Most software development teams deliver applications over time, over budget and with a distinct lack of quality. However, some organisations and teams are orders of magnitude better, allowing their business to scale and be flexible in a rapidly changing world.
So how do you transform your organisation and teams from a cost center into part of your revenue generating business? How do you get your IT and software development teams to work at their creative best? How do you create those magic "x10" teams that the tech media keeps talking about?
Over the past 12 years Martijn Verburg (aka The Diabolical Developer) has specialised in transforming technical teams. From deep tech start-ups through to ponderous government departments, he'll cover the cultural and technical habits of the highly effective teams.
He's going to unveil the truth, and also tell you what not to do from bitter first, second and third hand experience.
Most software development teams deliver applications over time, over budget and with a distinct lack of quality. However, some organisations and teams are orders of magnitude better, allowing their business to scale and be flexible in a rapidly changing world.
So how do you transform your organisation and teams from a cost center into part of your revenue generating business? How do you get your IT and software development teams to work at their creative best? How do you create those magic "x10" teams that the tech media keeps talking about?
Over the past 12 years Martijn Verburg (aka The Diabolical Developer) has specialised in transforming technical teams. From deep tech start-ups through to ponderous government departments, he'll cover the cultural and technical habits of the highly effective teams.
He's going to unveil the truth, and also tell you what not to do from bitter first, second and third hand experience.
One of the neglected skills that many managers ovrerlook is to confront reality, confirm "truths," and objectively address the needs of the business in a way that productively meets requirement
Why do communication strategies often not work? How is a vision different than a mission statement? How can marketing materials, websites, and social media interactions reflect this vision? How can you tap into deeper emotion and motivation for donors, stakeholders, employees, and volunteers? This webinar will explore what is beneath and beyond strategy – how to become more digitally and operationally aligned with what matters.
Reinventing Business: Audacity and HumilityBruce Eckel
The pitfall of traditional management is the expectation of deterministic cause and effect behavior, and this is reflected in the most popular business books. I look at the problems with these issues and how we can see the business landscape in a realistic and practical fashion, while still trying to achieve a happy workplace.
Good product. Passionate Leader. Clear mission. Right people doing the job. Simple? Yes, actually it is. Every person has his or her own goals in life and they are looking to fulfill them. Whether you are looking for a team to create or a team to be part of, in this session we will talk about what makes a skillful person decide to join your team and stay there? What can you do to keep the team passionate and motivated on the long run? Does your company really have your face or the team’s face? This 1,5 h session@Conference Check-IN we will have a look at creation, development and attractiveness of a company and the working-style brand it can create to get and keep the best people.
What is a human soul? Assuming the soul exists, ‘when’ was it created and how does it interact with the body? Would a brain-damaged person be a soul-damaged person, too?
If a person’s brain were 100% replaced with electronical components, would s/he still be the same person? Can a machine be a person (as long as ‘on the outside’ it behaved like one)? Does a robot have ‘free-will’?
Slides for a TEDx talk delivered at University of Malaya on March, 23rd (2019).
It is a common but not unrealistic stereotype of Asian students that educational success is a matter of personal identity and status. As such, achieving distinctions in as many subjects as possible (the popular target of becoming a ‘straight A’ student) is usually a non-negotiable objective nurtured by both parents and educators. Such an obsessive pursuit of academic excellence produces both laudable outcomes (e.g. the tendency of Asian students to outperform their counterparts) as well as dangerous ones (e.g. worrying rates of mental health problems). This paper hopes to apply the concept of anti-fragility developed by Nassim Nicholas Taleb─in particular one of its methods known as the Barbell Strategy─towards student learning, in the hope of a) maintaining a trajectory of academic excellence whilst b) avoiding the psychological pressures which usually accompany Asian students.
Full paper available at https://www.researchgate.net/publication/328653770_NURTURING_THE_ANTI-FRAGILE_STUDENT_The_Barbell_Strategy_and_Academic_Excellence_sans_the_Strain
Understanding what constitutes an ARGUMENT: PREMISE + CONCLUSION
Understanding FALLACY i.e. when there exists a disconnect between premises and conclusions
Understanding fallacies of IRRELEVANCE and INSUFFICIENT EVIDENCE.
Hulk or Prof X? : An Introduction to Anti-FragilityAlwyn Lau
Introducing the concept of 'anti-fragile', developed by Nassim Nicholas Taleb. Sorry the slide presentation lacks text, for more info on the concept as applied to academia check out my articles below:
https://www.malaymail.com/s/1236155/child-sacrifices-are-we-letting-exams-kill-our-kids
https://www.malaymail.com/s/1009939/highway-or-hydra-can-our-children-handle-setbacks
https://www.yahoo.com/news/fragile-robust-and-anti-fragile-225945733.html
3. The Ideal Type
• A heuristic device
• A conceptually pure but realistically
impossible construct
• Meant as a contrast to real-world
scenarios
• ‘Ideal type’ bureaucracy / rationality not
about efficiency ~ Weber
5. Organisations in THEORY are:
• Efficiently functioning systems
• Collectivities united by pursuit of common
goal
• Objective and systematically created
group(s) of people with clearly defined
and mutually compatible roles and
interests, working together to achieve a
consensual vision
19. Consulting Firm
• Jargon – ‘dingdongdingdong’
• Artifacts -
• Rituals – coffee-making, writing first proposal, first client
presentation, first oversease project, etc.
• Myths – who’s sleeping with who?
• Sagas – how Petronas project was won…
• Heroes – Kevin Hew (top Principal graduated from
Canada)
• Norms – the “friendly firm”
• Good / bad actions – winning project, pissed off partner’s
secretary
• Rewards and punishments – overseas trip, assigned to
department X, ‘scribal’ duty, unassigned, ‘training’
20. Banking Software Company
• Jargon – source-code
• Artifacts – boarding pass
• Rituals –
• Myths – intellect of Goh Peng Ooi
• Sagas –
• Heroes – country managers and project
managers
• Norms – late nights
• Good / bad actions – staying late, never
questioning project managers,
• Rewards and punishments – bonuses, cold
storaged
21. Private International School
• Jargon – sugar daddy,
• Artifacts – gifts for dignataries, new cars,
• Rituals – 6 hour meetings on Friday(!)
• Myths – events involving boss,
• Sagas – surviving lawsuit
• Heroes – anyone performing above norm
• Norms – no one questions leaders, talk about
vision in public,
• Good / bad actions – protocol for GOH,
• Rewards and punishments – cold storage,
overseas conferences
33. Marketization of the Firm
• Teams have their own P&Ls’, revenue
targets and even acquire businesses i.e.
they’re a “business within a business”
• Teams can reject the offerings of other
departments
• Teams encouraged to compete with
each other (for business) in the
department
• Teams seek outside sources of revenue