InterestED Framework - Aditya Yadav
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The document discusses running an agile Fortune 500 company with 200 divisions across 40 countries and 25,000 employees. It suggests keeping things simple by starting with structured documentation to research and honestly analyze relationships with customers, employees, partners and other stakeholders over the short, mid and long term. This includes establishing entry, sustaining, "give up but stay" and exit criteria to assess factors like incentives, rewards, costs, profits, quality and growth.
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3. Betrayal is identified as the reason why trust issues start, and the level of trust determines the growth, rate of growth, or decline of a business/industry/economy. When betrayal is eliminated, the need for relationships and loyalty is also eliminated, allowing for uninhibited growth.
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Every year, companies around the world spend billions of dollars trying to develop stronger leadership capability. Despite these massive investments, leadership capability remains a significant concern for most organizations.
This gap can be significantly narrowed when clients start with a data-based understanding of what good leadership looks like from the perspective of both internal and external stakeholders.
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The Baloney Of Managerial Obsession With Productivity Efficiency etc. - Adity...
The Baloney Of Managerial Obsession With Productivity Efficiency etc. - Adity...
Betrayal, Trust, Common Sense, Relationships & Loyalty
Betrayal, Trust, Common Sense, Relationships & Loyalty
Work engagement human capital in bali new - BGreener meeting 5 July
Work engagement human capital in bali new - BGreener meeting 5 July
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Imagination precedes creativity and innovation. Creativity is using imagination to manifest new ideas or designs for a single context, while innovation extrapolates those ideas or patterns to solve problems in other contexts. The human brain naturally finds and recombines patterns to imagine new things. While everyone is born with imagination, creativity and innovation can be cultivated by learning basic rules, experimenting, prototyping, and asking questions without obstruction from processes or documentation. Preventing questioning kills the pipeline of imagination, creativity, and innovation.
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This document discusses managing risk at a large, global Fortune 500 company with 25,000 employees across 40 countries. It begins by asking how to manage risk, but then suggests looking first at how not to manage risk through "synthetic risk management." It lists 25 different risky strategies to avoid, such as ignoring risk, hiding risk, manipulating probabilities, underestimating costs, and making qualitative analyses seem quantitative. The overall message is that companies should thoughtfully manage risk through established strategies like avoiding, controlling, accepting, or transferring risk, rather than using misleading or irresponsible tactics.
The Business of Crisis - Aditya Yadav
This document discusses how large companies can take an agile approach to managing crises. It argues that crises represent both risks and opportunities. Rather than solely focusing on risk avoidance and reduction, companies should view crises as opportunities to drive change, growth, innovation and other benefits. By exploiting the opportunities presented by crises, their intensity and frequency can decrease over time. The document provides recommendations for how to evaluate crises as potential business opportunities and appropriately charge fees to take advantage of those opportunities. It emphasizes that crises create a chance to share risks and rewards towards positive transformation.
The Risk Opportunity Duality - Aditya Yadav
- The document discusses how to minimize risk while still allowing opportunities at a large Fortune 500 company with 25,000 employees across 40 countries.
- It presents a telecom-media value bundle business model simulation with parameters like bandwidth bought and sold, operational costs, number of consumers, and resulting revenue and profit.
- It argues that risk almost always implies opportunity, and the opportunities exist in changing input/output combinations, making better choices, or moving means and reducing standard deviations to capture more value from risks. Managing risk well is key to business success and higher profits.
The Myth Of Business Models - Aditya Yadav
- The document discusses running an agile Fortune 500 company with many divisions across countries.
- It emphasizes understanding business models through quantitative modeling of inputs, choices/variations, and outputs rather than just copying strategies from other companies.
- An example business model for a telecom-media value bundle is modeled through Monte Carlo simulation, showing high risks and potential downsides that would need to be addressed before pursuing the business idea. Quantitative modeling of ideas is preferable to just pursuing ideas based on passion.
Mecha-Despair - Aditya Yadav
This document discusses running an agile Fortune 500 company with many divisions, countries, and employees. It introduces the concept of "Mecha-Despair", where support systems are designed with predefined responses that are inappropriate for real situations, causing frustration. To increase customer satisfaction, the document argues we must tackle Mecha-Despair by designing systems for alternate workflows and manual overrides instead of strict standardization, improving the human experience until artificial intelligence can better serve human needs and interests.
Educational Reform - Stop Certifying For A Purpose - Aditya Yadav
- The current education system is outdated and designed for mass production and standardization, certifying students for specific purposes.
