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Implementing Exponential
Accelerators at Scale
by Rich Reba
President, AccelRR8 Consortium Non-Profit and AccelRR8 LLC
Rich.Reba@AccelRR8.com | http://linkedin.com/in/richreba |
http://medium.com/@rreba3
Implementing Accelerators of Exponential Success at
• In one of my first stories, I wrote about how I
uncovered the secret of AI-powered exponential
accelerators while navigating the hurricane that was
the CSC and HP-E merger as the first Portfolio
Executive / Chief Product Officer of DXC
Technology.
• In a subsequent story I explained that each
exponential accelerator is a technique, grounded in
mathematics, that translates linear changes in
production inputs into exponential changes in
outputs and/or outcomes, as expressed in a
transformation equation which serves as its
mathematical basis.
• Many techniques can produce linear benefits as
inputs change, but precious few produce
exponential benefits.
https://blog.ucsusa.org/doug-boucher/world-population-
growth-exponential/
Implementing Accelerators of Exponential Success at
• After a long chat I had with ChatGPT4, its AI
summarized the rationale and mathematical basis
for each exponential accelerator. The four AI-
powered exponential accelerators are listed in the
first 4 rows of the table shown to the right. The
fifth row is AI itself, which is an “accelerator of
accelerators”.
• While these accelerators provide exponential
benefits, implementing them at enterprise scale is
not easy. The rightmost columns summarize the
key challenges, as well as the solutions that must
be implemented to overcome each challenge.
• I’ll dive deeper into implementing each
exponential accelerator at scale in subsequent
slides.
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value
with each New
Member
Organizational
and Technology
Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI,
Value, Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
Implementing Accelerators of Exponential Success at
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value with
each New Member
Organizational and
Technology Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-Teams
Learning
Exponential Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI, Value,
Ideas, and Productivity
Skills and
Expertise
Experimentation
and Practice
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• Anyone fortunate enough to be able to invest a little money in a savings account understands the
value of compounding interest over many days, months, or even years.
• Substituting an individual investor with an enterprise and a savings account with an investment in
innovation over many months, quarters, or years may yield exponential returns on that investment
due to compounding innovation.
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized compounding
innovation in this way:
— **Rationale**: Continuous reinvestment of returns fuels further growth by compounding
improvements and innovations over time, enabling the scaling of operations and revenues.
— **Mathematical Basis**: Compound growth formula, (A = P(1 + r)^n), where the gains from one
period serve as the principal for the next, leading to exponential growth.
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• Of course, realizing exponential returns from investments in innovation at
scale is MUCH riskier than investments in a savings account.
• Gene Kim bestselling author of seminal works such as The Phoenix
Project, boils the challenge down to implementing the Three Ways of
DevOps:
o maximizing the FLOW of value from innovators to customers,
o amplifying FEEDBACK loops from customers to innovators, and
o having a culture of continuous learning and experimentation.
• Gene reiterated these points in a slideshare titled “Why Everyone Needs
DevOps Now”.
1. Implementing Compounding Innovation at Scale
https://medium.com/@XebiaLabs/trackin
g-the-dev-qa-cycle-with-xl-release-
a0357d5f5b4a
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• So, if every enterprise’s challenge to getting exponential returns
from compounding innovation at scale boils down to FLOW of value
and customer FEEDBACK,
• then every enterprise needs an effective process to maximize flow
and feedback.
1. Implementing Compounding Innovation at Scale
https://medium.com/@XebiaLabs/trackin
g-the-dev-qa-cycle-with-xl-release-
a0357d5f5b4a
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• Historically innovation, which (by definition) produces change,
was managed through projects, which (by definition) implement
the change from a start point to an end point.
• However, innovation doesn’t have an end point. Enterprises
must continuously “innovate or die” according to Peter Drucker.
1. Implementing Compounding Innovation at Scale
https://medium.com/@fayaz_king/inn
ovation-the-cornerstone-of-modern-
business-survival-8c62f2f90908
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• A paradigm shift away from project-based innovation began at
the dawn of the new millennium with the Agile Manifesto,
• continued through the 2010’s with the DevOps movement,
• and has now culminated in a new product-based paradigm.
1. Implementing Compounding Innovation at Scale
https://kanbanzone.com/resources
/agile/
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• I was present recently when a Gartner executive asked a
Fortune 500 IT services CIO what their top priority was, and his
response was simply “Project-to-Product”.
• This phrase is the name used in the industry for this new
product-based paradigm, reinforced by Mik Kersten who
wrote a bestselling book on the subject.
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• So, the solution for overcoming the challenge of FLOW and FEEDBACK at scale is effective
Product Management.
• This has proven difficult for many enterprises accustomed to producing goods such as software
products.
• It is exceptionally difficult for enterprises who provide consulting and other professional services.
