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Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWorks Live)

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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.

Published in: Technology
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Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWorks Live)

  1. 1. A g i l e i s t h e l a s t t h i n g y o u n e e d Nigel Dalton, Chief Inventor, REA Group
  2. 2. https://www.propertyhunter.com.my/news/2017/01/3245/international/200-people-queue-up-the-streets-for-1-property-viewing
  3. 3. 8
  4. 4. 10 1995 2000 2005 2010 2015 2020 The era of property search The era of property match The property business landscape to the 2020s – from search to match Predictable regular business cycles run by bureaucracies. The rise of the web leads to global markets, unpredictable, short cycles of business and new organisations – inc startups We typed our property searches into a keyboard We searched by touching the screen on a mobile device. We ask our devices for information – some is pushed to us by algorithms. Property related data is pushed to us on wearable devices based on known needs Volatility Uncertainty Complexity Ambiguity VUCA LIFE DATA becomes the new oil Organisations begin to change shape – global giants get focused on profitable, local markets. Agility becomes a key capability.
  5. 5. All that we learn from history, is that we don’t learn from history (Sir John Bagot Glubb, 1970) © estate of Peter Keen / National Portrait Gallery, London
  6. 6. 13 Loop of despair 1. Management Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth 4. Lean & Agile Operations Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn. 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 3. Invention Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.
  7. 7. Kaizen and the other thing The passing of time %Growth
  8. 8. 15 Netflix did not kill Blockbuster, ridiculous late fees and lack of choice did. Uber is not killing taxis, decades of dispatcher lies, cabcharge rorts and ancient fleets are. Spotify and Apple didn’t kill the music industry, being forced to buy whole albums did. Amazon isn’t killing retailers, poor customer service and choice is. Technology by itself is not the disrupter. Not being customer-centric is the biggest threat to any business. (After Alberto Brea, Ogilivy Worldwide)
  9. 9. 16 Loop of despair 1. Management Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth 4. Lean & Agile Operations Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn. 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 3. Invention Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.
  10. 10. 17 System of Work Lean & Agile methods Squads Planning Visualisation People Purpose Culture Engagement Organisation Values WorkplaceTeam neighbourhoods
  11. 11. 18 Loop of despair 1. Management Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth 4. Lean & Agile Operations Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn. 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 3. Invention Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.
  12. 12. Visualised work Prioritised work Owned work Daily conversation Reflect on the system of work
  13. 13. 20 Loop of despair 1. Management Organisational health Strategy, purpose, values. Organisation structure. Productivity. Building diversity of thinking Building scale and managing growth 4. Lean & Agile Operations Good factory operations (4S) Hardwire the customer’s voice. Be responsive to change. Value, flow and waste focus. Kaizen Test & Learn. 2. Resilience Individual, team and organisation Bouncebackability & Recovery. Grit and Longevity People + System of Work + Place. 3. Invention Causes growth, and the need to re-evaluate the management model… Rolls up into broader organisational capability. Makes it a safe environment for experimentation. Ensure your ideas find a place to be owned and executed.
  14. 14. DALTON’S ASPIRATIONAL AXIOM “Because I heard the managers were awesome”
  15. 15. “ T h e o n l y t h i n g m o r e d i f f i c u l t t h a n s t a r t i n g s o m e t h i n g n e w i n a n o r g a n i s a t i o n , i s s t o p p i n g s o m e t h i n g o l d ” Russell Ackoff, Systems Thinker

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