The Cellular Business Model 2010

The Cellular Business Model: How Software Companies Could Learn From Terrorist Organisations
4J Consulting © 2010

The Cellular Business Model:
How Software Companies Could
Learn From Terrorist Organisations
Author: Steve Garnett
Contributor: James Deeley



Table of Contents
Introduction 4
The Cellular Business Model 8
Agile Lean Thinking 14
Open Book Management 19
Pattern Theory 22
Cloud Computing 24
Summary 28
Bibliography References 32
Biographies 33

Table of Figures
Figure 1: The Cellular Business Model 8
Figure 2: Status View of Cells 13
Figure 3: Scrum Sprint Cycle 16
Figure 4: Seeding Diagram 17
Figure 5: De-coupling Diagram 18
Figure 6: The Life of Software 19
Figure 7: Open Book Management 21
Figure 8: Pattern Usage 23
Figure 9: Cloud Computing 25
Figure 10: Animoto Case Study 26
Figure 11: Fixed Cost Model 27
Figure 12: Variable Cost Model 27
Figure 13: Status View of Cells 29


Throughout this paper when referring to the Cellular Business
Model, I will use examples based around a software development
company, as this is where my experience lies. The reader is
encouraged to consider and speculate on the adoption of the
Cellular Business Model within their own areas of experience and
expertise to assess its potential use in those industries.


Introduction
There is a long-standing relationship between the strategies
tactics of warfare and the strategies tactics of business.
Terrorism is the latest warfare strategy to be adopted, and today’s
terrorist organisations reflect key capabilities that corporate
entities aspire to:

• Global infrastructure
• Clear vision objectives
• Global profile
• Worldwide success coverage

“
War is the oldest form of competition between

”
human organisations; business is a relative
newcomer. There were no large business
organisations (with a few exceptions, like
Britian’s East India Company) until a couple of
centuries ago. Humans have been fighting wars
for millennia and war has driven the evolution
of techniques for organising, supplying, leading
and motivating large numbers of people.
Carl von Clausewitz


As a student of business, with a passion for agile and lean thinking
(explanations to follow), I have been considering the abundance
of waste within large organisations. The bureaucracy, governance
procedures, multiple layer management hierarchies, complexity,
politicking, and size, all contribute to impede organisations. They
become slow to market, narrow in perspective, and are reduced
to becoming dinosaurs awaiting oblivion… or merger, acquisition,
management buy-out, government bail-out etc.

Hypothesis
Established in the late 1980’s Al-Qaeda (“The Base”) has a
membership of 50,000 people and operates in circa 65 countries.
The group aims to overthrow ‘un-Islamic regimes’ that they believe
oppress their Muslim citizens and replace them with genuine
Islamic governments.1 They have the finance, capabilities and the
will to succeed.

“
An Organisation that maximises return on

”
investment, builds up the world’s most
recognisable brand name overnight, creates
synergy between PR message and HR recruiting,
attracts motivated loyal employees who make
the ultimate sacrifice to extend the mission into
new markets and keeps expanding despite the
world’s most hostile environment is every
manager’s dream. One manager turned this
dream into a reality: Osama bin Laden.
Hans van der Weijden

1
National Consortium for the Study of Terrorism and Responses to Terrorism website.


Al-Qaeda has evolved into a Cellular Terrorist Organisation (CTO)
and has been described as a horizontal, agile, low-cost producer
of terrorism.2 This model is not new. It was first established by Louis
Auguste Blanqui during the Napoleonic era and later adopted in
the 19th century by Irish and Russian revolutionaries.

There are 3 elements to the Al-Qaeda model: Activist Staffers (the
actual members of the operational cell), Boundary Spanners
(consultants liaising between different cells) and the Network.

To counter these terrorist organisations, governments employ
special forces teams such as the SAS, Delta Force, and US Navy
Seals. These teams are well funded, well trained, with clear
objectives vision, clearly identified roles and a clear set of rules
of engagement.

Both terrorist cells and special forces teams share the ability to act
decisively without recourse to higher decision makers, so long as
they are within their mission parameters and rules of engagement.

“
Rather than comparing (war) to art we could

”
more accurately compare it to commerce, which
is also a conflict of human interests and activi-
ties; and it is still closer to politics, which in
turn may be considered as a kind of commerce
on a larger scale.
Carl von Clausewitz

2
The Business of Terror: Conceptualizing Terrorist Organizations as Cellular Businesses


Surely, with the criticality of the missions of these teams, and the
need for high performance, autonomy and cohesion, the logical
evolution would be for business entities to adopt these strategies
and tactics?