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• Many Fortune 500 IT services executives have said in my
presence: “we’re a services company, not a product
company”.
• This makes sense when you think of products as
synonymous with goods as is often the case in the IT
services industry.
• However, one learns in Economics 101 that products include
goods, ideas, and services.
1. Implementing Compounding Innovation at Scale
https://slideplayer.com/slide/9404098
/
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential
Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
• Yet service providers, like all enterprises, must “innovate or die”, and so they too MUST implement
effective Product Management at scale.
• However, lower margins and differences in the innovation required means Lean Product
Management is most effective for service providers,
• which in the technology industry include IT services companies and, also, internal IT organizations
organic in all enterprises.
1. Implementing Compounding Innovation at Scale
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-Teams
Learning
Exponential Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI, Value,
Ideas, and Productivity
Skills and
Expertise
Experimentation
and Practice
2. Implementing Network Effects at Scale
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• If you use the popular professional networking site LinkedIn,
you understand the value of network effects.
• Why aren’t there other professional networking sites?
Because it’s so hard for another provider to create value
sufficient to entice a critical mass of professionals to switch to
their site.
• Why? Because everyone is already on LinkedIn.
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized network
effects in this way:
— **Rationale**: Increases in users or participants in a network increase the value of the network for
each user, promoting user acquisition and engagement.
— **Mathematical Basis**: Metcalfe’s Law, represented by the value (V) of a network being
proportional to the square of the number of connected users (n), or (V propto n²).
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• Network effects are everywhere. Consumers use Amazon
because it allows them to easily buy nearly every consumer
item that can be supplied.
• Consumers use Facebook because most of their friends and
family members also use Facebook.
• Businesses use Microsoft Office365 because they can easily
share documents with other businesses who also use
Microsoft Office365.
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• Enterprises who successfully create and leverage network
effects across their customer, employee, and/or partner
ecosystems enjoy competitive advantage because they are
creating exponential value for each participant in their
networks.
• This in turn has the potential to generate exponentially better
products, services, financial returns, and inspiration.
• Enterprises have many options for generating network effects
at scale. According to The Network Effects Manual on
nfx.com, there are 16 kinds of network effects (right and next
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• Because the value of a network increases exponentially with
each new participant, the network yields true competitive
advantage when the number of participants gets very large.
• Assuming the network has an inherently attractive value
proposition (e.g., easily share feedback and ideas for product
enhancements that result in happier customers and
employees),
• enterprises must break down technological and organizational
silos so that the network can become very large.
https://www.tibco.com/blog/2012/03/09/beware
-the-business-silos-funny-cartoons-how-
enterprise-social-helps/
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• Very large networks depend on technology platforms for communication among network
participants.
• The easier it is to communicate with other participants, the stronger the network’s value
proposition.
• Unfortunately, complex enterprises often have organizational and technology silos that make it
hard for potential network participants to communicate.
• This is true for various reasons including acquisitions, joint ventures, security and regulatory
policies, etc.
Accelerator Benefit Challenge Solution
Network
Effects
Exponential Value
with
each New Member
Organizational
and
Technology Silos
Collaboration
Platforms
2. Implementing Network Effects at Scale
• Maximizing competitive advantage due to network effects requires enterprises to identify the most
important networks they provide and/or depend on.
• Then, for each network use case, enterprises must select a single technology platform for
communication and collaboration among network participants.
• Disjointed collaboration platforms result in multiple smaller networks which each have
exponentially less value than one larger network would have.
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value with
each New Member
Organizational and
Technology Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-Teams
Learning
Exponential Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI, Value,
Ideas, and Productivity
Skills and
Expertise
Experimentation
and Practice
3. Implementing Viral Ideation at Scale
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• Everyone in the world viscerally understands viral growth having just
lived through the COVID-19 pandemic.
• We all watched in horror as the virus spread from one infected
individual to millions all over the world in just a matter of weeks.
• This is because one infected person infected multiple people, who in
turn infected multiple people and so on, causing exponential growth in
the number of people infected.
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• While nobody wants viral diseases, we all (often, but not
always) benefit when ideas spread virally throughout the
networks to which we are connected.
• News of the pandemic spread faster than the disease itself,
helping us to prepare for it.
• As they began to treat infected patients, the medical
community shared their learnings with one another,
ultimately improving patient outcomes. Wikipedia: COVID-19 pandemic
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized viral ideation in
this way:
— **Rationale**: Rapid and broad sharing among individuals through word of mouth and social
networks, leading to user base expansion, enhanced brand awareness, and reduced customer
acquisition costs.
— **Mathematical Basis**: Exponential growth models like (N(t) = N_0 cdot e^{(r cdot t)}), where a
viral coefficient greater than one can lead to exponential user base growth.
