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How to Create Disruptive, High Performance Agile Teams Using the Human Full Stack

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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

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How to Create Disruptive, High Performance Agile Teams Using the Human Full Stack

  1. 1. EvolvingDigitalLeadership.com USING THE HUMAN FULL STACK How to Create Disruptive, High-Performance Agile Teams James Brett Marina Chiovetti
  2. 2. DISRUPTION!
  3. 3. ACCELERATING DISRUPTION
  4. 4. WHO THINKs IT’S IMPORTANT TO BE DISRUPTIVE?
  5. 5. WHO THINKs THEIR ORGANIZATION IS DISRUPTIVE ENOUGH?
  6. 6. WHO BELIEVES VR Won’t ADVANCE FAR ENOUGH THAT WE CAN aLL WORK REMOTELY?
  7. 7. THEN WHAT?
  8. 8. THE END OF THE OFFICE BLOCK
  9. 9. ORGANISATIONS • NO COMMUTE TIMES • NO OFFICE COSTS • LOWER SALARIES EMPLOYEES • NO COMMUTE TIMES • LIFESTYLE • LOWER COST OF LIVING WHY VR WILL ACHIEVE WIDESPREAD ADOPTION
  10. 10. • REAL ESTATE • TRANSPORTATION • ACCOMODATION • SERVICE INDUSTRIES • AUSTRALIAN JOBS WIDESPREAD DISRUPTION
  11. 11. HOW CAN WE RESPOND AND CREATE DISRUPTION?
  12. 12. 2. STRATEGY 3. LEADERSHIP 1. MINDSET DISRUPTIVE TEAMS
  13. 13. 1. MINDSET DISRUPTIVE TEAMS
  14. 14. THE HUMAN FULL STACK
  15. 15. THE HUMAN FULL STACK
  16. 16. SENSORY INPUT RESPONSE META-PROGRAMS FILTERS CORE PERSONALITY HUMAN FULL STACK
  17. 17. HUMAN FULL STACK META-PROGRAMS
  18. 18. 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
  19. 19. META-PROGRAMS • THERE ARE 60 META-PROGRAMS! • META-PROGRAMS ARE CONTEXT SPECIFIC • META-PROGRAMS ARE A SPECTRUM
  20. 20. AN EXAMPLE REJUVENATION EXTROVERT PEOPLE INTROVERT QUIET
  21. 21. AN EXAMPLE EXTROVERT PEOPLE INTROVERT QUIET AMBIVERT BOTH THAT’S CONTEXT SPECIFIC!!
  22. 22. THE 7 META-PROGRAM’s OF A DISRUPTIVE MINDSET
  23. 23. 1. TIME ZONE PAST FUTURE PRESENT
  24. 24. 2. Change Adapter LATE EARLY MEDIUM
  25. 25. 3. AUTHORITY SOURCE INTERNAL EXTERNAL
  26. 26. 4. RELATIONSHIP COMPARISON MISMATCH MATCH
  27. 27. 5. SCENARIO TYPE PESSIMISM OPTIMISM
  28. 28. 6. CONVENTIONAL CONFORMIST NON-CONFORMIST
  29. 29. 7. RISK TAKING EXCITEMENT FEARFUL
  30. 30. 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
  31. 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 EVOLVINGDIGITALLEADERSHIP.COM
  32. 32. 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
  33. 33. DISRUPTIVE MINDSET PROFILE
  34. 34. 1. MINDSET DISRUPTIVE TEAMS
  35. 35. 2. STRATEGY DISRUPTIVE TEAMS
  36. 36. INCREASE VALUE DISPUPT OR BE DISTRUPTED INCREASE EFFICIENCY MAKE DISRUPTION PART OF YOUR STRATEGY
  37. 37. 2. STRATEGY DISRUPTIVE TEAMS
  38. 38. 3. LEADERSHIP DISRUPTIVE TEAMS
  39. 39. 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
  40. 40. 2. STRATEGY 3. LEADERSHIP 1. MINDSET DISRUPTIVE TEAMS
  41. 41. @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

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