higher market capitalization growth over three years. They… — Gene Kim Copy Share Image
“A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone’s queue—or… — Gene Kim Copy Share Image
“when something does go wrong, we conduct blameless post-mortems, not to punish anyone, but to better understand what caused the accident and how to… — Gene Kim Copy Share Image
“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick,… — Gene Kim Copy Share Image
“To even get feedback from our integration process would require twenty-four to thirty-six hours.” — Gene Kim Copy Share Image
“work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely… — Gene Kim Copy Share Image
“practicing five minutes daily is better than practicing once a week for three hours. And if you want to create a genuine culture of… — Gene Kim Copy Share Image
“20% on detailed planning (Their poor throughput and high lead times were misattributed to faulty estimation, and so, hoping to get a better answer,… — Gene Kim Copy Share Image
“Features are always a gamble. If you’re lucky, ten percent will get the desired benefits.” — Gene Kim Copy Share Image
“I listen to Wes and Patty brainstorm ideas to reduce yet another dependency on Brent when something starts to bother me. Erik called WIP,… — Gene Kim Copy Share Image
The status quo (of development) pre-ordains failure from the very beginning. — Gene Kim Copy Share Image
![“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick, you nurse them back to health. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” quote by Gene Kim](https://sms4smile.com/quotes/img-quotes/e7b/gene-kim-2268_health_bill-baker-a-distinguished-engineer-at-m_187582.jpg)
