Learning. On Your Busy Schedule.

Organizations need immediate training, but budgets are shrinking, the number of things to learn is growing, and everyone is busy! To make matters worse, training is usually canned and boring. Modus Cooperandi offers Lunch and Learn - a one and a half hour directed remote workshop with your staff. These online discussions are great for directly addressing topics that are impacting your group right now.

Book a Lunch & Learn today!

The Format:

  • Choose a TOPIC from the menu below (nearly 75 to choose from)
  • We have a 90 minute online presentation and discussion (no travel costs)
  • Your team pre-seeds the discussion by submitting items for discussion
  • The Lunch and Learn is run by Lean Coffee
  • The team can discuss as much or as little as they like. So, with no discussion it’s a lecture. With lots of discussion it’s applied problem solving.
    • Either way … the Lunch & Learn is geared towards your needs.

Lunch & Learn Topics:

Topic Area One: Intro to Lean for Knowledge Work

Why We Care: Lean has proven to be a powerful family of principles and practices to manage work. However, knowledge work requires different interpretations of many Lean fundamentals.


  • History of Lean and Lean for Knowledge Work
  • 5 Flavors of Lean: Manufacturing, Distribution, Services, Government, Knowledge Work
  • The Role of Continuous Improvement
  • Deming’s System of Profound Knowledge
  • Reducing Stress and Increasing Quality Through Flow
  • Visualizing Work
  • Reducing Work-in-Progress
  • Real Options
  • Individual and Team Assignment
  • Mapping and Re-mapping Value Streams
  • Building Experiments in Products
  • Building Experiments in Process
  • Understanding the Role of Pull

Topic Area Two: Lean Theory

Why We Care: Without the theory, we’re just doing stuff and don’t know why. If a team is really going to build Lean practices and systems, they need to know why it works.


  • The History of Lean
  • Lean Principles
  • Lean Tools
  • Deming’s System of Profound Knowledge
  • The Gemba
  • The Role of Variation in Software Development
  • Knowledge Work and Lean
  • Inventory, Waste, and Respect
  • Why you want to kill your kanban
  • Why Do We Visualize Work?
  • Why Do We Limit Work-in-Progress?
  • Why Do We NOT Focus on Waste Reduction?
  • Flow, Slack, and Throughput
  • The Cynefin Model and Software Development
  • Who is the customer, really?

Topic Area Three:  The Structures of Lean

Why We Care:  Without structures for visualizing work, limiting work-in-process, or systems to find and exercise potential improvements, we cannot have a healthy business.


  • Understanding Systems Thinking
  • Understanding the Value Stream
  • Understanding Work Item Types
  • Understanding Pull for real
  • Understanding Collaboration
  • Visual Management
  • Why Process is not Stable
  • How to Notice Issues in Your Process (Process Breakdown)
  • Root Cause Analyses

Topic Area Four:  Learning, Kaizen, Problem Solving, and Self-Awareness

Why We Care: If your team doesn’t learn, it won’t improve. If it doesn’t want to improve it will not solve problems. If it doesn’t solve problems, it will collect more and more problems until they sink the group. Kanban and Lean can help break this cycle and create self-aware teams that actively seek out issues to improve and collect competencies to deal with them.


  • What is Double Loop Learning?
  • What is PDCA?
  • What is A3 Thinking?
  • What is the Five Whys?
  • Why is Learning necessary?
  • What does a self-aware team look like?

Topic Area Five: The Structure of Work

Why We Care: The structure of our work creates a system. The system we operate under is like a game. That game has ways to win and ways to lose. When we change our processes, we change our structures. This can quickly result in changes not just in work output, but in team morale and individual job satisfaction. Understanding the basics of work structure can greatly inform team and management decisions.


  • Collaboration and teams
  • Game Theory (Prisoner’s Dilemma, Battle of the Sexes, Stag Hunt)
  • Learned Helplessness
  • Increased Performance Through Visualization
  • Increased Performance via WIP Limiting
  • Load Balancing
  • Work Item Types and Throughput
  • Simplicity in Systems

Topic Area Six: Answering Other People’s Questions

Why We Care: We have people from outside the project who are stakeholders – either active or passive. They require information from time to time.


  • Prioritization
  • Scheduling
  • Dealing with interruptions
  • Dealing with delays
  • Explaining variation
  • Discerning variation from an actual mistake
  • Learning from failure
  • Modeling complex work flows
  • Closing the gaps between business analysis and dev

Topic Area Seven: Business Logic and Culture


  • Feature Creation
  • Business Planning
  • Intent Generation (What is an intent)
  • Alignment
  • Business Modeling
  • Advanced Business Modeling
  • Beyond Budgeting
Jim BensonLunch and Learns