SlideShare a Scribd company logo

Organizational Resilience

•
•
Naresh Jain
Naresh Jain

A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish. The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment. Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience: * preventative control (defensive consistency) * mindful action (defensive flexibility) * performance optimization (progressive consistency) * adaptive innovation (progressive flexibility) In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking. More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive Conference Link: https://2019.agileindia.org

Leadership & Management
1 of 79
Download to read offline
O R G A N I S AT I O N A L R E S I L I E N C E D E S I G N Y O U R O R G A N I S AT I O N S T O F L O U R I S H N O T M E R E LY S U R V I V E Naresh Jain @nashjain https://xnsio.com #OrgResilience
Name a few successful companies that impact you every single day?
Will the success of these companies last for ever? Why not?
Adaptive Change Cycle
Adaptive Change Cycle in the Automobile Industry
Every FewYears we go through The Adaptive Change Cycle
Commercial Break!
Copyright © 2012,
Mumbai
Tech Talks!
D E F I N E O R G A N I S AT I O N A L R E S I L I E N C Y TA K E A M I N - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
Src: BSI Group
Src: BSI Group
W H AT M A K E S A N O R G A N I S AT I O N R E S I L I E N T ? TA K E 2 M I N S - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
Src: BSI Group
Src: BSI Group
How organisational resilience itself has evolved?
Src: Professor David Denyer’s Organisational Resilience research paper
Src: Professor David Denyer’s Organisational Resilience research paper
5 P H A S E S O F H O W O R H A S E V O LV E D 1. Preventive Control 2. Mindful Action 3. Performance Optimisation 4. Adaptive Innovation 5. Paradoxical Thinking
How does this help?
Src: Professor David Denyer’s Organisational Resilience research paper
Src: Professor David Denyer’s Organisational Resilience research paper
D E F E N S I V E V S . P R O G R E S S I V E Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse
C O N S I S T E N C Y V S . F L E X I B I L I T Y FlexibilityConsistency Process Driven Output-centric People Driven Outcome-centric
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying Adapted from Professor David Denyer’s Organisational Resilience research paper
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting Adapted from Professor David Denyer’s Organisational Resilience research paper
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding Adapted from Professor David Denyer’s Organisational Resilience research paper
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding ADAPTIVE INNOVATION Imagining and creating Adapted from Professor David Denyer’s Organisational Resilience research paper
T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper Performance Optimisation Adaptive Innovation Mindful ActionPreventative Control PA R A D O X I C A L T H I N K I N G - O R G A N I S AT I O N A L R E S I L I E N C E
Can Plan-Do-Check-Act approach work in highly dynamic environments?
Src: Professor David Denyer’s Organisational Resilience research paper
Src: Professor David Denyer’s Organisational Resilience research paper
F O R E S I G H T M E T H O D O L O G Y • Foresight • Insight • Oversight • Hindsight
L E T ’ S T I E T H I S B A C K
O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S
O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S Is this resilient?
N E W O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P VA L U E T E A M L E A D E R S H I P C I R C L E VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M
VA L U E T E A M S
VA L U E T E A M S • Focus on end-to-end user value ownership & delivery
VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources
VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources • More anti-fragile
O b j e c t i v e A n d K e y R e s u l t s
O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR
O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up)
O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals)
O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals) • Measure teams using the same KRs (apples-to-apples comparison)
S I M P L E G O V E R N A N C E M O D E L
S I M P L E G O V E R N A N C E M O D E L • Democratise Data
S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell
S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review
S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding
S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding • Low-performing teams are dismantled and find new teams (market place)
T H I S H E L P E D U S B U I L D A C U LT U R E O F • User-first Thinking • Aligned Autonomy • To De-risk Ourselves (safe-fail experimentation)
R E C A P
R E C A P 1. Preventive Control - XP, CD
R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy
R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights
R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery
R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery 5. Paradoxical Thinking - Structuring team for End-to-End Value Ownership
L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S !
L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S ! T H I S Y E A R , W E O N LY S H I P P E D 8 F E AT U R E S T O A L L O F O U R U S E R S
E M A I L F R O M T H E F O U N D E R “I know a few of you have doubts about how much progress we have made this year. That feeling exists because we have only shipped 8 features. So we don’t have what I call the illusion of progress. Highlights • 30 Day Retention is ~2x up • High Engagement Bucket is ~2x up • % of MAU using the product for >12 days in a month is 50% up”
T H A N K Y O U ! Q U E S T I O N S ? Naresh Jain @nashjain https://xnsio.com

Recommended

Five Disciplines of Organizational Resilience
Five Disciplines of Organizational ResilienceFive Disciplines of Organizational Resilience
Five Disciplines of Organizational ResilienceMissionMode
 
Crisis And Risk
Crisis And RiskCrisis And Risk
Crisis And Riskkktv
 
Crisis Management
Crisis ManagementCrisis Management
Crisis ManagementPradeep Hegde
 
Crisis management
Crisis managementCrisis management
Crisis managementMeraPPT. com
 
Learning organization and change management power point
Learning organization and change management power pointLearning organization and change management power point
Learning organization and change management power pointJack Onyisi Abebe
 
Crisis Management Strategies When Disaster Strikes
Crisis Management Strategies When Disaster StrikesCrisis Management Strategies When Disaster Strikes
Crisis Management Strategies When Disaster StrikesThe Windsdor Consulting Group, Inc.
 