Having had the privilege of working with some exceptional teams
both in my military and business careers, I have been developing
a model for maintaining and scaling the agility and efficiency
of small teams to large scale software development corporations,
and working out how we can learn from the unwanted success of
terrorist organisations.

This paper
This paper sets out to describe the Cellular Business Model
and goes on to explore how a combination of key business
practices could be employed in order to implement a corporate
structure based on the cellular terrorist organisation. These
practices include Agile Lean thinking, Open Book Management,
Pattern Theory and Cloud Computing.


The Cellular
Business Model
Mirroring the Cellular Terrorist Organisation, the Cellular Business
Model is based on the creation of small, highly autonomous, highly
skilled teams supported by a strong network. Where Al Qaeda has
the 3 elements of cells composed of Activist Staffers, Boundary
Spanners and the Network, so the Cellular Business Model has
Business Cells, Pattern Units and a Knowledge Network.

BUSINESS CELLS

PATTERN UNITS
Figure 1: The Cellular Business Model

The current hierarchical corporate structures that dominate our
economies have been in place for over 200 years and were


notably supported and defined by Max Weber during the 1800’s.
Even though Weber was considered a champion of bureaucracy,
he understood and articulated the dangers of bureaucratic
organisations as stifling, impersonal, formal, protectionist and a
threat to individual freedom, equality and cultural vitality.

“
Max Weber can be interpreted as a champion

”
of bureaucracy... in other portions of his work,
however, Weber also drew an extraordinary
negative portrait of bureaucracy as stifling force
in modern life.
Fritz Ringer

In the 21st century, we need to evolve. Hierarchical enterprise
structures were requisite for the 19th century, should probably
have evolved in the 20th century, and are certainly out of date in
the 21st century.

Enterprises today need to focus on creativity, speed to market,
data, intellectual capital, technology adoption and agility (defined
as the ability to react to threats and exploit opportunities).

The Tenets of the Cellular Business Model:

• Financial transparency
• Direct correlation of employee effort to profit loss
• Transactional cost model for elasticity of demand
• Autonomous units of 6-10 people
• Seeding de-coupling
• Treasure experience


At a macro-level, the Cellular Business Model is a corporate entity
established as a cluster of autonomous profit-making teams, fed,
nurtured and supported by central pattern units.

The Cells
Much as Al-Qaeda has established cells or activist staffers, from
agile lean thinking we create cells that consist of teams of 6-10
people of defined skill-sets derived from the vision and objectives
of the cell. For example, a software development cell may contain
a sales finance resource, experience designer, developers, a
tester and a technical writer.

Principles and practices such as producing shippable product
every iteration and the focus on product quality found within agile
development, support rapid delivery cycles and speed to market.
Every role within the cell contributes directly to the profit or loss of
that cell keeping waste to a minimum. The cell remains de-coupled
and autonomous from the other cells in the company with the primary
objective of creating profit through software development.

The Pattern Unit
The Pattern Unit acts much as the Boundary Spanners in the
Al-Qaeda network; a liaison and contact point for the various cells.
We amplify the learning through the use of pattern language for
software and organisational structures. The Pattern Unit
provides a suite of development practices, organisational
structures, sales marketing and distribution capabilities for the
cells to use. Examples may include information and contacts for
establishing Hardware as a Service, XP development practices,
budget and finance tools, employment contracts, prospect
databases and collaboration tools.

0


This knowledge is electronically stored and distributed and
essentially acts as the foundation of the network between pattern
units and business cells.

Throughout the operating period, the central pattern unit
observes, records and collects successful patterns based on the
cell’s activities and provides guidance where requested based on
activities of other cells within their cluster. The ratio of Pattern
Unit to Business Cell would be established through experience,
but the goal would be for 1 Pattern Unit to support 10 Business
Cells. This would maintain a 10% waste level for whatever size of
corporate entity.

Each cell then becomes an autonomous unit, a profit-centre, a
revenue generating entity. As Business Cells succeed so the
patterns are gathered, optimised and pollinated across the rest
of the swarm. Unsuccessful cells are killed off, and the remains
kicked over for any remaining value from the shippable products
and a new cell formed elsewhere.

