KataCon4–Notes along the way: Part 1

The 2018 Toyota Kata summit (KataCon4) ended several weeks ago. During the first three summits, I posted daily updates. This time I didn’t. Since the conference ended, I started a couple of posts trying to summarize but it’s been difficult. Here’s why – Starting last December when I visited Menlo, I’ve been learning and thinking so fast that by the time I wrote anything down, what I wanted to say had changed.

So KataCon4 was, for me, an event along a timeline, and I haven’t been able to separate those three days from everything else.

As part of my own effort to reflect and consolidate where I am, I am going to do my best to write up where I have been along this little journey and share it with you.

Even now, I am probably going to do the best I can to capture this stream of consciousness, not necessarily a concrete insight (yet).

Raw Notes from Menlo

I’m going back to December. What follows is largely unfiltered from the notes I took on a yellow pad while sitting in Menlo’s work space. Some of this is just my impressions, some of it is thoughts for a message for KataCon. I’m going to format the notes as quotes, to distinguish them from any afterthoughts I am adding as I review them to write this.

Menlo 12/12

  • Wow!
  • I am the only person here not talking to someone.

Possible themes

  • Experiments –> Culture
  • Deliberate, purposeful
  • Innovation follows the IK pattern. Learn it. Use it on everything you do.

“A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over with a working simple system.”

– John Gall

That quote (above) is painted in big letters in one of the two meeting rooms at Menlo. The rooms have glass walls facing the work area.

Thought: Imagine creating a screenplay like this.

What I meant here was I could totally envision a workshop of writers all working on scenes that would assemble into a comprehensive story. The organization seems that robust for coordinating multiple parallel efforts toward a common, integrated goal.


Quick ( <5min ) stand-up meeting on how to handle communicating a mistake to a client.



Possible application for [client] staff meeting:

  • Staff member has fixed daily time for dealing with “action items”
  • At meeting, estimate time to complete.
  • Create a “story card” put on board.
  • Follow up next day.
  • What was done?
  • What was learned?


Thought: the structure drives the IK pattern more than the conversations.

The structure has evolved with this purpose – to ask and answer the “5 questions” automatically, unconsciously, as an inherent part of the work.

They don’t ask the 5 questions, but as a part of the daily routine, the answers to them are explicitly, or implicitly, discussed.


“Structure” = “Routines & Rituals” –

The embedded repeating patterns are deliberately designed into the work.

Designed to: Common understanding of…

Maintain direction and challenge between Menlo and the client.

– Developed iteratively through HTA process.

Get a thorough understanding of the current condition (workflow, personnas, etc)

Establish successive target conditions

– Story cards and deadline = delivered, testable function = change in current condition

Iterate against unknowns toward TC

Verify new TC

This process highly structured but organic and evolving as required to meet needs as we learn.

It is a complex system, anchored, evolved from simple systems that worked.

You can’t copy it, you have to develop it through your own deliberate learning.

Started with “Let’s try it” on a small scale, even though there is tons of literature describing it.


How we feel [values] drives how we think.

How we think drives what we do.

Get crystal clear on your values.

  1. What emotion are you striving to create? (JOY!)
  2. What will you absolutely do?
  3. What will you absolutely never do?

Next Post: Making this relevant for the Kata Geeks.