Key concepts and guidance that help build disruptive teams including tangible components of the disruptive mindset and the importance of strategy and leadership on disruptive potential Presented at Agile Australia 2018

1. EvolvingDigitalLeadership.com
USING THE HUMAN FULL STACK
How to Create
Disruptive, High-Performance Agile Teams
James Brett
Marina Chiovetti

2. DISRUPTION!

3. ACCELERATING DISRUPTION

4. WHO THINKs IT’S IMPORTANT
TO BE DISRUPTIVE?

5. WHO THINKs THEIR ORGANIZATION
IS DISRUPTIVE ENOUGH?

7. WHO BELIEVES VR Won’t ADVANCE FAR
ENOUGH THAT WE CAN aLL WORK REMOTELY?

8. THEN WHAT?

9. THE END OF
THE OFFICE BLOCK

10. ORGANISATIONS
• NO COMMUTE TIMES
• NO OFFICE COSTS
• LOWER SALARIES
EMPLOYEES
• NO COMMUTE TIMES
• LIFESTYLE
• LOWER COST OF LIVING
WHY VR WILL ACHIEVE WIDESPREAD ADOPTION

11. • REAL ESTATE
• TRANSPORTATION
• ACCOMODATION
• SERVICE INDUSTRIES
• AUSTRALIAN JOBS
WIDESPREAD DISRUPTION

12. HOW CAN WE RESPOND
AND CREATE DISRUPTION?

13. 2. STRATEGY
3. LEADERSHIP
1. MINDSET
DISRUPTIVE TEAMS

14. 1. MINDSET
DISRUPTIVE TEAMS

15. THE HUMAN FULL STACK

16. THE HUMAN FULL STACK

17. SENSORY INPUT
RESPONSE
META-PROGRAMS
FILTERS
CORE PERSONALITY
HUMAN FULL STACK

18. HUMAN FULL STACK
META-PROGRAMS

19. Outward or
Inward Focused
E-IExtravert - Introvert
HOW YOU TAKE
IN INFORMATION
S-NSENSING - INTUITION
HOW YOU MAE
DECISIONS
T-fTHINKING - FEELING
HOW DO YOU LIVE
YOUR LIFE
J-PJUDGING - PERCEIVING
MYERS BRIGGS
E N T J

20. META-PROGRAMS
• THERE ARE 60 META-PROGRAMS!
• META-PROGRAMS ARE CONTEXT SPECIFIC
• META-PROGRAMS ARE A SPECTRUM

21. AN EXAMPLE
REJUVENATION
EXTROVERT
PEOPLE
INTROVERT
QUIET

22. AN EXAMPLE
EXTROVERT
PEOPLE
INTROVERT
QUIET
AMBIVERT
BOTH
THAT’S CONTEXT SPECIFIC!!

23. THE 7 META-PROGRAM’s
OF A DISRUPTIVE MINDSET

24. 1. TIME ZONE
PAST FUTURE
PRESENT

25. 2. Change Adapter
LATE EARLY
MEDIUM

26. 3. AUTHORITY SOURCE
INTERNAL EXTERNAL

27. 4. RELATIONSHIP COMPARISON
MISMATCH MATCH

28. 5. SCENARIO TYPE
PESSIMISM OPTIMISM

29. 6. CONVENTIONAL
CONFORMIST NON-CONFORMIST

30. 7. RISK TAKING
EXCITEMENT FEARFUL

31. 2. CHANGE ADAPTER
1. TIME ZONE
7. RISK TAKING
3. AUTHORITY SOURCE
6. CONVENTIONAL
4. REL. COMPARISON
5. SCENARIO TYPE
FUTURE
EARLY
INTERNAL
MISMATCH
OPTIMISM
NON-CONFORMIST
EXCITEMENT
DISRUPTIVE MINDSET

32. 2. CHANGE ADAPTER
1. TIME ZONE
7. RISK TAKING
3. AUTHORITY SOURCE
6. CONVENTIONAL
4. REL. COMPARISON
5. SCENARIO TYPE
FUTURE
EARLY
INTERNAL
MISMATCH
OPTIMISM
NON-CONFORMIST
EXCITEMENT
DISRUPTIVE MINDSET
EVOLVINGDIGITALLEADERSHIP.COM

33. GROWING A DISRUPTIVE MINDSET
1. AWARNESS (OF MINDSET AND Preferences)
2. UNDERSTAND Both ENDs OF THE SPECTRUM
3. DECIDE TO CHANGE
4. TIMEBOXED EXPERIMENTs
5. Coaching

34. DISRUPTIVE
MINDSET
PROFILE

35. 1. MINDSET
DISRUPTIVE TEAMS

36. 2. STRATEGY
DISRUPTIVE TEAMS

40. INCREASE
VALUE
DISPUPT OR
BE DISTRUPTED
INCREASE
EFFICIENCY
MAKE DISRUPTION
PART OF YOUR
STRATEGY

41. 2. STRATEGY
DISRUPTIVE TEAMS

42. 3. LEADERSHIP
DISRUPTIVE TEAMS

43. 1. GIVE TEAMS TIME FOR DISRUPTION
2. PROVIDE WIDER PERSPECTIVES & CONTEXTS
3. FOCUS ON AND MEASURE DISRUPTION
4. CONSIDER IF A FEATURE IS EXPECTED, ENHANCED or
EXCEPTIONAL
LEADERSHIP

44. 2. STRATEGY
3. LEADERSHIP
1. MINDSET
DISRUPTIVE TEAMS

45. @JamesCuriously
james@curiously.com.au
https://www.linkedin.com/in/james-brett/
THANK YOU
@marinagoround
marina@curiously.com.au
https://www.linkedin.com/in/marinachiovetti/
EvolvingDigitalLeadership.com
Read – Participate - Evolve