In this presentation, Marco Tedone and John Ferguson Smart present the four pillars of Lean Enterprise Execution. This deck was presented at our first London Lean Enterprise Meetup event.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
The document discusses prototyping the Smithsonian Commons, which is proposed as a new digital platform and presence for the Smithsonian Institution. It summarizes the Smithsonian's strategic plan and goals of updating their digital experience, learning model, and balancing autonomy and control. A key aspect is creating the Smithsonian Commons, which would stimulate learning, creation and innovation by providing open access to the Smithsonian's research, collections and communities online. The presentation discusses building prototypes to demonstrate what a Smithsonian Commons would look like from the perspective of different types of users.
The document discusses managing complexity in times of change. It talks about chaos theory and how order can exist within chaos and vice versa. It discusses the changing global context and shifts to a knowledge-based economy. It also discusses Intel's strategy of becoming a platform leader by providing integrated technology platforms and ingredients. It emphasizes the need for organizations to adapt, learn, and change to ride waves of change rather than be overwhelmed by them.
These slides were presented at the start of a London Futurists open discussion event on Tuesday 15th March 2022. In these slides, David Wood, Chair of London Futurists, provides answers to five questions about the "Vital Syllabus" project: Why?, Who?, What?, How?, and What's next?
He also issued a call for collaboration and support of the project.
For a recording of this presentation, see https://www.youtube.com/watch?v=mea38ims1OQ
The Abolition of Aging - An update for 2022.pdfDavid Wood
Slides used by David Wood, Chair of London Futurists, in his presentation on 24th March 2022 for the Church of Perpetual Life. The presentation weighed up arguments for and against the possibility of widespread low-cost access, by 2040, of treatments providing comprehensive rejuvenation (reversal of aging) in both body and mind. In particular, the presentation looks at how that balance of probabilities has shifted in the six years since these arguments were first aired in the 2016 book "The Abolition of Aging".
A recording of this presentation can be viewed at https://www.youtube.com/watch?v=iSETLmTKzqg
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
The document discusses prototyping the Smithsonian Commons, which is proposed as a new digital platform and presence for the Smithsonian Institution. It summarizes the Smithsonian's strategic plan and goals of updating their digital experience, learning model, and balancing autonomy and control. A key aspect is creating the Smithsonian Commons, which would stimulate learning, creation and innovation by providing open access to the Smithsonian's research, collections and communities online. The presentation discusses building prototypes to demonstrate what a Smithsonian Commons would look like from the perspective of different types of users.
The document discusses managing complexity in times of change. It talks about chaos theory and how order can exist within chaos and vice versa. It discusses the changing global context and shifts to a knowledge-based economy. It also discusses Intel's strategy of becoming a platform leader by providing integrated technology platforms and ingredients. It emphasizes the need for organizations to adapt, learn, and change to ride waves of change rather than be overwhelmed by them.
These slides were presented at the start of a London Futurists open discussion event on Tuesday 15th March 2022. In these slides, David Wood, Chair of London Futurists, provides answers to five questions about the "Vital Syllabus" project: Why?, Who?, What?, How?, and What's next?
He also issued a call for collaboration and support of the project.
For a recording of this presentation, see https://www.youtube.com/watch?v=mea38ims1OQ
The Abolition of Aging - An update for 2022.pdfDavid Wood
Slides used by David Wood, Chair of London Futurists, in his presentation on 24th March 2022 for the Church of Perpetual Life. The presentation weighed up arguments for and against the possibility of widespread low-cost access, by 2040, of treatments providing comprehensive rejuvenation (reversal of aging) in both body and mind. In particular, the presentation looks at how that balance of probabilities has shifted in the six years since these arguments were first aired in the 2016 book "The Abolition of Aging".
A recording of this presentation can be viewed at https://www.youtube.com/watch?v=iSETLmTKzqg
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
Here are the key points from Dr. Irwin Adam's presentation "Feeding the Future":
- By 2050 we will need to feed 10 billion people, 3 billion more than we are currently feeding. Food produced needs to be nutritious while also protecting the climate.