Focussed Vision and Objectives
From the theory of Open Book Management, we provide each cell
with a clear and unequivocal financial view of the cell, its costs
and its expected returns. Every member of the cell is left in no
doubt of the objectives of the cell and where they contribute to the
profit and loss. Each cell then reviews its progress against the PL
on a regular basis to maintain focus and direction.


“
Military tactics are like unto water; for wa-

”
ter in its natural course runs away from high
places and hastens downwards... Water shapes
its course according to the nature of the ground
over which it flows; the soldier works out his
victory in relation to the foe whom he is facing.
Therefore, just as water retains no constant
shape, so in warfare there are no constant
conditions. He who can modify his tactics in
relation to his opponent and thereby succeed in
winning, may be called a heaven-born captain.
Sun Tzu

Elasticity
The technology infrastructure for a cell to develop and distribute
its software on a global scale without significant capital
expenditure is afforded by the use of cloud computing.

The development, test and production environments are provided
through Hardware as a Service (HaaS), the product itself could be
built on a Platform as a Service such as the Google AppEngine,
and the product could be distributed on a Software as a Service
model.

As the customer base grows, the ability to serve a wider audience
increases on a transactional basis enabling a cell to respond
effortlessly to elasticity of demand.


Tying It Together
The entire organisation is a cluster, swarm, honeycomb of individual,
autonomous teams of 6-10 members, with each team
functioning as an independent profit centre. Much as poor
performing or inadequate terrorist cells and special forces teams
will fail, so the company’s individual cells are killed off if they do
not achieve profitability.

Figure 2: Status View Of Cells

Companies achieving this cellular model would have the flexibility,
adaptability, speed to market and open-minded perspectives
required to function on a large scale in rapidly innovating markets.

The following sections introduce Agile Lean thinking, Open Book
Management, Pattern Theory and Cloud Computing to the reader
to illustrate how a sustainable Cellular Business Model could be
established.


Agile Lean
Thinking
About Lean
The origins of lean date back to the 1970s at Toyota where they
established the Toyota Production System which spread through-
out their sales and distribution operations in the 1980s.

In 1990, Womack, Jones Roos published “The Machine that
Changed the World” which established the term “lean”. Lean,
because the Japanese business methods used less of everything
– human effort, capital investment, facilities, inventories and time
– in manufacturing, product development, parts supply and
customer relations.

Typical results from adoption of lean principles and practices that
can be directly attributable to the profit and loss account are:

• Inventory (working capital) reductions of +75%
• Cycle time reductions of 50% - 90%
• Delivery lead-time reductions of 75%
• Productivity increases of 15% - 35% per year
• Defect reductions of 50% per year, with zero defects
performance possible 3

The principles of lean can be applied to any organisation and
sector and are founded on seeking perfection through seeing the

3
www.gembutsu.com, What Are The Benefits Of Lean And Long Will It Take To See Results?


whole, empowering the team, amplifying learning, reducing
waste, delivering as fast as possible, deciding as late as possible
and building integrity in.

About Agile
In February 2001, at a lodge in the Wasatch Mountains of Utah,
luminaries in the field of software development representing a
number of different development methodologies established the
Agile Manifesto.

Manifesto for Agile Software Development
We are uncovering better ways of developing software
by doing it and helping others do it. Through this work
we have come to value:

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right,
we value the items on the left more.4

One of the agile methodologies is Scrum which is becoming a
widely adopted and recognised software development
methodology.

Scrum promotes self-organising teams of 6-8 members, iteration
of development, retrospective, face to face communication,

4
http://agilemanifesto.org


continuous improvement, delivering increments, and having
clearly defined vision, objectives and “rules of engagement”
- and it works.

MEETING
ING DA
NN ILY
LA
TP ST
AN
IN
PR D
S

UP
G
LO
ACK

PRODUCT OWNER
TE PRODUCT B

PRODUCT INCREME
TEAM MEMBERS SCRUM MASTER
UPDA

NT
IVE

STAKEHOLDERS USERS Figure 3: Scrum Sprint Cycle
CT
PE

OS SP
TR RI
NT
RE RE
RINT VIEW
SP

POTENTIALLY
SHIPPABLE
PRODUCT

SPRINT CYCLE

Scrum is easy to understand and adopt for small teams, the
problems arise when scaling scrum for 5 teams, 10 teams… 80
teams. The thought leaders in this area prescribe solutions such
as seeding teams and the de-coupling of requirements and
architecture.


Seeding De-coupling
Seeding prescribes the growth of a large team organically over a
longer time period. Essentially the first scrum team is created and
operates for a defined period. Then this initial team is broken up
and its members become the first members of multiple new teams
i.e. a team of 8, becomes 4 teams of 2 and other members are
added to these 4 teams.