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• Viral ideation depends on networks but is different than network effects.
• Whereas network effects create exponential value with each new
participant over the long term, viral ideation creates exponential value
in the short term because of the speed viral ideas propagate throughout
the network.
• As such, viral ideation throughout a very large ecosystem of customers,
employees, and partners has the potential to greatly accelerate
learning, innovation, and financial returns
https://readwrite.com/virality-math-
formula/
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• John Elman identified The Five Types of Virality, all of which
are applicable to viral ideation.
• We’ve all experienced ideas that have gone viral through:
o Word of Mouth (e.g., “Google It”),
o Invitations to Participate (e.g., LinkedIn),
o Fun to Share (e.g., Ice Bucket Challenge), and
o Demonstrations (e.g., Shared Pinterest Boards).
• These four types of virality work because the network
participants are compelled to share their ideas.
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• The key challenge to viral ideation in complex enterprise
ecosystems is fear and insecurity.
• After all, sharing ideas with your name attached to 100,000 or
more professionals can be risky.
• What if it ends up being perceived as a bad idea? Livelihoods
depend on good reputations.
https://twitter.com/darrenrovell/status/15729760
8287719424
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• Fear of sharing ideas is often due to a perception, fair or unfair,
of the enterprise as having what Westrum referred to as a
Pathological or Bureaucratic culture, as shown to the right on on
the next slide.
• In such cultures, messengers are either shot or neglected, and
bridging (across silos) is either discouraged or tolerated.
Source:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1765804/pdf/v013p0ii22.pdf
Accelerator Benefit Challenge Solution
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
3. Implementing Viral Ideation at Scale
• The solution for overcoming fear of sharing ideas is to
reward network participants for sharing.
• This is the fifth type of virality: Incentivized Word-of-Mouth.
• Incentives need not be limited to monetary rewards,
although that certainly helps.
• Authentic encouragement and recognition by managers
and peers are also great incentives.
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value with
each New Member
Organizational and
Technology Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI, Value,
Ideas, and Productivity
Skills and
Expertise
Experimentation
and Practice
4. Implementing Agile Team-of-Teams Learning at Scale
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• If you have a pulse, it races when you marvel at a well-trained
team doing things you didn’t think human beings could do.
• Whether it’s the:
o Red Bull team completing a pit stop in 2.10 seconds flat,
o Chiefs winning the super bowl for the 2nd straight year, or
o Hawkeyes’ relentless march to the NCAA women’s
championships,
• well-trained teams inspire us to aspire.
https://www.gpblog.com/en/news/69324/red-bull-
are-pioneers-they-have-found-a-way-for-
insanely-fast-pit-stops.html
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• While individual prowess plays an important role in teams, even
the best individual players are no match against well-trained
teams.
• Teams outperform individuals because they have also mastered
how to use their skills collectively to accomplish their shared
goals.
• With teams as with individuals, the more you learn the better you
get — and the faster you learn the faster you get better.
• The best teams outperform other teams because they learn more,
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized agile team-of-
teams learning in this way:
— **Rationale**: Enhances speed, flexibility, and collaboration, optimizing the software development
lifecycle, reducing time-to-market, and enabling rapid adaptations to market needs.
— **Mathematical Basis**: Conceptualized through principles of efficiency, optimization, and enhanced
productivity, with improvements in one cycle serving as the base for the next, akin to iterative functions
like (O_{n+1} = O_n + Δ).
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• The reason team learning is exponential is because it’s a form of
compounding.
• Team productivity is a function of team knowledge / skill. When a
team learns it acquires new knowledge which enhances its
productivity.
• Each team learning cycle increases its productivity.
• Shorter learning cycles increases the rate of compounding, which
accelerates productivity improvements exponentially.
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• Complex enterprises understand the benefit of agile teams but
have struggled to scale those benefits.
• Often, they have deployed many agile teams, but struggle to
unlock exponential productivity improvements.
• Just as the best individuals are no match against well-trained
teams, the best teams are no match against well-trained teams of
teams.
• The challenge complex enterprises face is misalignment among
all the agile teams they have deployed.
https://www.linkedin.com/pulse/building-high-
potential-agile-teams-misaligned-mike-depaoli/
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• This is the challenge General Stanley McChrystal faced when in
2003 he led the Joint Special Operations Task Force in Iraq.
• In his book Team of Teams, Gen. McChrystal explained how
coalition forces were failing against Al Qaeda in Iraq
• despite having an overwhelming force consisting of a vast
numbers of military teams at their disposal.
• Before the coalition could plan and decide on a course of action,
AQI’s fluid team of teams had already adapted.
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• McChrystal’s solution has since evolved into the Team of Teams
framework, which involves four key competencies which fuel
individual, team, and hence organizational success, including:
o Trust,
o Common Purpose,
o Shared Consciousness, and
o Empowered Execution.
