{"id":3157,"date":"2026-06-08T15:15:23","date_gmt":"2026-06-08T15:15:23","guid":{"rendered":"https:\/\/sdrefocus.com\/?page_id=3157"},"modified":"2026-06-08T15:15:23","modified_gmt":"2026-06-08T15:15:23","slug":"value-driven-2026-06","status":"publish","type":"page","link":"https:\/\/sdrefocus.com\/index.php\/value-driven-2026-06\/","title":{"rendered":"Value-Driven – June 2026"},"content":{"rendered":"\n

\n\t\t\tValue-Driven – June 2026\t<\/h2>\n\t

Here is this month’s new edition. Its structure remains unchanged, featuring resources on VSM Adoption, Value Stream Mapping, the Impacts of AI, Value Realization and Flow Optimization.<\/p>\n

However, it marks a first step towards greater independence from the LinkedIn platform, as the content is now hosted here on our website.<\/p>\n

\n\t\t\tVSM Adoption\t<\/h3>\n\t“The bottleneck you can’t see is the one killing your program<\/a>” (38′).\u00a0<\/strong>
\nRise8 Product Management Enablement Lead Rob Monroe<\/strong> sits down with Karen Martin<\/strong>-award-winning author and founder of TKMG and TKMG Academy-to talk about one of the most powerful and underused diagnostic tools available to government leaders: the Value Stream Map.\n

 <\/p>\n“The Grey Zone and the Future of Flow<\/a>” by <\/strong>Helen Beal<\/strong>
\n“For the last few years, we’ve been told that Flow is the answer. We’ve implemented the boards, tracked the cycle times, and scaled the frameworks. But as we sit here in mid-2026, many of us are realizing that we’ve hit a plateau. We’ve optimized the plumbing, but the house still feels disconnected.”\n

\"\ud83d\udc49\" Register for Flowtopia Live<\/a> on June 24th<\/strong><\/p>\n

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 <\/p>\nReport: “The AI Effect on Value Stream Management in 2026: What’s Working and Where it’s Breaking Down<\/a>“<\/strong> by <\/strong>Dimensional Research (May 2026)<\/strong>, Sponsored by ValueOps by Broadcom.
\n“Companies are investing heavily in AI – and seeing real efficiency gains. Tasks are moving faster. Productivity is up. But something isn’t adding up. AI is optimizing tasks, not the flow of value. Strategy and execution are still disconnected. Visibility across the value stream is stalling. And customer value isn’t keeping pace.
\nMost organizations are pointing AI inward – automating operations, not delivering more value to customers. That’s the gap Value Stream Management is built to close.
\nKey Findings<\/strong>
\n* Strong VSM Momentum Continues Due to Yielding Customer Value, Transparency, and Efficiency.<\/strong>
\n* AI Leads all 2026 Business Challenges and Remains Internally Focused<\/strong>
\n* AI is Accelerating Efficiencies but Often Fragmenting Value Streams<\/strong>”\n

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\"\ud83d\udc49\" Check out our index of industry reports<\/a><\/strong><\/p>\n

\n\t\t\tValue Stream Mapping\t<\/h4>\n\t“Value Stream Mapping is absurdly powerful. But why?<\/a>” By David Sautter<\/strong>
\n“These are the cognitive and behavioral science effects at play…”\n“Toyota never used Value Stream Mapping. The company that inspired Lean never needed it.<\/a>” By Olaf Boettger<\/strong>
\n“Toyota did not need VSM because the courage, humility, and discipline were already in the system. The tool was the shadow of the mindset. Not the source of it.”\n“The 5% Rule: Why Your Team is Exhausted But Nothing is Getting Done<\/a>” By Golden Micheal Fernando<\/strong>
\n“In most administrative, tech, and service workflows, actual value-added work accounts for less than 5% of the total time it takes to deliver the product.”\n\t

As mentioned in the description of our VSM approach<\/a>, our lightweight VSM workshops<\/a> are customized to the specificities of software delivery.<\/strong> <\/p>\n

The idea is to draw on both the fundamental principles of Lean and software engineering expertise to quickly analyze the situation, identify the main constraints, and take action that will move the needle and unblock the flow of value.<\/p>\n