- Currently we waste 1/3 of all food produced globally, and 1/2 of food produced in Canada is wasted.
- Agriculture contributes to greenhouse gas emissions at levels similar to the energy and transportation sectors.
- Exponential technologies like AI, blockchain, robotics and synthetic biology are transforming the food system and how we produce, distribute and consume food.
- The dinner table is no longer just about eating, but about the
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
Automation and AI are changing the nature of work. While some predict job losses, the author argues that reconceptualizing work as collaborative problem-solving between humans and machines, rather than discrete tasks, can create new jobs and increase productivity and living standards. The author provides examples of how bus drivers and financial advisors could partner with AI to take on higher-level roles focused on problem-solving rather than specific tasks. Reconstructing jobs in this way could lead to a more equitable and prosperous future for all.
SingularityU Canada is a Canadian nonprofit founded in 2017 to bring the ideas and teachings of Singularity University to Canada. SingularityU Canada creates educational experiences to help people understand and prepare for exponential technologies. It brings together experts from fields like AI, robotics, blockchain, and more to strategize about the future. The faculty includes leaders from Google, Clearpath Robotics, the University of Toronto, and other organizations working on emerging technologies.
The document discusses major technological transformations such as the Agricultural, Industrial, and Information Revolutions. It focuses on how the development and distribution of information has become central to productivity and power. The document discusses concepts like innovation, convergence, flow, and fractals. It emphasizes smoothing transitions between transformations and developing high-performance knowledge management systems. The goal is to help organizations leverage disruption brought about by technological advances through principles of natural order, convergence, and flow.
This document summarizes a presentation about the current state of college libraries and how disruptive innovation theory can help predict their future roles. It discusses how digital technologies and open access are disrupting traditional library collections and services. Specifically, it outlines how the shift from print to digital resources and from "just-in-case" to "just-in-time" collection development will significantly reduce the need for libraries to purchase extensive print collections. However, libraries can take on new roles curating special collections and providing services like research evaluation that the market cannot easily replace. The presentation aims to start a discussion about what new jobs libraries could perform and how to manage the disruption to traditional models and values.
The webinar will cover emerging and disruptive technologies. Fraser Henderson will host and discuss topics like quantum computing, nuclear fusion, hydrogen economy, nanotechnology, and how COVID-19 may impact innovation. The webinar will also explore what it takes to foster a culture of innovation within an organization, including creating time and space for new ideas, funding challenges, collaboration, and experimentation. Participants will have an opportunity to discuss how disruptive trends and technologies may impact their business and how to take advantage of innovations.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
The document discusses using appreciative inquiry (AI) to create a culture of innovation and sustainable value through identifying strengths. It provides examples of how AI was used by organizations like Fairmount Minerals to achieve 40% annual growth and sustainability awards. AI involves discovering an organization's strengths and envisioning future possibilities to design new approaches. The document argues this can elevate strengths, combine them to broader impacts, and extend organizations in a revolutionary way.
This presentation is offered as an additional aid for students in understanding CIM 4.0 and 4IR. It offers seven nuggets of wisdom that most people and businesses do not fully grasp
The document discusses an issue of the 360 Magazine published by Steelcase Inc. which focuses on looking towards the future and how organizations should prepare. It features perspectives from thought leaders inside and outside the company on topics like individual work, collaboration, mobility, sustainability and more. The magazine also celebrates Steelcase's 100th anniversary by exploring the company's past and inviting readers to imagine what the next 100 years may bring.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
Presentatie Inholland Nickvbreda (aanpassingen)-1Nick van Breda
This document provides an overview of Nick van Breda and his career path from gaming addict to social entrepreneur. It outlines his timeline from 2002-2012 when he spent 400 days gaming, to quitting gaming in 2013 and going on to win research papers and present to professors. His goals are outlined as training 1 million people by age 30 to turn ideas into jobs and prepare a society of changemakers. Various tips and strategies are provided around topics like scaling startups, crowdfunding, and leadership. Global issues are listed and the reader is prompted to set goals and identify needed resources. Exponential vs linear growth and types of organizations are contrasted.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
This document summarizes key insights and themes from the 2017 South by Southwest (SXSW) conference. The following were emphasized:
- Collaboration is needed across industries and organizations to solve major problems like curing cancer. Siloed approaches will not work.