• These competencies are much easier to gain in individual agile
teams and small businesses than in complex enterprises, which
require trained practitioners. https://www.mcchrystalgroup.com/capabilities/t
eam-of-teams
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• Many frameworks for implementing agile-at-scale have evolved in
response to this challenge. Nimble has identified 6 including:
• the Scaled Agile Framework (SAFe),
• Scrum of Scrums (SoS),
• Large Scale Scrum (LeSS),
• Nexus,
• Disciplined Agile (DA), and
• Enterprise Kanban.
• The Spotify Engineering Model is also often used
The Spotify Engineering Model
Accelerator Benefit Challenge Solution
Agile Team-of-
Teams
Learning
Exponential
Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
4. Implementing Agile Team-of-Teams Learning at Scale
• Of these, my personal favorite is the Scaled Agile Framework
(SAFe) because it is widely deployed, its methodology is free to
read and use, millions have been trained in the various SAFe
roles, its comprehensive, and it is continually evolving using itself
• Regardless of the framework used, it’s important not to get caught
up in all the jargon or try to use all of it just for the sake of using it.
• The important thing is to train practitioners on how to align the
activities across agile teams so that they become a team-of-
teams, unlocking exponential productivity improvements for the
enterprise.
Accelerator Benefit Challenge Solution
Compounding
Innovation
Exponential Returns
on Investment
Flow of Value and
Customer Feedback
Lean Product
Management
Network
Effects
Exponential Value with
each New Member
Organizational and
Technology Silos
Collaboration
Platforms
Viral
Ideation
Rapid, Widespread
Sharing of Ideas
Fear and
Insecurity
Rewards for
Participation
Agile Team-of-Teams
Learning
Exponential Productivity
Improvement
Misalignment
Among Teams
Trained
Practitioners
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• It’s an understatement to say AI is hard to wrap your arms around. The scope of AI and its
potential impact on humanity is vast. It’s easier to list things AI doesn’t impact than things it does.
• Not surprisingly then, AI in the context of this series is an accelerator of the other four accelerators.
• It is possible to implement the other four accelerators we’ve discussed without AI. But — WHY???
• Unless there are ethical reasons (very likely in fact) or regulatory reasons (probably not yet), AI is
likely to exponentially boost the others’ already-exponential benefits.
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• (For now, at least) AI is a tool that, by definition, enhances and/or
augments human productivity.
• It does that specifically by shortening the cycle time people (and
teams, and teams-of-teams) need to learn something.
• The way this works is people need to learn something that would be
very time consuming (or impossible) to learn themselves, so they train
an AI to learn it instead (or use an already-trained AI), then the people
use the AI.
https://www.aarp.org/work/careers/
automation-technology-work
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• From this it’s immediately obvious how AI boosts the other four
exponential accelerators.
• With greater knowledge at a given point in time:
o innovation is faster and more effective,
o networks are more valuable,
o good ideas originate and get routed through networks more
quickly,
o and teams-of-teams learn more, faster.
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• What’s less obvious is how AI itself helps boost the other accelerators exponentially.
• This has to do with the fact that AI is trained in multiple learning cycles, and so AI learning is a
form of compounding in the same way as individual person, team, and team-of-team learning.
• AI productivity is a function of its initial knowledge. When AI learns it acquires new knowledge
which enhances its productivity. Each AI learning cycle increases its productivity.
• AI learning cycles are typically much shorter than human learning cycles, and shorter cycles
increase the rate of compounding, accelerating productivity improvements exponentially.
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• The key challenge enterprises have tapping into AI’s full potential is
scarce AI skills and expertise, and AI itself is not yet capable of
filling this gap.
• The solution for now is Gene Kim’s Third Way of Devops, which is
creating a Culture of Continuous Learning and Experimentation.
• Because AI has the potential to help literally everyone, it is in every
enterprise’s interests to help everyone learn to use AI to help
themselves.
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• For some this means learning prompts that yield the most helpful
answers from Generative AI applications such as ChatGPT4.
• For others, this means encouraging education about AI and
Machine Learning (ML) so they can interact with data scientists and
their teams.
• For many, it means experimenting with AI/ML tools, models, and
data available via open source or proprietary to their organization.
https://communities.sas.com/t5/
SAS-Communities-Library/Where-
does-GenAI-fit-within-the-AI-
landscape/ta-p/915000
Accelerator Benefit Challenge Solution
Artificial
Intelligence
Accelerate ROI,
Value,
Ideas, and
Productivity
Skills and
Expertise
Experimentation
and Practice
5. Implementing Artificial Intelligence at Scale
• Finally, enterprises should implement the other four exponential accelerators, if only because
doing so will accelerate their ability to use AI (which of course means boosting the other
accelerators!).
o Startup Lean Product Management to ignite Compounding Innovation around AI,
o Deploy a Collaboration Platform to create Network Effects around an AI innovation
community,
o Reward Participation in Viral Ideation within that community, and
o Train Practitioners to Align Teams and ignite Agile Team-of-Teams Learning about AI.