Figure 4: Seeding Diagram

De-coupling is about removing as many inter-dependencies and
relationships between pieces of work, products or operations as
possible. This will enable each team to work not in isolation, but


with a relative freedom to achieve their objectives over a given
period e.g. iteration.

Figure 5: De-coupling Diagram

This diagram illustrates that through decomposing a product, we
can de-couple architecture or business requirements, or any other
element to reduce the inter-dependencies between collaborating
teams in order to de-couple them and allow autonomous activity.

These lean and agile concepts of small teams, clear
objectives, seeding and de-coupling are fundamental to
the cellular business model. However, for an enterprise,
by themselves, agile teams do not constitute sustainable,
profitable, business concerns, we need to add to our
model.


Open Book
Management
On one of my first agile projects, some members of the team were
discussing the lifecycle of a piece of software and the quotation
“Every line of software has an ROI” evolved.

The premise is that any piece of software may last between 3-15
years or more.

• How many iterations does it go through?
• How many tests are run against it?
• How many times is its documentation updated?
• How much support does it require over its lifetime?

INITIAL PROJECT Figure 6: The Life Of Software

BUSINESS CHANGE
REQUEST
BUSINESS CHANGE
REQUEST

INTEGRATION BUSINESS CHANGE
REQUIREMENT REQUEST

BUSINESS CHANGE
REQUEST
DECOMMISSIONING

SUPPORT ACTIVITY
COST

TIME

All these elements are costs attributable to the code. How well is
it architected, structured, commented, and are tests automated
or manual? How risky and expensive is it to change the code at a
later date?

Software is a living, breathing entity, it is conceived, designed,


tested, developed, tested, deployed, supported, changed and
eventually dies. What is the return? How many transactions does it
facilitate, what will it cost to maintain?

These are the questions that must be considered when designing
and coding software which is why agile development practices are
essential to gain a return on the product.

Leading on from this initial thought, the question arises of what
is the ROI of an employee? Often within larger enterprises, day to
day work has no direct or transparent correlation or relationship
with the Profit Loss account of the company. Do you know which
line on the PL your activities influence? Can you state what value
you contributed last quarter?

For some people this is easy such as a direct salesman, but what
about developers? What do you contribute to the bottom line?
How can you improve your contribution to the company?
And if you don’t know how you contribute, how can you make
informed decisions for the better of the company? What should
the quality levels be? Are you building a Rolls Royce for a Skoda
brand?

This problem is brilliantly highlighted and demonstrated in the
book The Great Game of Business by Jack Stack. He established
the idea of “Open Book Management” back in the 1980’s when he
was part of a management buy-out for a manufacturing firm.
In order to achieve the buy-out the company took on considerable
loans from banks. He opened up the books to the workforce,
explained the financial situation and provided very clear and
concise targets with everyone knowing exactly what they had to

0


achieve and how their performance affected the overall company
performance.

There were weekly company-wide reviews of financial performance
so that every employee understood how they were contributing
and what their focus should be.

Figure 7: Open Book Management

The direct understanding by the workforce of the financial
situation helped deliver phenomenal success. Employees should
and need to be more aware of the results of their actions, and be
directly accountable for their performance. The days of ignorant
workers are over.

Most software developers have degrees in their pocket, so
understanding the basics of where they contribute to revenues or


costs, and adjusting their behaviour and performance to match
the needs of the business, should not be a major obstacle to
overcome.

Anyway, to expand on the previous statement from all those years
ago… “Every line of code has an ROI every employee has an
ROI” – Steve Garnett 2009.

The tenets of financial transparency and the direct
correlation of employee effort to company success are
fundamental to the Cellular Business Model. We have
now discussed small teams with direct financial
accountability, but how do we maintain the knowledge
and experience of these autonomous teams and ensure it
is shared across the organisation?

Pattern
Theory
A key element to the Cellular Business Model is centred on
Pattern Theory. This is probably the most significant development
in process design and intellectual capital capture in the last 50
years and yet remains virtually unheard of!


“
The earliest patterns of human organisations

”
have roots in military organisational structure.
Coplien Harrison

In the 1970s an architect, Christopher Alexander, prescribed a
pattern language for towns, buildings and construction, and each
pattern solved a problem by adding structure to a system.5

A pattern might be described as a system structure that has
solved a specific problem within a context in multiple instances
and environments. The pattern approach promotes the tenets of
incremental repair and piecemeal growth, building on experience
and attentiveness to quality of life.