- Cultural change is difficult but necessary, and a focus on problems can help ease the process. Context matters in solutions.
- Inspiring talks from figures like Joe Biden and reminders of science's importance from Bill Nye the Science Guy were highlights.
- The presentation on integrating design thinking into the lean startup process advocated for a hybrid team approach, borrowing from each other's toolkits, allowing for divergence, and not confusing empathy with experiment
Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWor...Thoughtworks
After spending six years at REA, and over twenty-five years across multi-nationals and startups, Chief Inventor Nigel Dalton shares his view on management’s role in creating a culture of resilience.
At REA, implementing change or seeking innovation or invention is not viewed as a one-time ‘transformation project’. In this environment, individuals and teams can unleash their energy and creativity to solve problems for customers. The cycle of continuous improvement delivers new insights back to management, sometimes prompting the fundamentals (such as strategy or structure) to be revisited.
Nigel shares the lessons learned in developing the model that has allowed REA to adapt and thrive in today’s digital marketplace.
Learning to dance with lean startup - An agile transformation journey with an...Antonio López González
1) The document outlines an agile transformation journey within the IT management team at Decathlon Spain.
2) It describes establishing a guiding coalition and using retrospectives to identify pain points, then experimenting through small iterative changes to gradually extend agile principles throughout the organization.
3) The goal is to increase the organization's capacity for change and innovation by adapting agile to their culture and making processes more transparent, collaborative, and self-organizing.
Here are the key points from Dr. Irwin Adam's presentation "Feeding the Future":
- By 2050 we will need to feed 10 billion people, 3 billion more than we are currently feeding. Food produced needs to be nutritious while also protecting the climate.
- Currently we waste 1/3 of all food produced globally, and 1/2 of food produced in Canada is wasted.
- Agriculture contributes to greenhouse gas emissions at levels similar to the energy and transportation sectors.
- Exponential technologies like AI, blockchain, robotics and synthetic biology are transforming the food system and how we produce, distribute and consume food.
- The dinner table is no longer just about eating, but about the
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
Automation and AI are changing the nature of work. While some predict job losses, the author argues that reconceptualizing work as collaborative problem-solving between humans and machines, rather than discrete tasks, can create new jobs and increase productivity and living standards. The author provides examples of how bus drivers and financial advisors could partner with AI to take on higher-level roles focused on problem-solving rather than specific tasks. Reconstructing jobs in this way could lead to a more equitable and prosperous future for all.
SingularityU Canada is a Canadian nonprofit founded in 2017 to bring the ideas and teachings of Singularity University to Canada. SingularityU Canada creates educational experiences to help people understand and prepare for exponential technologies. It brings together experts from fields like AI, robotics, blockchain, and more to strategize about the future. The faculty includes leaders from Google, Clearpath Robotics, the University of Toronto, and other organizations working on emerging technologies.
The document discusses major technological transformations such as the Agricultural, Industrial, and Information Revolutions. It focuses on how the development and distribution of information has become central to productivity and power. The document discusses concepts like innovation, convergence, flow, and fractals. It emphasizes smoothing transitions between transformations and developing high-performance knowledge management systems. The goal is to help organizations leverage disruption brought about by technological advances through principles of natural order, convergence, and flow.