5. Implementing Artificial Intelligence at Scale
and Practice, Practice, Practice!

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Implementing Exponential Accelerators.pptx

  • 1. Implementing Exponential Accelerators at Scale by Rich Reba President, AccelRR8 Consortium Non-Profit and AccelRR8 LLC Rich.Reba@AccelRR8.com | http://linkedin.com/in/richreba | http://medium.com/@rreba3
  • 2. Implementing Accelerators of Exponential Success at • In one of my first stories, I wrote about how I uncovered the secret of AI-powered exponential accelerators while navigating the hurricane that was the CSC and HP-E merger as the first Portfolio Executive / Chief Product Officer of DXC Technology. • In a subsequent story I explained that each exponential accelerator is a technique, grounded in mathematics, that translates linear changes in production inputs into exponential changes in outputs and/or outcomes, as expressed in a transformation equation which serves as its mathematical basis. • Many techniques can produce linear benefits as inputs change, but precious few produce exponential benefits. https://blog.ucsusa.org/doug-boucher/world-population- growth-exponential/
  • 3. Implementing Accelerators of Exponential Success at • After a long chat I had with ChatGPT4, its AI summarized the rationale and mathematical basis for each exponential accelerator. The four AI- powered exponential accelerators are listed in the first 4 rows of the table shown to the right. The fifth row is AI itself, which is an “accelerator of accelerators”. • While these accelerators provide exponential benefits, implementing them at enterprise scale is not easy. The rightmost columns summarize the key challenges, as well as the solutions that must be implemented to overcome each challenge. • I’ll dive deeper into implementing each exponential accelerator at scale in subsequent slides.
  • 4. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice Implementing Accelerators of Exponential Success at
  • 5. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of-Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 1. Implementing Compounding Innovation at Scale
  • 6. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • Anyone fortunate enough to be able to invest a little money in a savings account understands the value of compounding interest over many days, months, or even years. • Substituting an individual investor with an enterprise and a savings account with an investment in innovation over many months, quarters, or years may yield exponential returns on that investment due to compounding innovation. 1. Implementing Compounding Innovation at Scale
  • 7. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized compounding innovation in this way: — **Rationale**: Continuous reinvestment of returns fuels further growth by compounding improvements and innovations over time, enabling the scaling of operations and revenues. — **Mathematical Basis**: Compound growth formula, (A = P(1 + r)^n), where the gains from one period serve as the principal for the next, leading to exponential growth. 1. Implementing Compounding Innovation at Scale
  • 8. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • Of course, realizing exponential returns from investments in innovation at scale is MUCH riskier than investments in a savings account. • Gene Kim bestselling author of seminal works such as The Phoenix Project, boils the challenge down to implementing the Three Ways of DevOps: o maximizing the FLOW of value from innovators to customers, o amplifying FEEDBACK loops from customers to innovators, and o having a culture of continuous learning and experimentation. • Gene reiterated these points in a slideshare titled “Why Everyone Needs DevOps Now”. 1. Implementing Compounding Innovation at Scale https://medium.com/@XebiaLabs/trackin g-the-dev-qa-cycle-with-xl-release- a0357d5f5b4a
  • 9. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • So, if every enterprise’s challenge to getting exponential returns from compounding innovation at scale boils down to FLOW of value and customer FEEDBACK, • then every enterprise needs an effective process to maximize flow and feedback. 1. Implementing Compounding Innovation at Scale https://medium.com/@XebiaLabs/trackin g-the-dev-qa-cycle-with-xl-release- a0357d5f5b4a
  • 10. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • Historically innovation, which (by definition) produces change, was managed through projects, which (by definition) implement the change from a start point to an end point. • However, innovation doesn’t have an end point. Enterprises must continuously “innovate or die” according to Peter Drucker. 1. Implementing Compounding Innovation at Scale https://medium.com/@fayaz_king/inn ovation-the-cornerstone-of-modern- business-survival-8c62f2f90908
  • 11. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • A paradigm shift away from project-based innovation began at the dawn of the new millennium with the Agile Manifesto, • continued through the 2010’s with the DevOps movement, • and has now culminated in a new product-based paradigm. 1. Implementing Compounding Innovation at Scale https://kanbanzone.com/resources /agile/
  • 12. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • I was present recently when a Gartner executive asked a Fortune 500 IT services CIO what their top priority was, and his response was simply “Project-to-Product”. • This phrase is the name used in the industry for this new product-based paradigm, reinforced by Mik Kersten who wrote a bestselling book on the subject. 1. Implementing Compounding Innovation at Scale
  • 13. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • So, the solution for overcoming the challenge of FLOW and FEEDBACK at scale is effective Product Management. • This has proven difficult for many enterprises accustomed to producing goods such as software products. • It is exceptionally difficult for enterprises who provide consulting and other professional services. 1. Implementing Compounding Innovation at Scale
