Interviewees in this video are:
- David Wilde: CIO Westminster City Council
- Matt Ballantine: Head of IT Imagination
- Duncan Scott: CIO Control Risks
- Clifford Burroughs: European IS director United Biscuits
- Jora Gill: CTO International Systems Standard & Poors
- Paul Coby: CIO BA
Lean production methodologies, pioneered by comnpanies like Toyota for decades, and it's software development analogue Agile have been steadily gaining traction within UK organisations for years. Put simply, these processes are designed to eliminate waste and keep production in line with business demands. Organisations that have embraced them in the past have reaped solid bottom-line benefits as a result.
However, the methodology has come under a cloud since one of its biggest poster-childs, Toyota was forced to put out massive product recalls on its cars. IT leaders at last year's CIO summit were divided on Lean and Agile's merits.
Some have embraced the methodologies wholeheartedly and embedded them into their core corporate cultures. They find it difficult to revert to waterfall methods of software development, because staff prefer to be closely aligned to the business, rather than shut away in a development hot-house.
Others dismiss Lean and Agile as dogma that reflects a blinkered approach to productivity and innovation. Some CIOs say a methodology that has its roots in manufacturing is ill-suited to other, more service oriented organisations.
Orthodoxy exposes the organisation to sticking to the process rather than being aware of what is going on in the real world, they say. This is one of the criticisms that have arisen following the Toyota debacle.
It may be the case that Lean and Agile suit some organisations, which are driving integrated cultures, better than ones that rely on silos of business units. Judging by the range of opinions put forward by interviewees at the summit, it's clear that Lean and Agile, for all their strengths, haven't been universally accepted just yet.