This document summarizes a presentation about the current state of college libraries and how disruptive innovation theory can help predict their future roles. It discusses how digital technologies and open access are disrupting traditional library collections and services. Specifically, it outlines how the shift from print to digital resources and from "just-in-case" to "just-in-time" collection development will significantly reduce the need for libraries to purchase extensive print collections. However, libraries can take on new roles curating special collections and providing services like research evaluation that the market cannot easily replace. The presentation aims to start a discussion about what new jobs libraries could perform and how to manage the disruption to traditional models and values.
The webinar will cover emerging and disruptive technologies. Fraser Henderson will host and discuss topics like quantum computing, nuclear fusion, hydrogen economy, nanotechnology, and how COVID-19 may impact innovation. The webinar will also explore what it takes to foster a culture of innovation within an organization, including creating time and space for new ideas, funding challenges, collaboration, and experimentation. Participants will have an opportunity to discuss how disruptive trends and technologies may impact their business and how to take advantage of innovations.
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
The document discusses using appreciative inquiry (AI) to create a culture of innovation and sustainable value through identifying strengths. It provides examples of how AI was used by organizations like Fairmount Minerals to achieve 40% annual growth and sustainability awards. AI involves discovering an organization's strengths and envisioning future possibilities to design new approaches. The document argues this can elevate strengths, combine them to broader impacts, and extend organizations in a revolutionary way.
This presentation is offered as an additional aid for students in understanding CIM 4.0 and 4IR. It offers seven nuggets of wisdom that most people and businesses do not fully grasp
The document discusses an issue of the 360 Magazine published by Steelcase Inc. which focuses on looking towards the future and how organizations should prepare. It features perspectives from thought leaders inside and outside the company on topics like individual work, collaboration, mobility, sustainability and more. The magazine also celebrates Steelcase's 100th anniversary by exploring the company's past and inviting readers to imagine what the next 100 years may bring.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
Presentatie Inholland Nickvbreda (aanpassingen)-1Nick van Breda
This document provides an overview of Nick van Breda and his career path from gaming addict to social entrepreneur. It outlines his timeline from 2002-2012 when he spent 400 days gaming, to quitting gaming in 2013 and going on to win research papers and present to professors. His goals are outlined as training 1 million people by age 30 to turn ideas into jobs and prepare a society of changemakers. Various tips and strategies are provided around topics like scaling startups, crowdfunding, and leadership. Global issues are listed and the reader is prompted to set goals and identify needed resources. Exponential vs linear growth and types of organizations are contrasted.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
This document summarizes key insights and themes from the 2017 South by Southwest (SXSW) conference. The following were emphasized:
- Collaboration is needed across industries and organizations to solve major problems like curing cancer. Siloed approaches will not work.
- Cultural change is difficult but necessary, and a focus on problems can help ease the process. Context matters in solutions.
- Inspiring talks from figures like Joe Biden and reminders of science's importance from Bill Nye the Science Guy were highlights.
- The presentation on integrating design thinking into the lean startup process advocated for a hybrid team approach, borrowing from each other's toolkits, allowing for divergence, and not confusing empathy with experiment
Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWor...Thoughtworks
After spending six years at REA, and over twenty-five years across multi-nationals and startups, Chief Inventor Nigel Dalton shares his view on management’s role in creating a culture of resilience.
At REA, implementing change or seeking innovation or invention is not viewed as a one-time ‘transformation project’. In this environment, individuals and teams can unleash their energy and creativity to solve problems for customers. The cycle of continuous improvement delivers new insights back to management, sometimes prompting the fundamentals (such as strategy or structure) to be revisited.
Nigel shares the lessons learned in developing the model that has allowed REA to adapt and thrive in today’s digital marketplace.
Learning to dance with lean startup - An agile transformation journey with an...Antonio López González
1) The document outlines an agile transformation journey within the IT management team at Decathlon Spain.
2) It describes establishing a guiding coalition and using retrospectives to identify pain points, then experimenting through small iterative changes to gradually extend agile principles throughout the organization.
3) The goal is to increase the organization's capacity for change and innovation by adapting agile to their culture and making processes more transparent, collaborative, and self-organizing.