  • 14. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • Many Fortune 500 IT services executives have said in my presence: “we’re a services company, not a product company”. • This makes sense when you think of products as synonymous with goods as is often the case in the IT services industry. • However, one learns in Economics 101 that products include goods, ideas, and services. 1. Implementing Compounding Innovation at Scale https://slideplayer.com/slide/9404098 /
  • 15. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management • Yet service providers, like all enterprises, must “innovate or die”, and so they too MUST implement effective Product Management at scale. • However, lower margins and differences in the innovation required means Lean Product Management is most effective for service providers, • which in the technology industry include IT services companies and, also, internal IT organizations organic in all enterprises. 1. Implementing Compounding Innovation at Scale
  • 16. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of-Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 2. Implementing Network Effects at Scale
  • 17. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • If you use the popular professional networking site LinkedIn, you understand the value of network effects. • Why aren’t there other professional networking sites? Because it’s so hard for another provider to create value sufficient to entice a critical mass of professionals to switch to their site. • Why? Because everyone is already on LinkedIn.
  • 18. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized network effects in this way: — **Rationale**: Increases in users or participants in a network increase the value of the network for each user, promoting user acquisition and engagement. — **Mathematical Basis**: Metcalfe’s Law, represented by the value (V) of a network being proportional to the square of the number of connected users (n), or (V propto n²).
  • 19. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • Network effects are everywhere. Consumers use Amazon because it allows them to easily buy nearly every consumer item that can be supplied. • Consumers use Facebook because most of their friends and family members also use Facebook. • Businesses use Microsoft Office365 because they can easily share documents with other businesses who also use Microsoft Office365.
  • 20. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • Enterprises who successfully create and leverage network effects across their customer, employee, and/or partner ecosystems enjoy competitive advantage because they are creating exponential value for each participant in their networks. • This in turn has the potential to generate exponentially better products, services, financial returns, and inspiration. • Enterprises have many options for generating network effects at scale. According to The Network Effects Manual on nfx.com, there are 16 kinds of network effects (right and next
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  • 22. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • Because the value of a network increases exponentially with each new participant, the network yields true competitive advantage when the number of participants gets very large. • Assuming the network has an inherently attractive value proposition (e.g., easily share feedback and ideas for product enhancements that result in happier customers and employees), • enterprises must break down technological and organizational silos so that the network can become very large. https://www.tibco.com/blog/2012/03/09/beware -the-business-silos-funny-cartoons-how- enterprise-social-helps/
  • 23. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • Very large networks depend on technology platforms for communication among network participants. • The easier it is to communicate with other participants, the stronger the network’s value proposition. • Unfortunately, complex enterprises often have organizational and technology silos that make it hard for potential network participants to communicate. • This is true for various reasons including acquisitions, joint ventures, security and regulatory policies, etc.
  • 24. Accelerator Benefit Challenge Solution Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms 2. Implementing Network Effects at Scale • Maximizing competitive advantage due to network effects requires enterprises to identify the most important networks they provide and/or depend on. • Then, for each network use case, enterprises must select a single technology platform for communication and collaboration among network participants. • Disjointed collaboration platforms result in multiple smaller networks which each have exponentially less value than one larger network would have.
  • 25. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of-Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 3. Implementing Viral Ideation at Scale
  • 26. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • Everyone in the world viscerally understands viral growth having just lived through the COVID-19 pandemic. • We all watched in horror as the virus spread from one infected individual to millions all over the world in just a matter of weeks. • This is because one infected person infected multiple people, who in turn infected multiple people and so on, causing exponential growth in the number of people infected.
  • 27. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • While nobody wants viral diseases, we all (often, but not always) benefit when ideas spread virally throughout the networks to which we are connected. • News of the pandemic spread faster than the disease itself, helping us to prepare for it. • As they began to treat infected patients, the medical community shared their learnings with one another, ultimately improving patient outcomes. Wikipedia: COVID-19 pandemic
  • 28. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized viral ideation in this way: — **Rationale**: Rapid and broad sharing among individuals through word of mouth and social networks, leading to user base expansion, enhanced brand awareness, and reduced customer acquisition costs. — **Mathematical Basis**: Exponential growth models like (N(t) = N_0 cdot e^{(r cdot t)}), where a viral coefficient greater than one can lead to exponential user base growth.
