Tuesday, May 6, 2025    Conference Day 1

Shorten Time-to-Market

Summit Welcome

Peter Palmér, Conference chair, LPPDE

Peter Palmér will open the day with his vision for the conference theme:

"Shorten Time-to-Market"

and how this affects the managers, the product owners and the engineers, creating a win-win for all involved.

He will also go through the concept of Learning sessions which will be introduced to increase the level of EXCHANGE during the conference. We will reflect in smaller groups to increase the level of learning and the amount of knowledge all participants bring back with them.

During the conference we will listen practitioners from established companies, speakers with deep knowledge touching the latest findings in their companies as well as from universities.

As usual we will have a lot of time for knowledge exchange with participants and speakers during the conference.

During lunch we will have open space to be able to discuss relevant topics for you.

This time we are introducing “Learning sessions” – A way to increase the level of exchange and learning during the event. By having a focused reflection after some speakers, we will share the knowledge and learn from each other. As well as summarizing key learnings.

Keynote: Risk Mitigation to Shorten Time to Market

Christer Lundh, Founder and President at AUFERO

The future is uncertain everyone will agree, but the future is less uncertain, when emergency
is closer to the present. Therefore Risk Mitigation is more important to Shorten Time to
Market than just having a Knowledge Based Product Development system for Rapid
Learning in place.

Look on risk of delay. To focus on probability of delay vs. impact of delay. Running product development, delays will almost certainly happen (highly probable). With focus on mitigations, how you reduce the impact, you make a difference.

This presentation gives a taste of Thursdays workshop where we will dig deeper and explore
how to reinforce fast response mechanisms, creating faster feedback loops. And based on
fast feedback, change the present. To apply ways to effectively reduce risk, reduce time to
market and increase customer value.

Christer Lundh is president of AUFERO, a consultant firm that helps senior leaders and
development teams to benefit from small low-cost iterations that remove a lot of risk. Christer
has built his expertise from extensive practice. He provides transformations, strategic
projects and personal advice, within product flow management, advisor on leadership, and
interim senior manager. He is a board member at LPPDE.org. He is a passionate leader who
creates flow of new products and innovations together with customers.

Bridging Minds and Machines – Co-Intelligence at Work

Virpi Rowe, CEO and partner, transformation coach and trainer at WikiAgile

AI is no longer optional. It’s reshaping how we work — and raising new questions about how teams collaborate, learn, and deliver results.

This talk introduces MobAI, a method for bringing co-intelligence into everyday work. It offers a structured way for teams to combine human problem-solving with AI tools in real time. It’s a practical approach to delivering outcomes that matter—challenging conventional ways of working and helping teams think and act differently, together.

We’ll explore how organizations are approaching AI today, what modern teamwork looks like when AI is part of the flow, and how to start experimenting in ways that build real capability for the future.

Virpi Rowe brings over 30 years of experience in product development and transformation. At WikiAgile, she supports teams in developing new ways of working that blend human strengths with AI—turning potential into practice.

Networking Break

Perspectives and Experiences from an In-house Consultant

Matthias Paetow, Senior Lean Manager at Hilti

In his presentation, Matthias will talk about:

• His learning path as a Lean Manger,
• The evolution of Lean at Hilti, from tools to systems, based on guiding principles and people’s behaviors
• Chances, challenges and examples of Lean in R&D and engineering

Matthias Paetow has the mission of making teams and people more effective, efficient whilst having more fun at work. He connects a “It’s all about people” mindset with a technical background as engineer. With that he is well equipped to support Lean in R&D and beyond. He coaches leaders, facilitates workshops with leadership teams, trains and mentors A3 problem solvers and helps teams to apply lean tools like k-briefs, root cause analysis, process mapping and more.

Matthias is a certified executive coach (ILM, by https://www.coachingcultureatwork.com/ ) and trainer in Hilti’s LCS ( https://www.leancompetency.org/ ) accredited lean training program.

Learning Session

Reflection, teach back of key takeaways, and summarize key learnings

Networking Lunch – Open Space

Make Managers Lead the Flow

Fredrik Viljesjö, Founder and Senior Advisor / Trainer at We Are Movement

In today’s fast-paced environment, having a high-level view of how value flows through your organization is no longer optional. Leaders can’t simply delegate process improvement to Lean or Agile coaches; instead, they must take an active role in identifying, mapping, and nurturing the value streams that underpin business success. This talk will demystify the concept of “value streams” and illustrate why leadership engagement is crucial for aligning teams, reducing waste, and delivering meaningful outcomes to customers.

