What is Pulse? Pulse has daily stand-up meetings, visual management and planned demonstrations that give feedback. Pulse encompasses the whole organization.
Pulse meetings are short, daily standing meetings where a team plans their work with the help of a Pulse board. Pulse meetings are more interesting and more effective than standard meetings.
Pulse Meetings for Planning and Managing
Pulse meetings are a way to plan, organize and manage an organization. Instead of following traditional management philosophies, by holding Pulse meetings it’s possible to utilize the variety and uncertainty that exist in an organization. Pulse meetings are based on the lean principles of visual planning and fault tolerance (from the concept of jidoka). A Pulse board is required to hold a Pulse meeting.
Visual management is a decentralized way of working in which team and project participants plan and manage their own work. Participation is necessary but can take place in different ways.
Visualization is a powerful tool that when used correctly can coordinate the work of both a team as well as the whole operation. Visualization requires some rules for cooperation between groups to work: updating the project status should be easy, highlighting problems must be simple to do and there can’t be any delays that would cause information to become old and unreliable. Also, it’s important to be able to see when the last update was made and this information must be available to everyone involved.
The visual decision-making structure is the foundation of an agile network organization. The organization is visualized through the network of Pulse meetings in the Pulse room.
The agile network organization is a new way to run an organization. An agile network organization can handle complex, high tempo tasks.
The best way to create cross-functional work is with the help of a fractal, shell-less network. This kind of an organization is quick and agile.
Cross-functional work (for example, projects, Scrum and management groups) are nowadays normal aspects of most operations. However, this was not the case when I started working in the early 80’s.