This document outlines an agenda for an interactive workshop on innovative problem solving and getting unstuck in one's thinking. The workshop will include:
1) Short videos on topics like failure, creative thinking, and motivation.
2) Hands-on conversations and exercises using a problem solving workbook, including role plays and group activities.
3) Discussions on explaining new products, finding competitive advantages, and problem solving for future innovation.
The goal is to engage participants in active thinking practices to help connect ideas to real-world business applications and outcomes through reflection and experiential learning.
This document summarizes notes from an innovation workshop held at the University of Lagos Guest House in Nigeria. It includes brainstorming questions, definitions of key innovation terms, barriers and drivers of innovation, and characteristics of an "Innovator Next" - someone with a high propensity to innovate. Participants were encouraged to think creatively and develop their innovative skills through conceptual and network thinking.
"Innovative Problem Solving: Getting Unstuck In Your Thinking"Sherisse Steward
This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the included workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
This document summarizes an interactive workshop on innovative problem solving and getting unstuck in thinking. The workshop includes guidelines for participation, an introduction to thinking role plays and activities in the provided workbook. It outlines segments on problem solving videos, hands-on conversation and exploration of topics like explaining new products and finding competitive advantage. Methods that will be covered include the six thinking hats technique and accessing crucible knowledge. The document emphasizes practicing leadership skills, using emotional and cognitive intelligence, and that attitude, beliefs and perceptions influence problem solving.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
This document discusses how experience of wholeness can bring out the best in people, propel innovation, create new life, and eclipse old patterns in an easy way. It provides examples of business results from using this approach, including increased productivity, engagement, and stock prices. The document then examines why high engagement is important for competitive advantage and discusses research showing that people are dying to be more engaged. It explores how appreciative inquiry addresses essentials of change management like managing transition, novelty, and continuity. Overall, the document advocates for using strengths-based leadership and appreciative inquiry to tap into human potential.
Agile Network India | Adaptation and Agility in times of Crisis | Abhigya Pok...AgileNetwork
This document discusses how organizations can build business agility to adapt to times of crisis. It argues that focusing on people first through understanding employee needs, promoting emotional agility and a culture of innovation is key. Factors like trust, customer centricity, networks of teams, and open communication also promote agility. Strategic agility in action includes identifying new opportunities, scaling existing products, and accelerating digital transformation. Examples are given of companies that adapted quickly during the COVID-19 pandemic through new product development and processes. Challenges of returning to work are also outlined. The conclusion emphasizes that organizations need sustained commitment to developing flexibility and resilience supported by people, processes and principles to adapt and thrive in times of crisis.
This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
This document outlines the key skills and mindsets needed to become an innovator. It discusses how innovators question assumptions, make observations about problems and industries, experiment through trial and error, and make connections across disciplines. The document also recommends books on innovation and provides contact information for the author.
30 • Rotman Magazine SpringSummer 2006There is growing r.docxtamicawaysmith
30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to
make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these
approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
...
Unleashing the Power of Intrapreneurs and Innovators - June 2013Stefan Lindegaard
This document discusses open innovation and empowering intrapreneurs and innovators within organizations. It advocates adopting an open innovation mindset to work with both internal and external partners. It provides examples of companies that have successfully implemented open innovation approaches and developed intrapreneurship programs. The document emphasizes that developing the right culture, skills, and framework is important for organizations to change how they innovate and become more competitively unpredictable.
#CSOAUS: Innovation - for a brighter future at News Corp AustraliaMark Drasutis
The document discusses innovation at News Corp Australia and outlines strategies for driving innovation. It notes challenges like declining print revenue and changing media consumption habits. It advocates for an innovation approach focused on customer needs, operating like a startup, collaboration, prototyping ideas quickly, and creating an innovation culture of autonomous teams, transparency, and acceptance of failure. The key is to focus on customer jobs to be done, think combinatorially, make ideas real through prototypes, and start the process of change through quiet actions today rather than directives.