Figure 8: Pattern Usage

For me, the fundamental value of Patterns is that they represent
successful experience. Patterns describe a problem area and a
solution architecture that has been implemented previously in
multiple instances and environments. Pattern Theory has evolved
to cover not only town and building architecture but also software
development and organisational design.

Patterns have a usable template within which organisations can
record the success of systems, processes and structures within
their own experience. That is, a means to capture tacit experience

5
A Pattern Language: Towns, Buildings, Construction


and intellectual property of successful ventures within the
organisation. Basically, rather than re-inventing the wheel, or
trying to solve the problem context through intellect and creativity,
patterns provide a tried and tested solution that has worked for
that particular problem context numerous times.

40 years on, one would have expected all large corporations to
have terabytes of patterns about every facet of their business, to
maintain the tacit knowledge and experience of long-standing
corporations.

Without pattern adoption and the “treasuring” of
experience and knowledge, the Cellular Business Model
cannot function effectively. Having established the
potential for multiple, autonomous, financially independent
teams, and a means of sharing intellectual capital across
these teams, the final area to discuss is how small teams
can establish global footprints as we have seen terrorist
cells achieve.

Cloud
Computing
Being an “expert” on agile development, I am, like many of my
peers, extremely frustrated at the lack of understanding of what
agile is about and the vacuous rhetoric flooding the web. Similarly,


the hype engine is gearing up in reference to Cloud Computing and
“The Cloud”, so I decided to do some research of my own.

Basically, the cloud doesn’t exist… yet! The vision of a single entity
providing software, data, processing power, storage, transactions,
identity, security, social collaboration and communication through
the web across multiple devices is not here yet.

Figure 9: Cloud Computing

But… through my research I have bumped into Software as a
Service, Hardware as a Service and Platform as a Service and there
is an interesting opportunity here.

Most of the current drivers towards Cloud Computing centre on
cost-cutting and “giving the problem to someone else” and with
multi-tenancy the cost savings can be passed on to the customers.

What is more interesting is what we can learn or adopt from the
Animoto model. Animoto provides its customers with the means to
create high quality music videos. In April 2009 the company began
social marketing through Facebook and their users per day went
from an average of 5,000 to a spike of 750,000 in just 3 days.6

6
http://blog.seattlepi.com/amazon/archives/142569.asp


Figure 10: Animoto Case Study
Through traditional hosting agreements and structures, the ability
to accommodate this volume without any planning or
foreknowledge and maintain a satisfactory user experience would
not be possible. However, Animoto’s product was architected as
“Software as a Service” and the hosting had been set up on the
Amazon Elastic Compute Cloud (EC2) “Hardware as a Service”
model. The result is that a very small company was able to scale
up extremely rapidly, without an upfront investment, on a
transactional basis and without adding to their fixed costs.

It is the ability for a small business entity to have a global
presence, on a transactional or variable cost model.

What?
Imagine you’re a software product vendor providing software as a
service and currently you’ve got 200 corporate customers. There’s
some good publicity, or major move in the market place and
demand goes up. You need to invest heavily in your infrastructure
and workforce to support the additional demand. The cost of these
assets becomes part of your fixed cost model, which means that
you always need to sell enough of your product to cover the
volumes established during this bullish period.


Figure 11: Fixed Cost Model

But what if you had very low fixed costs? What if all your
infrastructure, platform, licensing, development and test
environments, application and integration costs were on a per
transaction/variable cost model?

Figure 12: Variable Cost Model

Barriers to entry fall, small, autonomous, development teams of
6-10 people could serve global customer footprints on a per
transaction basis. Apple and the iStore, Amazon EC2 and Google
EngineApp are already beginning to exploit this capability! What
impact will this have on traditional business models?

Transactional cost models and the elimination of fixed
costs is a fundamental tenet of the Cellular Business Model.


Summary
The strategies and tactics of war have been shaping and
influencing the way businesses operate for centuries. The human
race has been waging war for millennia, and in doing so creating
new technologies, command and control structures, logistics
supply chain processes and advancing communication capabilities.

The 20th century has seen an evolution in warfare from
conventionally armed, vast, structured, multi-layered armies to
small guerrilla and terrorist warfare strategies and tactics, using
advanced technologies, nuclear and biological weapons.