- Education should be student-centric, personalized, adaptive, and focus on skills like creativity, critical thinking, and problem solving through collaborative and immersive learning.
- If the goal was not certifying students for a purpose but rather having them graduate from the university and define their own purpose, the entire system could be rethought to be more flexible and focused on learning. Students would choose courses across departments to accomplish their goals.
Exhaustion - Aditya Yadav
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Understanding Impossible & Making Things Happen - Aditya Yadav
This document discusses running an agile Fortune 500 company. It describes a typical large global company with many divisions, countries, employees. The original question was that it seems impossible to enact any change or move past the status quo. However, the correct question is to define what "impossible" means. The document then lists questions to ask to determine if something labeled as impossible truly is or if it's due to other factors like a lack of understanding, willingness to change, or personal risk. It emphasizes understanding the purpose and values, asking why and why not, and getting details rather than opinions to determine if change is truly impossible.
Overhead Elimination - Aditya Yadav
This document outlines problems with traditional top-down management structures and proposes adopting a bottom-up "synthetic management" approach. It argues that current management practices lead to overspecialization, bureaucracy, and incompetence. Instead, it advocates empowering employees by giving them information, budgets, and policies to do their work autonomously while collaborating with peers. With these changes, managers would be freed from unnecessary monitoring and reporting tasks and could take on a coaching role to help teams rather than control them from above. The goal is to eliminate bureaucracy and optimize organizational performance by treating knowledge workers as competent adults rather than "inconsequential cogs."
The Truth About - Diversity, Inclusion, Feminism, Charity, Green, CSR, Ethics...
This document discusses running an agile Fortune 500 company and adopting principles of corporate social responsibility. It notes that while CSR seems like a trend, simply adopting it for its own sake may not be beneficial and a more informed approach is needed. It advocates understanding the philosophical principles behind diversity, inclusion, ethics and other such concepts before implementing related models. While idealists see adopting modern agendas as key to success, the document argues this adds complexity, costs and challenges without a clear return on investment initially. It claims the most accomplished organizations master the basic game first before implementing stricter rules, and that violating established constructs does not guarantee failure or success.
Dynamic Gradient Scoring Model (DGSM)
The document discusses different types of scoring models used for decision making, including the weighted scoring model (WSM) and dynamic/gradient scoring model (DGSM). It argues that DGSM is better than WSM because it captures the true value of choices by evaluating them based on all relevant criteria instead of limited, subjective criteria. DGSM accounts for interdependent criteria weights to provide a holistic assessment of each choice's overall value to the decision problem. Examples show how DGSM can approve better candidates, vendors, and projects by considering their full qualities rather than narrow fit to predefined requirements.
Changing The World
The document discusses an alternative approach to managing large organizations. It argues that conformists who simply follow directives will not change the world. Instead, organizations should hire and empower misfits, rebels and independent thinkers who question the status quo. These include people described as arrogant, rude, isolated introverts, and policy breakers. Rather than relying on traditional top-down leadership models, companies need bottom-up empowerment where decisions are made collaboratively through rational discussion rather than power or authority. This approach allows organizations to capitalize on diverse viewpoints and truly change the world.
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InterestED Framework - Aditya Yadav
- 1. “Running an Agile Fortune 500 Company” Aditya Yadav, aditya.yadav@gmail.com in.linkedin.com/in/adityayadav76 *
- 2. * *A Typical Global Company *Fortune 500/1000 *200 Divisions *40 Countries *25000 Employees
- 4. * *Original Question “We want productivity, customer/employee loyalty, efficiency, partner commitment. How do we Analyze all this?” *The Correct Question - “Lets keep things simple… how about very simple?… but extremely effective!!! lets just start by writing things down, in a structured way and research and be honest with ourselves, shall we?”
- 5. And The Philosophy Behind The Answer *
- 6. * * Term * Short Term * Mid Term * Long Term * Domains * Relationships * Employees * Customers * Suppliers * Vendors * Media * Analysts * Partnerships * Family * Friends * Prospective Employees/Employers * Social * Product Management * Marketing * Tags * Explicit/Implicit * What it Seems/What it Really is? * Criteria * Entry Criteria * Sustaining Criteria * „Give Up But Stay‟ Criteria * Exit Criteria * Some Drivers * Incentive * Rewards * Success * Investment * Returns * Costs * Profits * Quality * Benefits * Value * (Opportunity) Loss * Fun/Thrill * Growth * …
- 7. * Customer Analysis Term Short Term Mid Term Long Term Criteria Entry Sustaining Giveup But Stay Exit
- 8. * Aditya!!!