The document discusses a new model of collaborative innovation that can improve productivity for people, projects, and organizations. It proposes that an innovation engine could find relevant knowledge and talent globally, build networks of experts into ecosystems, and enable collaboration. This would allow 360-degree access to expertise, accelerate innovation, and generate more ideas at lower cost through order-of-magnitude productivity gains and higher success rates. The innovation engine automates the process of forming customized innovation ecosystems for any challenge.
The document discusses how the post-pandemic period has brought more chaos than expected due to issues like inflation, supply chain problems, and geopolitical conflicts. It then summarizes four frameworks that were presented at previous world summits by Jeremy Gutsche, the CEO of Trend Hunter, that all predicted this incremental period of chaos from 2022-2028. The document encourages focusing on consumer trends, which can provide opportunities during chaotic times. It promotes Trend Hunter's services for researching trends and hosting events like Future Festival to inspire innovation.
We are in a critical time of history. What worked yesterday does not necessarily work today. It’s been proven that
organizations fail when they over-invest in “what is” instead of “what could be.” But why? Truth is, every organization is
successful until it’s not – and there’s only one sure-fire way to protect yourself from it happening to you, re-inventing yourself
destructing. The time of just showing up and doing your job is over. As Gary Hamel states, “Average is officially over because
every employer today has the means much more quickly, cheaply, and easily available to take you out.” That said, a new
breed of worker and leader is now required in the world today. People who are creative, able to communicate and can adapt
on the fly are indispensable. Our ancestors proved that you can shift from one system (agricultural) to another (industrial) as
long as you’re willing to change. So ask yourself, can you adapt?
Change has changed.
We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today.
Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.”1
“Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen’s observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1
We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2
We are at a “tipping point” in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time.
As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change.
1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012)
2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Similaire à The four pillars of Lean Enterprise Execution (20)
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Addiction to Winning Across Diverse Populations.pdf
The four pillars of Lean Enterprise Execution
1. The Four Pillars
of Lean Enterprise Execution
Marco Tedone John Ferguson Smart
2. Marco Tedone
Global Head of Lean Enterprise Transformation,
HSBC Global Standards
marcotedone marco@devopsfolks.com
Consultant, trainer, mentor, author, developer
3. John Ferguson Smart
“I help teams of smart people
learn to work together more efficiently,
to deliver better software faster”
wakaleo reachme@johnfergusonsmart.com
Consultant, trainer, mentor, author, developer
4. Europe, 37000 BC
The first part of our talk takes use back around 40,000 years, in the middle of the last Ice Age.
5. This is Wilma, one of our closest extinct human relatives, who lived in Europe around 43000 years ago.
For more than 200000 years, Homo neanderthalensis, or Neanderthals, like Wilma dominated Eurasia. They lived everywhere from Britain and Europe to the middle east
and Uzbekistan, between 200,000 and 30,000 years ago. They were not brutish cavemen; their brains where as large as ours or larger, and like us, they used tools, took
care of their sick, buried their dead, and had mastered fire.
Neanderthals were marvellously well adapted to live in Ice-age Europe. They were strong and robust, and used to the cold climate. And they were very good at hunting
large Ice Age animals.
6. Horses, Chauvet Cave, 30000 BC
But by around 40000 years age, Neanderthals had disappeared. There are many theories as to why, but most anthropologists agree that they failed to adapt to changing environment, and
were out-competed by the homo sapiens of the Aurignacian culture. The folk who drew these paintings, some of the oldest in the world. They also carved small statues and figurines, and
even some of the the first musical instruments, including some wonderful bone flutes.
These newcomers didn’t just invent art, engraving and music. They also brought more sophisticated tools, not just of stone, but also new fangled devices made of bone and antler, and more
sophisticated hunting tools like spear throwers and bows. And their highly developed trade routes made it easier for them to cope with climate change when their preferred foods were not
available.
And though there is evidence of Neanderthals adopting some of this hardware, by around 39000 BC, the last Neanderthals had retreated to the southern tip of Spain, before disappearing
entirely.
