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Creating innovation engines organizational patterns ver 2.0

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  • Typical software projects are delivered late and over budget. The end result often does not delivered the hoped for value – whether financial or functional. Because of the tendency to “man overboard” features as the software project nears its end, there often isn’t a sense of being done.
  • 1 - We outvote the one person that has the key perspective that sees something that no one else sees that is needed to keep us moving toward our purpose.2 - We enlist a leader to be the filter but then we have a single point of awareness and a single point of failure.3 – If we’re really advanced we dissect the data as a team and decide what it means. This can be time consuming and frustrating and often leads to “bloated” design.
  • Processing tensions help us to integrate the minimally sufficient perspectives to keep the organization achieving value.
  • Boards are visible, moveable, dynamic and maintained by everyone.
  • - CFO story – pleading with CFO, escalating to CEO didn’t work
  • Transcript

    • 1. Creating Team Based Innovation Engines Toria Thompson, Organizational Patterns
    • 2. Current Paradigm: innovation requires...
    • 3. But…
    • 4. Ideas are plentiful... “If I had asked people what they wanted, they would have said faster horses.” ― Henry Ford “Most businesses die from indigestion rather than starvation.” -- Tom Thomison co-Founder HolacracyOne
    • 5. If we’ve got a bad idea, we need to know nowbefore we expend all our resources.
    • 6. And if it’s a valuable idea, What do we know? Where is the Act and Yes? What do we Observe know? Where is theAct and Yes?Observe we need to stop when we’ve delivered the highest value not when the project plan says we’re done.
    • 7. Here’s how innovation looks today…. at least with software How the customer explained it… How the analyst designed it … How the programmer wrote it … What the customer really needed….
    • 8. So how will we recognize the most innovative ideas? We make team decisions which often lead to “bloated” actions where we solve more than is needed. We hire heroic leaders We outvote or ignore the to be filters but contradictory data. unwittingly we setup a single point of failure.
    • 9. Innovation is grown, not foundWe need a model that embraces this fundamental truth.
    • 10. Iterative & Value DrivenIncremental Work Distributed Big and Decisions Visible
    • 11. LinearIdea Define Design Build Test Release First chance to review. Oh no! Iterative & IncrementalIdea Review & Review & Value Adjust for Adjust for Delivered Value Value Define Design Define Design Define Design Test Build Test Build Test Build
    • 12. Value Driven Work: It takes a team ... Leaf for shade Wall to Hose for Rope for keep us watering binding safe Spear for hunting …to see the value
    • 13. Distributed Decisions: What are we Establish Point of even talking Awareness about? Who can make Clarify Roles & this decision? Accountability We’re going in What are the the wrong minimally sufficient direction! conditions to achieve value?
    • 14. Big and Visible Planning and Action
    • 15. The best teams know…
    • 16. Practically speaking…Try this: This week is an experiment. Your actions fueled by your bestthinking and expertise will set loose a number of reactions and you haveno idea what will catalyze as a result. It is actually beyond your control.On Monday morning come to work and look around with wonder at whatyour actions created. Then let it all go.Now, start again by asking yourself: “What actions do I take this week to deliver as much value as I can given the landscape as it looks right now?”
    • 17. Organizational Patterns human scale – evolutionary – value driven Toria ThompsonThank you! 303-746-3161 toria@organizationalpatterns.com