According to a recent study, more than 60 percent of CEOs cite the need to discover innovative ways of managing their organization’s structure, finances, people, and strategies as their top priority. In order to compete in the 21st century, organizations must rethink how they function—they must adapt or die. Derek Neighbors shows you how to meld chaos, creativity, and collaboration within your organization to unlock innovation. Learn how to balance fun and excellence to achieve results while redefining your organization's culture. Many models try to explain what complex systems might look like or how to determine what kind of culture an organization may need. Walk away with real-life stories of how teams, organizations, and even cities are transforming themselves for the future. Apply what you learn to your own product, team, and organization as Derek helps you learn how to evolve for the future.

1.
BT9
Session
6/6/2013 3:45 PM
"Unlocking Innovation in Your
Organization"
Presented by:
Derek Neighbors
Integrum Technologies, LLC
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073
888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

2. Derek Neighbors
Integrum Technologies
Derek Neighbors is a serial entrepreneur who assists people to bring their ideas to reality. He
is a partner at Integrum Technologies, a management consulting services firm, that helps
companies build high performing teams and transform organizations to compete in the new
economy. In 2008, Derek co-founded Gangplank (gangplankhq.com), a collaborative workspace
to help encourage local creatives to explore innovative ideas and create what they are
passionate about. His work at Gangplank challenges cities to retool their culture for a reimagined tomorrow. Derek teaches entrepreneurship at the Walter Cronkite School of
Journalism at Arizona State University.

3. 6/12/2013
Innovation
adapt or die
@dneighbors
complexity increasing
1

4. 6/12/2013
Information Doubling
people more connected
2

5. 6/12/2013
globalization
what else?
3

6. 6/12/2013
creativity desired
IBM CEO Study
Over 1,500 CEO’s ranked
creativity as the number one
leadership attribute to drive
prosperity.
it
4

7. 6/12/2013
failure
speed
5

8. 6/12/2013
adapt or die
frameworks, methodologies,
models
Agile
Scrum
Kanban
Lean
Core Protocols
Systems Thinking
Human Systems Dynamics
Cynefin
6

9. 6/12/2013
what else?
our experiment
7

10. 6/12/2013
our observations
Fun
Excellence
what does innovation look like?
Beauty
B
t
Truth
8

11. 6/12/2013
Megaloprepeia
Magnificence is a philosophical, aesthetic
and socio-economic notion that regards
greatness of actions, courage, excellence,
honor, generosity and splendor of lifestyles
and noble purposes
purposes.
magnificence
Individuals can be good.
Teams/Groups can be great.
Civilizations can b magnificent.
Ci ili ti
be
ifi
t
9

12. 6/12/2013
how do we get there?
team
Trust
Self-Organization
Cross Functional
10

13. 6/12/2013
old hat
We can do this.
Vision
11

14. 6/12/2013
Vision
Purpose
culture
12

15. 6/12/2013
cultura animi - culture of the soul
Magnum Facere
GNU Manifesto -> Free Software
■The freedom to run the program, for any purpose (freedom
0).
■The freedom to study how the program works, and change
it so it does your computing as you wish (freedom 1).
Access to the source code is a precondition for this.
■The freedom to redistribute copies so you can help your
neighbor (
g
(freedom 2).
)
■The freedom to distribute copies of your modified versions
to others (freedom 3). By doing this you can give the whole
community a chance to benefit from your changes. Access
to the source code is a precondition for this.
13

16. 6/12/2013
debian social contract
Debian will remain 100% free.
We will give back to the free software community.
We will not hide problems.
Our priorities are our users and free software.
Works that do not meet our free software standards.
Agile manifesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
14

17. 6/12/2013
value
Collaboration
over
Competition
C
ii
value
Community
over
Agendas
A
d
15

18. 6/12/2013
value
Participation
over
Observation
Ob
i
value
Doing
over
Saying
S i
16

19. 6/12/2013
value
Friendship
over
Formality
F
li
value
Boldness
over
Assurance
17

20. 6/12/2013
value
Learning
over
Expertise
E
i
value
People
over
Personalities
P
li i
18

21. 6/12/2013
value
#BeDangerous
values
We value courage.
Be transparent with our team and clients. Have the
strength to say what they need to hear, not what they
want to hear, but be open to other people’s f db k
tt h
b tb
t th
l ’ feedback
and opinions.
19