7. A time of disruption
- Like the Neanderthals towards the end of the last Ice Age, we live in a time of disruption. But change now happens in months and years, not in centuries and millennia.
- In an environment of disruption, the only way to survive is to have extreme adaptability. To be able to react to changing circumstances faster than the competition. To be able to
experiment.
- The only certainty is that what works today will not work tomorrow. Old business models will fail. Old leadership styles will become unacceptable. Slow-moving businesses that fail to
adapt will become extinct.
8. "The successful players will be the ones with the
greatest agility, creativity and foresight”
- Matt Church
Hunters with bows, 25000 BC
Modern humans survived the ice age not because they were stronger or tougher, but because they were more adaptable and creative.
Organisations are in a similar situation today. In his book "Next: Thriving in the Decade of Disruption", Australian speaker and thought leader Matt Church says "The successful players will be the ones with the
greatest agility, creativity and foresight”.
- The world is complex, in the cynefin sense - it is hard to predict how the market will react to an idea, but once you see the reaction, you can draw your conclusions.
- The bottom line is, to succeed in todays environment, organisations need to become radically better at what they do, or fall by the wayside.
- Not marginally better. Not incrementally better. But differentially better.
In this talk, we will look at ways that some organisations are learning to become differentially better.
9. Great teams harness three things
Innovation
Agility
Technology
- Things move a lot faster today than they did in the Ice Ages. Evolution in a number of areas means that we have to keep pace with a much faster rate of
change than even a decade ago.
- Organisations that succeed today do so because they manage to harness three different but related areas:
- Innovation
- Agility
- Technology
10. Great teams harness three things
Innovation
Agility
Technology
- Peter Drucker once said, “Every organisation must prepare for the abandonment of everything it does.”
- Great teams innovate. But they don’t just innovate their products and solutions; Some of the biggest industry innovations, in companies like Amazon and NetFlix, come through
innovating not their products, but their business model.
- Innovation can be incremental or radical. Incremental innovation, such as small improvements to your product line, is less scary. For example, a decade ago, making a higher quality CD
player would be an easy incremental innovation.
- Radical innovation is harder, more expensive, and more risky. It takes much more courage. But radical innovation eats incremental innovation for breakfast. Think music streaming for
CD players.
11. Great teams harness three things
Innovation
Agility
Technology
- But innovation doesn't work well in a void. It needs focus. It needs to know not only what needs to be done, but why.
- Great teams not only innovate, but they innovate to find solutions that are more relevant to their customer needs. They try to understand their customer needs.
- Great organisations are agile. But agility is not about processes or certifications. It is about company values. Values of feedback, collaboration and communication.
Values that support a deeper understanding and empathy of client needs, and inspire the team to seek out solutions that are both relevant and innovative.
12. Great teams harness three things
Innovation
Agility
Technology
- Both Innovation and Agility are great, but in today’s context, a quick turnaround is of the essence.
- Great teams embrace technology as a way to support both their innovation and their agility.
- Great teams use Agility to understand what to build, and why to build it.
- But their ideas are really only educated guesses until they see how the end user reacts.
- Technology is always just a means to an end, but when used well, it can create a huge significant advantage. Great teams know how to use technology to get faster
feedback about how well their innovations actually do help the end user, or produce value for the organisation, and to get solutions producing value into production
faster and more often.
13. Lean Enterprise is the organisation
of an enterprise that allows the
business to continuously learn new
and better ways to deliver value by
validating hypotheses using a
rigorous scientific approach.
Jez Humble, Joanne Molesky and Barry O’Reilly have captured many of the essential ideas on how some high performing organisations achieve these goals
in a book called “Lean Enterprise.
Lean Enterprise is the organisation of an enterprise that allows the business to continuously learn new and better ways to deliver value by validating
hypotheses using a rigorous scientific approach.