We’ll explore how leaders can create clarity around priorities, empower teams to streamline work and foster a culture of continuous learning. From mapping end-to-end value flows to coaching employees in Lean and Agile thinking, you’ll learn the key steps to establish a holistic view of value creation—ultimately ensuring that every initiative delivers measurable impact. Whether you’re a senior executive, a project manager, or someone in between, this presentation will equip you with practical strategies to champion value stream thinking and create the conditions where teams thrive and customers benefit.

Key Takeaways:

• • Accelerate time-to-market by integrating product and manufacturing development.
  • Apply Lean/Agile principles at scale with SAFe to foster collaboration, transparency, and continuous improvement.
  • Leverage iterative experiments for robust risk management—spot market and technical issues early.
  • Adopt Lean Portfolio Management for better resource allocation across multiple, complex initiatives.
  • Build a resilient organizational culture where learning, adaptability, and continuous flow thrive.

Fredrik Viljesjö is one founder of We Are Movement and works as an Advisor, Enterprise Agile Coach, and DevOps/Architecture Coach with a broad and deep skill set. With 15 years of experience in development, coaching, and management, he has worked with multinational companies in Stockholm to guide them through their Lean / Agile journey.

Guiding and training development organizations to deliver value. From overall strategy and portfolio to individual development teams. He knows the whole chain of activities required for DevOps and Agile work, from getting people to collaborate better to implement a CI/CD pipelines.

Product Projects in Half the Time – Proven in Practice

Janne Lundberg, President at LIAB

Janne will describe, with examples, a ‘simple’ but powerful approach of planning and driving mixed hardware and software projects, reducing the calendar time to half using agile and visual principles.

This approach has proven to work in different types of projects, like tightening systems, door hardware, id card printers, ventilators, wastewater pumps, railway system components, thermal cameras and in building a wastewater treatment plant, moving factories etc. It can be scaled from ‘one man band’ projects to bigger programs.

It is simple to describe but it is not too simple to have success in shortening the time, so I will share tips and tricks that are useful to get the full effect. 

Janne Lundberg is a Global Agile Innovation Coach and Speaker. Since 2017 Janne is working as an independent consultant transforming global leading companies – having significantly increased their Value creation, the OnTime performance and the employee happiness.

Until 2017 he worked for 6 years as Global Lean Innovation Manager for ASSA ABLOY, becoming one of the 100 most innovative companies in the world (Forbes) – before Apple. At ASSA ABLOY, Janne introduced Lean Innovation in around 90 Innovation sites globally, including starting 60 Pulse Rooms, training 1500 employees and certifying 170 Lean Innovation Champions.

Before Agile he has worked during the main part of his career at Atlas Copco with global industrial and automotive customers. There he was driving the electrical and digital transformation. He has a Master of Science in Engineering and has used Agile since 2006. He also has a LPD university training at Chalmers 2008.

Networking Break

How We Get Our Construction Project to Deliver on Time

Niklas Versvåg, Consultant Production Manager for NCC

In the construction field, significant cost overruns and project delays are not uncommon. For many projects, “shortening time to market” ultimately means meeting the original milestones defined in the contract, all while managing variations caused by ground conditions, weather, lack of action, work areas, logistics, poor design, quality deficiencies, and more. The key focus is on maintaining strategic stability by achieving consistent progress in production. This presentation will explore project management strategies for an innovative treatment plant currently being constructed in the greater Stockholm area.

We begin by benchmarking the contract timeline and its critical path, posing the question: Have we been given the conditions necessary to deliver as per the contract, and what are the risks and opportunities? As design, procurement, and production progress, we establish a more detailed overarching plan—referred to as a synchronization plan—where each team defines their significant sprint milestones. The primary focus remains on project execution and critical deliverables, while safeguarding the strategic milestones. This approach naturally highlights dependencies and integrations at a higher level.

Once the design phase is complete, we break down the work into tactical and operational plans, incorporating gateways to manage variations and unforeseen tasks that may impact the agreed Work in Progress (WIP). These three planning phases—strategic, tactical, and operational—provide teams with a clear context for their sprint planning. We apply agile methodologies to construction activities across all teams, enabling the preparation of long-term plans, sprint schedules, and production drives (pulses). All efforts are aligned towards one common goal: meeting our deadlines! This approach reflects a scaled work method.