  • 29. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • Viral ideation depends on networks but is different than network effects. • Whereas network effects create exponential value with each new participant over the long term, viral ideation creates exponential value in the short term because of the speed viral ideas propagate throughout the network. • As such, viral ideation throughout a very large ecosystem of customers, employees, and partners has the potential to greatly accelerate learning, innovation, and financial returns https://readwrite.com/virality-math- formula/
  • 30. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • John Elman identified The Five Types of Virality, all of which are applicable to viral ideation. • We’ve all experienced ideas that have gone viral through: o Word of Mouth (e.g., “Google It”), o Invitations to Participate (e.g., LinkedIn), o Fun to Share (e.g., Ice Bucket Challenge), and o Demonstrations (e.g., Shared Pinterest Boards). • These four types of virality work because the network participants are compelled to share their ideas.
  • 31. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • The key challenge to viral ideation in complex enterprise ecosystems is fear and insecurity. • After all, sharing ideas with your name attached to 100,000 or more professionals can be risky. • What if it ends up being perceived as a bad idea? Livelihoods depend on good reputations. https://twitter.com/darrenrovell/status/15729760 8287719424
  • 32. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • Fear of sharing ideas is often due to a perception, fair or unfair, of the enterprise as having what Westrum referred to as a Pathological or Bureaucratic culture, as shown to the right on on the next slide. • In such cultures, messengers are either shot or neglected, and bridging (across silos) is either discouraged or tolerated.
  • 34. Accelerator Benefit Challenge Solution Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation 3. Implementing Viral Ideation at Scale • The solution for overcoming fear of sharing ideas is to reward network participants for sharing. • This is the fifth type of virality: Incentivized Word-of-Mouth. • Incentives need not be limited to monetary rewards, although that certainly helps. • Authentic encouragement and recognition by managers and peers are also great incentives.
  • 35. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 4. Implementing Agile Team-of-Teams Learning at Scale
  • 36. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • If you have a pulse, it races when you marvel at a well-trained team doing things you didn’t think human beings could do. • Whether it’s the: o Red Bull team completing a pit stop in 2.10 seconds flat, o Chiefs winning the super bowl for the 2nd straight year, or o Hawkeyes’ relentless march to the NCAA women’s championships, • well-trained teams inspire us to aspire. https://www.gpblog.com/en/news/69324/red-bull- are-pioneers-they-have-found-a-way-for- insanely-fast-pit-stops.html
  • 37. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • While individual prowess plays an important role in teams, even the best individual players are no match against well-trained teams. • Teams outperform individuals because they have also mastered how to use their skills collectively to accomplish their shared goals. • With teams as with individuals, the more you learn the better you get — and the faster you learn the faster you get better. • The best teams outperform other teams because they learn more,
  • 38. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale In my session with OpenAI’s ChatGPT4 on exponential accelerators, its AI summarized agile team-of- teams learning in this way: — **Rationale**: Enhances speed, flexibility, and collaboration, optimizing the software development lifecycle, reducing time-to-market, and enabling rapid adaptations to market needs. — **Mathematical Basis**: Conceptualized through principles of efficiency, optimization, and enhanced productivity, with improvements in one cycle serving as the base for the next, akin to iterative functions like (O_{n+1} = O_n + Δ).
  • 39. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • The reason team learning is exponential is because it’s a form of compounding. • Team productivity is a function of team knowledge / skill. When a team learns it acquires new knowledge which enhances its productivity. • Each team learning cycle increases its productivity. • Shorter learning cycles increases the rate of compounding, which accelerates productivity improvements exponentially.
  • 40. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • Complex enterprises understand the benefit of agile teams but have struggled to scale those benefits. • Often, they have deployed many agile teams, but struggle to unlock exponential productivity improvements. • Just as the best individuals are no match against well-trained teams, the best teams are no match against well-trained teams of teams. • The challenge complex enterprises face is misalignment among all the agile teams they have deployed. https://www.linkedin.com/pulse/building-high- potential-agile-teams-misaligned-mike-depaoli/
  • 41. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • This is the challenge General Stanley McChrystal faced when in 2003 he led the Joint Special Operations Task Force in Iraq. • In his book Team of Teams, Gen. McChrystal explained how coalition forces were failing against Al Qaeda in Iraq • despite having an overwhelming force consisting of a vast numbers of military teams at their disposal. • Before the coalition could plan and decide on a course of action, AQI’s fluid team of teams had already adapted.
