Anna Anks

“He concluded that the Lean community missed the most important practice of all, which he called the improvement kata. He explains that every organization has work routines, and the improvement kata requires creating structure for the daily, habitual practice of improvement work, because daily practice is what improves outcomes. The constant cycle of establishing desired future states, setting weekly target outcomes, and the continual improvement of daily work is what guided improvement at Toyota.”
― Gene Kim, The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win

“When the question is difficult and a skilled solution is not available, intuition still has a shot: an answer may come to mind quickly—but it is not an answer to the original question. The question that the executive faced (should I invest in Ford stock?) was difficult, but the answer to an easier and related question (do I like Ford cars?) came readily to his mind and determined his choice. This is the essence of intuitive heuristics: when faced with a difficult question, we often answer an easier one instead, usually without noticing the substitution.”
― Daniel Kahneman, Thinking, Fast and Slow

“My recommendation: don’t be special; don’t be unique. Redefine your metrics in mundane and broad ways. Choose to measure yourself not as a rising star or an undiscovered genius. Choose to measure yourself not as some horrible victim or dismal failure. Instead, measure yourself by more mundane identities: a student, a partner, a friend, a creator. The narrower and rarer the identity you choose for yourself, the more everything will seem to threaten you. For that reason, define yourself in the simplest and most ordinary ways possible. This often means giving up some grandiose ideas about yourself: that you’re uniquely intelligent, or spectacularly talented, or intimidatingly attractive, or especially victimized in ways other people could never imagine. This means giving up your sense of entitlement and your belief that you’re somehow owed something by this world. This means giving up the supply of emotional highs that you’ve been sustaining yourself on for years. Like a junkie giving up the needle, you’re going to go through withdrawal when you start giving these things up. But you’ll come out the other side so much better.”
― Mark Manson, The Subtle Art of Not Giving a F*ck: A Counterintuitive Approach to Living a Good Life

“Lean defines two types of customers that we must design for: the external customer (who most likely pays for the service we are delivering) and the internal customer (who receives and processes the work immediately after us). According to Lean, our most important customer is our next step downstream. Optimizing our work for them requires that we have empathy for their problems in order to better identify the design problems that prevent fast and smooth flow.”
― Gene Kim, The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win