The effect of this in the 21st century is the ability for extremely
small units to have huge impact and influence on a global scale.
Terrorist organisations are successfully waging war on a global
scale and achieving their objectives in a hostile and challenging
environment.

The Cellular Business Model borrows elements from the structures
and operations of terrorist cells. Each business cell is provided
with the vision, objectives, roles, skills, resources and patterns to
function successfully as an independent profit-making entity.


The Tenets of the Cellular Business Model:

• Financial transparency
• Direct correlation of employee effort to profit loss
• Transactional cost model for elasticity of demand
• Autonomous units of 6-10 people
• Seeding de-coupling
• Treasure experience

Through the adoption of Agile Lean Thinking, Open Book
Management, Pattern Theory and Cloud Computing, we can see
how an enterprise could exist as a swarm of multiple,
independent, autonomous, profit-making entities.
Figure 13: Status View Of Cells

The fact is that the Cellular Business Model has similarities and
parallels with widely adopted business practices already in place
today, such as franchise operators, business incubators and


business units as profit centres. This paper suggests taking the
next step and evolving these practices to the extreme by creating
a corporate entity entirely structured upon these principles.

The business world is changing at a phenomenal rate, and yet
our organisational structures and cultures are not responding or
adapting quickly enough.

Corporate strategy is no longer purely about research, analysis
and long-term planning and investment, it is about making the
business more able to cope with change. The Cellular Business
Model achieves the level of adaptability and flexibility required to
react to and exploit market opportunities.

Our current “in-built” culture and mindset of hierarchy and
centralised command and control is no longer fit for purpose.
Market share will be eaten away until more innovative thinking is
applied to corporate structures, governance and operating models.

“
There is nothing more difficult to carry out, nor

”
more doubtful of success, nor more dangerous
to handle, than to initiate a new order of things.
For the reformer has enemies in all those who
profit by the old order, and only lukewarm
defenders in all those who could profit by the
new order... (because of) the incredulity of
mankind, who do not truly believe in anything
new until they have had actual experience of it.
Niccolo Machiavelli

0


More Information
If you are interested in learning more or exploring the Cellular
Business Model further please contact:
steve.garnett@4jconsulting.com


Bibliography
References
Alexander, Christopher, A Pattern Language: Towns, Buildings,
Construction, (USA: Christopher Alexander, 1977).

Clausewitz, Carl Von, On War, (Ware, Hertfordshire: Wordsworth Editions
Limited, 1997).

Coplien, James O., and Neil B. Harrison, Organisational Patterns of Agile
Software Development, (New Jersey USA: Prentice Hall, 2005).

Fleishman, Charlotte, The Business of Terror: Conceptualizing Terrorist
Organizations as Cellular Businesses (Center for Defense Information,
2005).

Niccolo, Machiavelli, The Prince, (New York: New American Library,
1952).

Ringer, Fritz, Max Weber: an intellectual biography (Chicago 60637, The
University of Chicago Press, 2004).

Stack, Jack, The Great Game of Business, (New York USA: Currency
Doubleday, 1992).

Tzu, Sun, The Art of War, (Harrisburg, Pa: Military Service Pub. Co., 1944).

Womack, James P., Daniel T. Jones, and Daniel Roos, The Machine that
Change the World, (London, Great Britain: Simon Schuster UK Ltd,
2007).

http://agilemanifesto.org/history.html
http://www.start.umd.edu/start/
http://www.sviib.nl/interface/magazine/pdf/21_3_alquada.pdf
http://www.tigweb.org/express/panorama/article.html?ContentID=5002


Biographies
Steve Garnett
(Author)
Steve started his career in the Royal Navy as a Communications
Intelligence Analyst where he served home and abroad in
operational environments for 9 years. He joined AIT as a developer
and then spent 5 years with Conchango where he pioneered the
use of Scrum and graduated from Henley Management College with
a Masters in Business Administration in 2004.

Only the 9th person worldwide to be Certified as a Scrum Practitioner,
Steve has worked with Ken Schwaber the co-founder of Scrum
and has held roles as Head of Software Development and Head of
Technology E-commerce. Steve is currently an Independent Agile
Consultant.

James Deeley
(Contributor)
James Deeley is a senior Creative Strategist living and working in
London. With over twelve years experience developing creative
and strategic solutions for global industries and clients, he has
extensive cross sector knowledge in providing digital brand and
user experience centred delivery. He has lead projects for leading
agencies throughout London, including Ogilvy One, LBi and
Conchango (EMC Consulting).

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