{"id":1272,"date":"2021-08-06T22:52:40","date_gmt":"2021-08-06T22:52:40","guid":{"rendered":"https:\/\/sdrefocus.com\/?p=1272"},"modified":"2024-02-17T11:48:33","modified_gmt":"2024-02-17T11:48:33","slug":"1272","status":"publish","type":"post","link":"https:\/\/sdrefocus.com\/index.php\/2021\/08\/06\/1272\/","title":{"rendered":"Quotes"},"content":{"rendered":"\n
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A few quotes we’ve found inspiring <\/em><\/p>\n<\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Continuous Delivery<\/h5>\n\n\n\n
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“Life is too short to spend our weekends in server rooms deploying applications.”<\/em><\/p>\nFrom the Book : Continuous Delivery. Reliable Software Releases through Build, Test, and Deployment Automation. by Jez Humble and David Farley. 2010.<\/em><\/cite><\/blockquote>\n\n\n\n

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\u201cContinuous delivery for the sake of continuous delivery is not enough if you want your organization to succeed, however. It must be done with an eye to organizational goals such as profitability, productivity, and customer satisfaction.\u201d<\/em><\/p>\n\u2014 Accelerate: State of DevOps 2019<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Continuous Improvement<\/h5>\n\n\n\n
\n

“It matters more that you take a step than what that first step is”<\/em><\/p>\n\u2014 Mike Rother – Toyota Kata<\/em><\/cite><\/blockquote>\n\n\n\n

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\u201cThe message of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company.\u201d<\/em><\/p>\n\u2014 Masaaki Imai<\/em><\/cite><\/blockquote>\n\n\n\n

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\u201cOn the Theory of Constraints, any improvements made anywhere besides the bottleneck are an illusion.”<\/em><\/p>\n\u2014 The Phoenix Project<\/em><\/cite><\/blockquote>\n\n\n\n

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“The essence of [the Toyota system] is that each individual employee is given the opportunity to find problems in his own way of working, to solve them and to make improvements.”<\/em><\/p>\n\u2014 Toyota, CEO<\/em><\/cite><\/blockquote>\n\n\n\n

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\u201cIf someone claims certainty about the steps that will be implemented to reach a desired destination, that should be a red flag to us.\u201d<\/em><\/p>\n\u2014 Mike Rother, Toyota Kata<\/em><\/cite><\/blockquote>\n\n\n\n

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“One must standardize, and thus stabilize the process, before continuous improvement can be made.\u201d<\/em><\/p>\n\u2014 Masaaki Imai<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Continuous Learning<\/h5>\n\n\n\n
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\u201cLearn continually. There\u2019s always \u201cone more thing\u201d to learn.\u201d<\/em><\/p>\n\u2014 Steve Jobs<\/em><\/cite><\/blockquote>\n\n\n\n

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“Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.” <\/em><\/p>\n\u2014 Barry O’Reilly<\/em><\/cite><\/blockquote>\n\n\n\n

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\u201cThe only sustainable competitive advantage is an organization\u2019s ability to learn and adapt faster than the competition.\u201d<\/em><\/p>\n\u2014 Mark Schwartz, A Seat at the Table<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Customer Value<\/h5>\n\n\n\n
\n

\u201cThe single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer.\u201d<\/em><\/p>\n\u2014 Peter Drucker<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Measurements<\/h5>\n\n\n\n
\n

\u201cIf you can\u2019t measure it, you can\u2019t improve it.\u201d<\/em><\/p>\n\u2014 Peter Drucker<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Principles<\/h5>\n\n\n\n
\n

“Copying practices without understanding the underlying principles have a long history of mediocre results.”<\/em><\/p>\n– Mary and Tom Poppendieck<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Strategy<\/h5>\n\n\n\n
\n

\u201cYou\u2019ve got to think about big things while you\u2019re doing small things, so that all the small things go in the right direction.\u201d<\/em><\/p>\n\u2014 Alvin Toffler<\/em><\/cite><\/blockquote>\n\n\n\n

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“For us, it (the vision) serves as a direction giver, and we do not spend any time discussing whether or not it is achievable. We do spend a lot of effort trying to move closer to it.”<\/em><\/p>\n\u2014 Mike Rother, Toyota Kata<\/em><\/cite><\/blockquote>\n\n\n\n

– <\/p>\n\n\n\n

Value Streams<\/h5>\n\n\n\n
\n

\u201cIf you can\u2019t describe what you\u2019re doing as<\/em> a value stream, you don\u2019t know what you\u2019re doing\u201d<\/p>\n– Karen Martin and Mike Osterling<\/cite><\/blockquote>\n\n\n\n

\n

\u201cWe will no longer have a divided conversation between agile, DevOps and project teams.
It will be a product-centric value stream conversation with a singular focus on customer value.\u201d<\/em><\/p>\n\u2014 Gartner, Predicts 2020<\/em><\/cite><\/blockquote>\n\n\n\n

<\/p>\n\n\n\n

Picture by Cindy Liu<\/a> on Unsplash<\/a><\/p>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

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