The success of each sprint period lies in its drive: progress in the construction field should be predictable, with workloads evenly distributed across available resources. Ideally, this predictability makes the process almost “boring,” as such consistency leads to maximum output—a crucial element in shortening time to market.

Niklas Versvåg has extensive experience in contracting and turnkey projects across the oil industry, hydropower, and construction/civil engineering sectors. He has successfully led large, complex projects in multidisciplinary industries, including riser pull-in systems for oil platforms, large-scale hydropower initiatives, and megaprojects in the construction industry.

Over the past five years, Niklas has served as a site manager and production manager for construction and civil engineering projects on behalf of NCC. His prior roles include project manager and head of technical sales in the oil industry (bidding, procurement) and project/production manager in hydropower.

Niklas is driven by delivering the right things at the right time. The key to a successful project execution is consensus, clear structure, and collaboration from all involved parties regardless of their area of expertise. What motivates him most in his work is the development potential in various areas such as organization, technical solutions, and working methodology.

Leveraging Lean Decision-Making and Set Based Design to Accelerate Engineering – an Industrial Capital Project Example

Anand Nicodemus and Jayne Nichols, Fluor

We will analyze an example from a petrochemical project in the preliminary design and engineering phase that demonstrates using a combination of lean decision-making and set based design to accelerate the work of engineers and others who are part of the project community. These techniques also aim to prevent backtracking as these significant projects progress, which can lead to long schedules / time-to-market. We will start with level setting the audience on the basics of lean decision-making (for those who missed last year’s workshop) with a short hands-on activity. Although our Gemba is industrial construction, these techniques can help anyone who is doing engineering and development work.

Anand Nicodemus is currently the Global Director for Lean within a Fortune 500 integrated Engineering , Fabrication and Construction Company , tasked with building it worldwide lean capacity and capability; and guiding its application of lean for Transformation . He is also the Lean Sensei of Lean Practitioners Canada a not-for-profit Lean advocacy, coaching and practice organization - the first of its kind in Canada. Anand is a Professional Engineer from Alberta and a Lean Sensei, with demonstrated success of application of Lean Thinking and Management in over 80 organizations across 12 countries in improving their Strategy and Operational Performance. As Head of Business Excellence for one of the largest Crown Corporations in the World, Anand set up and operated a Strategy & Continuous Improvement System that spanned 22 Business Units, and generated financial benefits of over a billion in a 5 year period and an Annual Recurring Benefit 20 times the operating budget for Business Excellence He advocates the idea that transformation is possible when an enterprise operates as a "community", for which he has developed an “execution model”, with a set of powerful enablers from the world of Lean Culture. This is a human-centered approach with a higher probability of success. 

Jayne Nichols has a long career at Fluor Canada working as a mechanical engineer and lean coach supporting the way of working improving the lean thinking and execution capabilities of industrial capital project teams – spanning front line to senior leadership levels. She has built lean capabilities on projects with complex technical elements, large number of design and construction partners, and distributed execution across the globe. Her special skills include coaching and mentoring the development of the following competencies; lean design, target value design / set based concurrent engineering / set based design, standard work in a design / engineering environment,  visible and reusable knowledge, visual management and more.

Break

Navigate the Innovation Landscape – A People Centric Approach to Doing the Thing Right

Bengt Johansson, Lean Peak Solutions

In the dynamic landscape of today's market, innovation is the lifeblood that ensures not just survival but the ability to flourish and lead. Let’s have a look at a game-changing strategy: leveraging the transformative power of continuous learning, training, and skills development to fuel the organization's innovative edge. 

Envision a workforce that not only has the skills but also the courage to break new ground and pioneer industry-changing ideas. This is the power of a commitment to ongoing professional advancement that ignite creativity, equipping the team with the latest in technology and problem-solving skills, turning potential into reality.

 Continuous learning is at the heart of our approach, creating an environment where innovation is constant. Investing in the team means investing in the future, fostering engagement, loyalty, and a reputation for innovation.

Bengt Johansson has spent his entire working life at ASSA ABLOY and has seen the company grow to a global champion. Bengt has been working around 25 years with product development in different roles, production engineering, through quality management and product development. The latest 15 years Bengt spent in ASSA ABLOYs Lean Innovation program where he has been the Global Lean Innovation Manager the latest 6 years.

Learning Session

Reflection, teach back of key takeaways, and summarize key learnings

Networking Buffet