22. 6/12/2013
values
We value dreams.
Dream big. Empower others to achieve their goals,
maximize th i potential, and change th world.
i i their t ti l
d h
the
ld
values
We value love.
Care for people enough to help them see their potential.
Confront conflict head on, and commit to resolving it
and strengthening your relationship.
20

23. 6/12/2013
values
We value family.
Treat each person on our team as a family member.
Trust them, confide in them, and support them without
fail.
values
We value excellence.
Demand the best from each other and our clients.
Never settle f mediocrity.
N
ttl for
di it
21

24. 6/12/2013
core commitments
1. I commit to engage when present.
◦ To know and disclose
1. what I want,
2. what I think, and
3. what I feel.
◦ To always seek effective help.
◦ To decline to offer and refuse to accept incoherent emotional transmissions.
◦ When I have or hear a better idea than the currently prevailing idea, I will immediately either
1. propose it for decisive acceptance or rejection, and/or
2. explicitly seek its improvement.
◦ I will personally support the best idea
1. regardless of its source,
2. however much I hope an even better idea may later arise, and
3. when I have no superior alternative idea.
1. I will seek to perceive more than I seek to be perceived.
2. I will use teams, especially when undertaking difficult tasks.
3. I will speak always and only when I believe it will improve the general results/effort ratio.
4. I will offer and accept only rational, results-oriented behavior and communication.
p
y
,
5. I will disengage from less productive situations
◦ When I cannot keep these commitments,
◦ When it is more important that I engage elsewhere.
1. I will do now what must be done eventually and can effectively be done now.
2. I will seek to move forward toward a particular goal, by biasing my behavior toward action.
3. I will use the Core Protocols (or better) when applicable.
◦ I will offer and accept timely and proper use of the Protocol Check protocol without prejudice.
1. I will neither harm—nor tolerate the harming of—anyone for his or her fidelity to these
commitments.
2. I will never do anything dumb on purpose.
what does it look like in your organization
22

25. 6/12/2013
leadership/buildership
ten principles of buildership
The boss drives group
members; the leader coaches
them.
The builder learns f
Th b ild l
from them.
h
From Umair Haque
23

26. 6/12/2013
ten principles of buildership
The boss depends upon
authority; the leader on
goodwill.
The builder depends on good.
Th b ild d
d
d
From Umair Haque
ten principles of buildership
The boss inspires fear; the
leader inspires enthusiasm.
The builder is inspired - by
changing the world
world.
From Umair Haque
24

27. 6/12/2013
ten principles of buildership
The boss inspires “I”; the
leader says “we”.
The builder says “all” - people,
communities and society
society.
From Umair Haque
ten principles of buildership
The boss assigns the task; the
leader sets the pace.
The builder makes sure sees
the outcome.
outcome
From Umair Haque
25

28. 6/12/2013
ten principles of buildership
The boss says, “Get there on
says Get
time”; the leader says “get
there ahead of time”.
The builder makes sure
“getting there” matters.
From Umair Haque
ten principles of buildership
The boss fix the blame for the
breakdown; the leader fixes the
breakdown.
The builder prevents the
p
breakdown.
From Umair Haque
26

29. 6/12/2013
ten principles of buildership
The boss knows how; the
leader shows how.
The builder shows why.
y
From Umair Haque
ten principles of buildership
The boss makes work a
drudgery; the leader makes
work a game.
The builder organizes love, not
g
,
work.
From Umair Haque
27

30. 6/12/2013
ten principles of buildership
The boss says “Go”; the leader
says “Let’s go”.
The builder says “Come”.
y
From Umair Haque
Fluency
Seek Fluency Not
Proficiency
28

31. 6/12/2013
physical space / community
Serendipity
diversity
29

32. 6/12/2013
DO YOU SEE THE FUTURE?
Creativity
Collaboration
Innovation
#1 take away
Innovation isn’t about creating wealth It’s
isn t
wealth. It s
about being exceedingly human.
When we are able to be vulnerable we unlock the
greatest potential in each other to be creative. Sharing
that experience and openly collaborating unleashes the
ability to innovate.
Do you want to be an innovator or a revolutionary?
30

33. 6/12/2013
how to apply this to your world
Stop waiting.
Start doing.
Be Authentic.
Be the change you want to see
in the world. - Ghandi
31