Lean Thinking – How You’re Doing It Wrong!
— March 2, 2015Lean Thinking in Digital Projects
Digital projects, especially in areas like mobile app development or web application development, often adopt lean thinking and agile methodologies as a cornerstone for success. For start-ups, these approaches are essential for managing limited resources effectively. Larger organizations, such as Commonwealth Bank, Suncorp, Telstra, and even governmental bodies, have embraced lean strategies to improve outcomes. The appeal lies in its ability to foster shorter development cycles, align closely with user needs, and reduce the financial burden of potential failures.
However, lean thinking is far from foolproof. Many businesses misinterpret its principles, leading to avoidable failures. Properly applying lean methods requires attention to six critical considerations. Ignoring these can undermine the potential benefits of lean thinking, turning its promise into frustration.
6 Misconceptions on Lean Thinking
Misconception 1: Lean Is a “No-Plan” Plan
A common mistake is equating lean thinking with the absence of planning. Teams might claim they are “agile” and dismiss the need for structured plans or requirements. This misconception creates chaos and jeopardizes project outcomes. Lean thinking does not mean abandoning plans; rather, it promotes adaptive planning.
Every project still requires clear documentation. This includes lists of completed tasks, diagrams, or mock-ups that provide a shared understanding of objectives and progress. While lean emphasizes iterative planning, teams should not skip the foundational step of laying out their goals and strategies. In outsourcing environments, the need for clarity becomes even more critical due to potential communication challenges across time zones and cultural contexts.
Lean planning does not have to be exhaustive but must be thorough enough to align stakeholders and set realistic expectations. Teams should focus on continuous, iterative planning to refine objectives as they progress.
Misconception 2: Failure Is Not an Option
Failure is an integral part of the lean process. It offers valuable insights into user needs and project flaws, which are essential for growth and improvement. Organizations that shy away from failure often misalign with the lean mindset. Lean thinking encourages teams to fail fast, learn, and adjust within manageable investments.
Take inspiration from companies like Google, which labels new products or features as “beta” or “labs.” This signals to users that the product is experimental and may have flaws. By setting expectations clearly, Google gains user feedback while mitigating negative perceptions of failure.
However, failure acceptance requires buy-in from all levels, including board members, senior management, customers, and suppliers. Resistance to the iterative nature of lean can lead teams to revert to traditional methods, which may stifle innovation and increase risks. When outsourcing software development, this cultural shift is particularly important to ensure alignment between the client and the development team.
Misconception 3: Lean as an Excuse to Avoid Commitment
Lean thinking’s focus on flexibility and adaptation sometimes leads teams to avoid making commitments. This is a dangerous trap. Successful projects require accountability and measurable outcomes, even in a lean framework.
Lean does not absolve teams of the responsibility to deliver results. While the iterative process allows for changes, it must also establish clear milestones and timelines. Stakeholders need assurances that resources are being utilized effectively, especially when commercial objectives are at stake. In outsourcing scenarios, the ability to commit to deliverables fosters trust between the client and the development team.
Misconception 4: Ignoring Technical Debt
Technical debt is an unseen but critical issue in many lean projects. Teams focused solely on speed might cut corners, creating technical compromises that will require significant future effort to resolve. This often occurs in software development projects, where shortcuts in coding or architecture can lead to costly rework later.
Avoiding technical debt involves making deliberate choices during the development process. While lean promotes rapid iteration, this should not come at the expense of sustainable technical practices. Teams should balance speed with quality, ensuring that each iteration builds a solid foundation for future improvements.
For example, when developing a web application, teams can establish coding standards and conduct regular reviews to minimize technical debt. Outsourcing to firms like S3Corp in Vietnam, known for their expertise in custom software solutions, can help mitigate these challenges by leveraging their experience in balancing speed and technical quality.
Misconception 5: Lean Allows Unlimited Changes
Lean methodologies are often touted for their ability to accommodate change. However, this flexibility has limits. Repeatedly altering project requirements can create inefficiencies and disrupt logical structures built during earlier phases.
Software engineers design systems based on current requirements and a future vision. Significant changes can require extensive rework, undoing previous efforts and delaying progress. Stakeholders must understand that while lean offers adaptability, excessive shifts in direction can strain resources and timelines.
Teams should implement a disciplined approach to change management. Before initiating significant alterations, assess the potential impact on the project. This includes evaluating the technical implications and the effort required for adjustments. By maintaining a clear vision, teams can better balance flexibility and stability.
Misconception 6: Sticking to Lean When It No Longer Fits
Lean thinking is not a one-size-fits-all solution. As projects evolve, the context may change. Factors such as a growing user base, regulatory requirements, or greater certainty about project outcomes might necessitate a shift toward more traditional planning methods.
Ignoring these shifts can lead to missed opportunities or negative consequences, such as fines or reputational damage. For instance, in the outsourcing sector, a project that begins with lean principles may later require structured risk management to address compliance or scalability concerns.
Teams should periodically evaluate whether lean remains the best approach. Transitioning to a more structured methodology is not a failure but a strategic adjustment to meet new demands.
Applying Lean Thinking Correctly
Lean thinking can revolutionize how businesses approach digital projects, from mobile app development to large-scale enterprise solutions. However, its effectiveness depends on understanding its principles and avoiding common pitfalls.
For firms considering outsourcing software development to experienced providers like S3Corp in Vietnam, applying lean thinking correctly can lead to faster delivery, lower costs, and higher-quality outcomes. By embracing planning, accepting failure, maintaining commitment, managing technical debt, controlling changes, and adapting to new contexts, teams can unlock the true potential of lean methodologies.
When applied thoughtfully, lean thinking is not just a method but a mindset—one that drives innovation, enhances collaboration, and delivers tangible results. The key lies in doing it right.