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\n\t\t\tImpacts of AI\t<\/h3>\n\tStory: (fr) “J’ai vir\u00e9 mon \u00e9quipe de dev pour une \u00e9quipe 100% IA pendant 40 jours et 2,3 milliards de tokens. Voici le vrai bilan vu par un dirigeant.<\/a>” par Luc Bonnin
\n<\/strong>“Ce qui m’int\u00e9ressait \u00e9tait de r\u00e9pondre aux questions suivantes :
\nest-ce que les probl\u00e8mes d’une \u00e9quipe informatique sont les m\u00eames quand elle est compos\u00e9e d’agents IA ?
\nDerri\u00e8re la promesse de collaborateurs num\u00e9riques disponibles H24, 7j\/7, sans revendication sociale, sans \u00e9tats d’\u00e2me, l’entreprise y gagne-t-elle vraiment sur long terme ?”\n“Are you deploying AI Ferraris into gridlock?<\/a>” By Martin Aziz
\n<\/strong>“There is a massive surge in adopting AI to “speed up” software coding. But for many organizations, this is a solution to the wrong problem.”\nReport: “The AI-Enabled Enterprise Report<\/a>” (2nd edition) by Maria Muir, Mark Payne, Ruma Dak at BVSSH
\n<\/strong>“AI is moving fast. The organisations that thrive won’t be the ones with the flashiest AI tech – but those that intentionally shape their operating model and culture to unlock the power of AI.”\n

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\n\t\t\tValue Realization\t<\/h3>\n\t“Transformation that realises value starts with the end in mind<\/a>” by Mel Feild<\/strong>
\n“Some transformation programmes deliver exactly what was asked for – and still fail to realise value.”\n“Where is your value leaking-without anyone noticing?<\/a>” By Jack Maher<\/strong>
\n“Most organizations quietly leak a meaningful share of the value their products and services should generate-through delays, discounts, rework, and missed opportunities. But when you ask, “How much did we leak last quarter, and where?” the answer is usually a shrug.”\n“Outcome-centered AI<\/a>” by Josh Seiden<\/strong>
\n“Many teams are using AI to accelerate output. But outputs alone don’t create value. Value comes from changing behavior in ways that drive outcomes.”\n“Producing Faster Is Not Delivering More Value<\/a>” by Tristan Libersat<\/strong>
\n“There is a number that has been quietly embarrassing the software industry for years. Studies by the Standish Group and others consistently estimate that between 45% and 65% of features developed are rarely or never used by the people they were built for.”\n\t

Our work applies the principles of\u00a0Lean Thinking<\/a>\u00a0to recommend\u00a0a value-driven approach to improvement<\/strong>. This begins with clearly defining the expected value. By adopting a\u00a0Value Stream Management (VSM)<\/strong><\/a>\u00a0approach that harmoniously combines other elements of existing know-how, it is then possible to\u00a0connect the dots of software value realization<\/strong>.<\/a><\/p>\n

\n\t\t\t\t\"SD\n\t<\/figure>\n

\n\t\t\tFlow Optimization\t<\/h3>\n\t“Understanding delivery systems through metrics<\/a>” by Noel Warnell<\/strong>
\n“Most organisations already have delivery data and dashboards. The challenge is knowing which metrics matter, which signals to trust, and which patterns may be hiding risk, bottlenecks or false confidence.This guide brings together a set of practical visual summaries to help leaders better understand how work flows through their delivery systems.”\n“Difference between being busy & improving flow”<\/a> by Anshu Gupta<\/strong>
\n“When you stop trying to keep everyone busy & instead focus on moving work through the system, speed increases naturally. Flow isn’t about working faster. It’s about removing what slows value down.”\n“The Bottleneck Didn’t Disappear. It Moved.<\/a>” by Xodiac<\/strong>
\n“AI gave engineering teams 59% more throughput this year. Most of them aren’t shipping any more software than before. More code is being written. Fewer releases are going out. The bottleneck didn’t disappear; it moved. And most engineering leaders are missing it because they’re watching the wrong numbers.”\n“Lean is not about waste reduction. Ohno never said that. America did.<\/a>” by Carol Ptak<\/strong>
\n“Read Taiichi Ohno in the original Japanese and you will not find a manifesto on cutting waste. You will find a description of what he called the river production system. Material flowing like water. Continuous. Pulled by demand. Never overflowing the banks.
\nThat is a flow philosophy. Not a cost-cutting program.<\/strong>”\n

\n\t\t\tLinks\t<\/h3>\n\t