14. What does the scientific approach
look like
The scientific method consists of the following steps:
- Understand the direction or challenge
- Grasp the current condition
- Define the next target condition
- Iterate toward the Target Condition through a series of incremental experiments
15. Experiments result in either
measurements or discoveries
“If the result confirms
the hypothesis, then
you've made a
measurement. If the
result is contrary to
the hypothesis, then
you've made a
discovery.” ~ Enrico
Fermi
An experiment should test an hypothesis which resides outside our Threshold of Knowledge (TOK). The learning deriving from the observation of what
actually happened compared to what we were expecting is what allows us to expand our TOK and therefore move toward the Next Target Condition
16. The scientific method in a Lean Enterprise
The business has got
an hypothesis on how
to generate value
Technology and the
Business collaborate
to define and deliver a
minimal
implementation of that
idea as quickly as
possible
The value delivered by
that idea is measured
against the hypothesis
and the product is
adjusted accordingly
Plan -> Do -> Check -> Act (PDCA)
In a Lean Enterprise, the scientific method and experimentation follow this flow:
- The business has an hypothesis on how to generate some value
- Technology builds the Minimum Viable Implementation of that hypothesis, just to allow the business to measure its outcomes
- Business and Technology measure the actual value delivered by that MVI and either: adjust the MVI based on feedback; can the idea as it didn’t produce
any value or pivot that idea into another MVI
18. DevOpsTest AutomationBDDAgility
Four Pillars
We find that organisations that adopt Lean Enterprise principles successfully, get things right in four key areas. We call these the Four Pillars of Lean
Enterprise Technology Execution.
19. Agility
- Agility is the ability to adapt to changing conditions as a result of learning new and better ways to do things
- Today, teams do Agile. They go on 2 day training courses and become Masters of Agile. They do heavy upfront requirements analysis and package the
requirements as “stories”. The original intent of the working group who wrote the Agile Manifesto was to bring business and IT closer. Scrum worsened
all of that with artefacts such as the Scrum Master certification
- Agile is none of these things.
20. BDD
You may have heard of Behaviour Driven Development.
- BDD is not test automation, Cucumber etc.
- BDD is what gives Agile teeth.
- Traditional requirements, and most requirements expressed as “user stories”, which describe HOW a system should work are not good requirements
- Successful Agile teams focus not on HOW, but on WHAT a system should do.
- BDD goes further. BDD gives teams a way to understand not just the WHAT, but also the WHY.
- The Why leads to the WHAT-IF
21. DevOps
DevOps is an operating model that aims at delivering valuable software in the customers hands in the shortest possible time with the highest possible
quality by automating everything that can be automated and by removing cultural and practical barriers.
DevOps is not a methodology or a tool or a framework. It’s the road that is used to ship value to production. It’s also just one of the components of a Lean
Enterprise.
22. Test Automation is like any other tool.
It’s either a benefit or a hazard.
Test Automation
The Deckard Principle
Test Automation follows the Dekard Principle. It can have a huge benefit on the project, providing fast feedback and a safety net that lets you get things
into production quickly and with less risk as well as a design tool.
Or it can be a drain on project resources, reduce confidence in the build and deployment process.
The choice largely depends on how much value you place on the quality of your test automation efforts.
There is no alternative to choosing quality over speed. Quality will make teams faster. Speed without quality will introduce technical debt and slow teams
down in the medium to long term
25. Skill without focus is wasted
Focus without skill is ineffectual
Skill is essential
- Great teams know that learning is not a one-off thing, but that is a continuous process. Successful teams encourage Deliberate Discovery and
Deliberate Practice, such as coding dojos, prototypes or even brown-bag sessions, to discover what they don’t know and hone what they do. Successful
teams love their craft, and aim to excel.
- Unfocused skill is wasteful. Slack is important, but so is a common vision and a shared understanding
- Unskilled focus is ineffectual - work will be slow and inefficient, and costly in the long term. It is much harder to experiment if it takes 3 months to get
a working prototype.