  • 42. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • McChrystal’s solution has since evolved into the Team of Teams framework, which involves four key competencies which fuel individual, team, and hence organizational success, including: o Trust, o Common Purpose, o Shared Consciousness, and o Empowered Execution. • These competencies are much easier to gain in individual agile teams and small businesses than in complex enterprises, which require trained practitioners. https://www.mcchrystalgroup.com/capabilities/t eam-of-teams
  • 43. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • Many frameworks for implementing agile-at-scale have evolved in response to this challenge. Nimble has identified 6 including: • the Scaled Agile Framework (SAFe), • Scrum of Scrums (SoS), • Large Scale Scrum (LeSS), • Nexus, • Disciplined Agile (DA), and • Enterprise Kanban. • The Spotify Engineering Model is also often used The Spotify Engineering Model
  • 44. Accelerator Benefit Challenge Solution Agile Team-of- Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners 4. Implementing Agile Team-of-Teams Learning at Scale • Of these, my personal favorite is the Scaled Agile Framework (SAFe) because it is widely deployed, its methodology is free to read and use, millions have been trained in the various SAFe roles, its comprehensive, and it is continually evolving using itself • Regardless of the framework used, it’s important not to get caught up in all the jargon or try to use all of it just for the sake of using it. • The important thing is to train practitioners on how to align the activities across agile teams so that they become a team-of- teams, unlocking exponential productivity improvements for the enterprise.
  • 45. Accelerator Benefit Challenge Solution Compounding Innovation Exponential Returns on Investment Flow of Value and Customer Feedback Lean Product Management Network Effects Exponential Value with each New Member Organizational and Technology Silos Collaboration Platforms Viral Ideation Rapid, Widespread Sharing of Ideas Fear and Insecurity Rewards for Participation Agile Team-of-Teams Learning Exponential Productivity Improvement Misalignment Among Teams Trained Practitioners Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale
  • 46. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • It’s an understatement to say AI is hard to wrap your arms around. The scope of AI and its potential impact on humanity is vast. It’s easier to list things AI doesn’t impact than things it does. • Not surprisingly then, AI in the context of this series is an accelerator of the other four accelerators. • It is possible to implement the other four accelerators we’ve discussed without AI. But — WHY??? • Unless there are ethical reasons (very likely in fact) or regulatory reasons (probably not yet), AI is likely to exponentially boost the others’ already-exponential benefits.
  • 47. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • (For now, at least) AI is a tool that, by definition, enhances and/or augments human productivity. • It does that specifically by shortening the cycle time people (and teams, and teams-of-teams) need to learn something. • The way this works is people need to learn something that would be very time consuming (or impossible) to learn themselves, so they train an AI to learn it instead (or use an already-trained AI), then the people use the AI. https://www.aarp.org/work/careers/ automation-technology-work
  • 48. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • From this it’s immediately obvious how AI boosts the other four exponential accelerators. • With greater knowledge at a given point in time: o innovation is faster and more effective, o networks are more valuable, o good ideas originate and get routed through networks more quickly, o and teams-of-teams learn more, faster.
  • 49. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • What’s less obvious is how AI itself helps boost the other accelerators exponentially. • This has to do with the fact that AI is trained in multiple learning cycles, and so AI learning is a form of compounding in the same way as individual person, team, and team-of-team learning. • AI productivity is a function of its initial knowledge. When AI learns it acquires new knowledge which enhances its productivity. Each AI learning cycle increases its productivity. • AI learning cycles are typically much shorter than human learning cycles, and shorter cycles increase the rate of compounding, accelerating productivity improvements exponentially.
  • 50. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • The key challenge enterprises have tapping into AI’s full potential is scarce AI skills and expertise, and AI itself is not yet capable of filling this gap. • The solution for now is Gene Kim’s Third Way of Devops, which is creating a Culture of Continuous Learning and Experimentation. • Because AI has the potential to help literally everyone, it is in every enterprise’s interests to help everyone learn to use AI to help themselves.
  • 51. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • For some this means learning prompts that yield the most helpful answers from Generative AI applications such as ChatGPT4. • For others, this means encouraging education about AI and Machine Learning (ML) so they can interact with data scientists and their teams. • For many, it means experimenting with AI/ML tools, models, and data available via open source or proprietary to their organization. https://communities.sas.com/t5/ SAS-Communities-Library/Where- does-GenAI-fit-within-the-AI- landscape/ta-p/915000
  • 52. Accelerator Benefit Challenge Solution Artificial Intelligence Accelerate ROI, Value, Ideas, and Productivity Skills and Expertise Experimentation and Practice 5. Implementing Artificial Intelligence at Scale • Finally, enterprises should implement the other four exponential accelerators, if only because doing so will accelerate their ability to use AI (which of course means boosting the other accelerators!). o Startup Lean Product Management to ignite Compounding Innovation around AI, o Deploy a Collaboration Platform to create Network Effects around an AI innovation community, o Reward Participation in Viral Ideation within that community, and o Train Practitioners to Align Teams and ignite Agile Team-of-Teams Learning about AI.
  • 53. 5. Implementing Artificial Intelligence at Scale and Practice, Practice, Practice!