Optimize the whole:

The synergy between the parts of a system
is the key to the overall success of the system.

Clarify Purpose
Great companies are not in business to make money,
they make money to stay in business
and accomplish an important purpose.

Appreciate the Entire Value Stream
... from concept to cash.
Optimizing any part will sub-optimize the whole.

Think Long Term
Think backward from the future.
Think forward to the next generation.

Focus on Customers:

"If you organize around the consumer,
the rest of it will follow." – Eric Schmidt

Ask the Right Questions
Innovation begins with a fresh perspective,
a keen insight, a penetrating question.

Solve the Right Problems
Do not focus on the products you are building,
focus on the problems customers are encountering.

Design a Great Experience
It is not enough for customers to be satisfied,
they should love your products.

Energize the workers:

The time and energy of bright, creative people are the scarce resources in today's economy.

Purpose
A meaningful purpose inspires and energizes workers.

Challenge
Provide challenge, feedback, and an environment that enables everyone to become excellent.

Responsibility
The most productive groups are semi-autonomous teams – with an internal leader – that accept end-to-end responsibility for meaningful accomplishments.

Reduce friction:

The biggest sources of friction in product development:

Building the Wrong Thing
"There is nothing so useless as doing efficiently that which should not be done at all." – Peter Drucker

Building the Thing Wrong
If it seems like there is not enough time to build it right, then there certainly is not enough time NOT to build it right.

A Batch and Queue Mentality
Work in progress hides defects, gets obsolete, causes task switching, and delays realization of value.

Enhance learning:

Planning is useful. Learning is essential.

The Predictability Paradox
Predictable organizations do not guess about the future and call it a plan; they develop the capacity to learn quickly and rapidly respond to the future as it unfolds.

Integrating Events
Knowledge-based development seeks out knowledge gaps, develops multiple options for solutions, and frequently synchronizes all teams developing the system.

The Last Responsible Moment
Don't make expensive-to-change decisions before their time – and don't make them after their time!

Increase Flow:

Create a steady, even flow of work, pulled from a deep understanding of value.

Speed, Quality & Low Cost are Fully Compatible
Companies that compete on the basis of speed have a big cost advantage, deliver superior quality, and are more attuned to their customers' needs.

Focus on Flow Efficiency, not Resource Efficiency
Resource efficiency interferes with the smooth flow of value; it often delivers half the value for twice the effort.

Manage Workflow rather than Task-based Schedules
The best way to establish reliable, predictable deliveries is to establish reliable, repeatable workflows.

Build Quality In

Find and fix defects the moment they occur.

Mistake-Proof the Process
Think of tests as specifications. Use them to establish confidence in the correctness of the system at any time during development, at every level of the system.

Integrate Early and Often
Every development process ever invented had as its primary purpose to find and fix defects as early in the development process as possible.

Don't Tolerate Defects
If you expect to find defects during final verification,
your development process is defective.

Keep Getting Better:

There is no such thing as a best practice.

Change as Fast as the World Changes
Yesterday's wisdom becomes today's obstacle and tomorrow's folly.

Pay Attention to the Small Stuff
Reliable performance comes when noise is not tolerated, when small failures are deeply investigated and corrected.

Use the Scientific Method
Establish a hypothesis, conduct many rapid experiments, create concise documentation, and implement the best alternative. Then choose another problem and do it again.

come from: http://www.poppendieck.com/

Designers's challenges:

Learning to design products so they have Strong Centers was only the first challenge. As software developers we also needed to learn how to make interactive experiences resonate. We were already well aware of usability engineering but considered the resulting products bland. We realized interaction design isn’t just about usability (counting mouse clicks and tracking eye fixations); it is about creating meaning and engaging people in complex layered activities so they lose track of time and forget everything outside the experience. To learn how to do this we sought inspiration from experts in engagement psychology, not usability or user interface design. By studying people like Nancy Duarte (public speaking) and Margaret Robertson (video games), we learned that designers use cadence to engage audiences and overcome blandness. The word resonate itself implies that the natural vibration (“vibe”) of a product is on the same frequency as the audience. It turns out there are optimal transitions and timings that, like the golden ratio, seem to resonate with people at a base level. By varying the intensity of user engagement according to these timings and transitions, we learned to entice users into what behavioral psychologist Mihaly Csikszentmihalyi calls a “flow experience.” We also dove deep into a study of Gamification and developed an appreciation for subtle ways of engaging users, forcing effective learning, recognizing achievement, and acknowledging failure without making the experience depleting.
---Poppendieck, Mary. The Lean Mindset: Ask the Right Questions (Addison-Wesley Signature Series (Beck)) (p. 86). Pearson Education. Kindle Edition.