Crisis Management Plan
Crisis Management PlanCrisis Management Plan
Crisis Management PlanYOUNAJ16
 
Introduction to Crisis Management 1 and 2.pdf
Introduction to Crisis Management 1 and 2.pdfIntroduction to Crisis Management 1 and 2.pdf
Introduction to Crisis Management 1 and 2.pdfMustafaAbdelWahab3
 

Recommended

Five Disciplines of Organizational Resilience
Five Disciplines of Organizational ResilienceFive Disciplines of Organizational Resilience
Five Disciplines of Organizational ResilienceMissionMode
 
Crisis And Risk
Crisis And RiskCrisis And Risk
Crisis And Riskkktv
 
Crisis Management
Crisis ManagementCrisis Management
Crisis ManagementPradeep Hegde
 
Crisis management
Crisis managementCrisis management
Crisis managementMeraPPT. com
 
Learning organization and change management power point
Learning organization and change management power pointLearning organization and change management power point
Learning organization and change management power pointJack Onyisi Abebe
 
Crisis Management Strategies When Disaster Strikes
Crisis Management Strategies When Disaster StrikesCrisis Management Strategies When Disaster Strikes
Crisis Management Strategies When Disaster StrikesThe Windsdor Consulting Group, Inc.
 
Crisis Management Plan
Crisis Management PlanCrisis Management Plan
Crisis Management PlanYOUNAJ16
 
Introduction to Crisis Management 1 and 2.pdf
Introduction to Crisis Management 1 and 2.pdfIntroduction to Crisis Management 1 and 2.pdf
Introduction to Crisis Management 1 and 2.pdfMustafaAbdelWahab3
 
Crisis management
Crisis managementCrisis management
Crisis managementAtindya K Ghosh
 
The Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging WorldThe Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging WorldOlivier Serrat
 
Crisis Management Training by Iowa State University
Crisis Management Training by Iowa State UniversityCrisis Management Training by Iowa State University
Crisis Management Training by Iowa State UniversityAtlantic Training, LLC.
 
Crisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation SlidesCrisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation SlidesSlideTeam
 
Crisis management plan presentation
Crisis management plan presentationCrisis management plan presentation
Crisis management plan presentationSandra Eblevi
 
Chapter 2 (crisis management)
Chapter 2 (crisis management)Chapter 2 (crisis management)
Chapter 2 (crisis management)Abdul Jawad Chaudhry
 
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
 
Crisis management presentation
Crisis management presentationCrisis management presentation
Crisis management presentationiChange
 
Building A Resilient Organizational Culture
Building A Resilient Organizational CultureBuilding A Resilient Organizational Culture
Building A Resilient Organizational CultureKip Michael Kelly
 
Crisis Management
Crisis ManagementCrisis Management
Crisis ManagementArshaful Hoque
 
Crisis management
Crisis managementCrisis management
Crisis managementNishit Agarwal
 
Problem Solving
Problem SolvingProblem Solving
Problem SolvingVirgie Mae Lima
 
Issue Management
Issue ManagementIssue Management
Issue Managementssshhhsss
 
CRISIS LEADERSHIP
CRISIS LEADERSHIPCRISIS LEADERSHIP
CRISIS LEADERSHIPHazel Cu Bernardino-Calivo
 
Crisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNINCrisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNINTaha ABULAYNIN
 
Crisis management
Crisis managementCrisis management
Crisis managementBusiness Management
 
contingency theories & situational leadership
contingency theories & situational leadershipcontingency theories & situational leadership
contingency theories & situational leadershipMuhammad Ali
 
Crisis management
Crisis managementCrisis management
Crisis managementSimran Chugh
 
7 critical steps to crisis management
7 critical steps to crisis management7 critical steps to crisis management
7 critical steps to crisis managementPublic Federal Company
 
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...Continuity and Resilience
 
Shifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered CultureShifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered CultureJohn McCambley
 
Switching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to AgileSwitching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to AgileDoc Norton
 

More Related Content

What's hot

The Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging WorldThe Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging WorldOlivier Serrat
 
Crisis Management Training by Iowa State University
Crisis Management Training by Iowa State UniversityCrisis Management Training by Iowa State University
Crisis Management Training by Iowa State UniversityAtlantic Training, LLC.
 
Crisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation SlidesCrisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation SlidesSlideTeam
 
Crisis management plan presentation
Crisis management plan presentationCrisis management plan presentation
Crisis management plan presentationSandra Eblevi
 
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB
 
Crisis management presentation
Crisis management presentationCrisis management presentation
Crisis management presentationiChange
 
Building A Resilient Organizational Culture
Building A Resilient Organizational CultureBuilding A Resilient Organizational Culture
Building A Resilient Organizational CultureKip Michael Kelly
 
Issue Management
Issue ManagementIssue Management
Issue Managementssshhhsss
 
Crisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNINCrisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNINTaha ABULAYNIN
 
contingency theories & situational leadership
contingency theories & situational leadershipcontingency theories & situational leadership
contingency theories & situational leadershipMuhammad Ali
 
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...Continuity and Resilience
 

What's hot (20)

Crisis management
Crisis managementCrisis management
Crisis management
 
The Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging WorldThe Resilient Organization: Adapting to Change in a Challenging World
The Resilient Organization: Adapting to Change in a Challenging World
 
Crisis Management Training by Iowa State University
Crisis Management Training by Iowa State UniversityCrisis Management Training by Iowa State University
Crisis Management Training by Iowa State University
 
Crisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation SlidesCrisis Management Powerpoint Presentation Slides
Crisis Management Powerpoint Presentation Slides
 
Crisis management plan presentation
Crisis management plan presentationCrisis management plan presentation
Crisis management plan presentation
 
Chapter 2 (crisis management)
Chapter 2 (crisis management)Chapter 2 (crisis management)
Chapter 2 (crisis management)
 
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain timesPECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
PECB Webinar: ISO 31000 - The Benchmark for Risk Management in uncertain times
 
Crisis management presentation
Crisis management presentationCrisis management presentation
Crisis management presentation
 
Building A Resilient Organizational Culture
Building A Resilient Organizational CultureBuilding A Resilient Organizational Culture
Building A Resilient Organizational Culture
 
Crisis Management
Crisis ManagementCrisis Management
Crisis Management
 
Crisis management
Crisis managementCrisis management
Crisis management
 
Problem Solving
Problem SolvingProblem Solving
Problem Solving
 
Issue Management
Issue ManagementIssue Management
Issue Management
 
CRISIS LEADERSHIP
CRISIS LEADERSHIPCRISIS LEADERSHIP
CRISIS LEADERSHIP
 
Crisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNINCrisis management for non crisis managers Taha ABULAYNIN
Crisis management for non crisis managers Taha ABULAYNIN
 
Crisis management
Crisis managementCrisis management
Crisis management
 
contingency theories & situational leadership
contingency theories & situational leadershipcontingency theories & situational leadership
contingency theories & situational leadership
 
Crisis management
Crisis managementCrisis management
Crisis management
 
7 critical steps to crisis management
7 critical steps to crisis management7 critical steps to crisis management
7 critical steps to crisis management
 
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
BS 11200 Crisis Management and BS 65000 Organizational Resilience and what is...
 

Similar to Organizational Resilience

Shifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered CultureShifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered CultureJohn McCambley
 
Switching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to AgileSwitching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to AgileDoc Norton
 
Introduction of the Agile Digital Enterprise Framework
Introduction of the Agile Digital Enterprise FrameworkIntroduction of the Agile Digital Enterprise Framework
Introduction of the Agile Digital Enterprise FrameworkPierre E. NEIS
 
Business Innovation in Veterinary Medicine
Business Innovation in Veterinary MedicineBusiness Innovation in Veterinary Medicine
Business Innovation in Veterinary MedicineOculus Insights
 
Introduction to agile organisations (ao) NYC, Requisite Agility Unsymposium
Introduction to agile organisations (ao) NYC, Requisite Agility UnsymposiumIntroduction to agile organisations (ao) NYC, Requisite Agility Unsymposium
Introduction to agile organisations (ao) NYC, Requisite Agility UnsymposiumPierre E. NEIS
 
People Centred Design & Working Agile
People Centred Design & Working AgilePeople Centred Design & Working Agile
People Centred Design & Working AgileDavid Haddow
 
Design Upstream: Strategic Design in Complex Connected Markets
Design Upstream: Strategic Design in Complex Connected MarketsDesign Upstream: Strategic Design in Complex Connected Markets
Design Upstream: Strategic Design in Complex Connected MarketsChris Avore
 
Agile Workshop for Teams
Agile Workshop for TeamsAgile Workshop for Teams
Agile Workshop for TeamsTroyAnderson54
 
Building Positive B2B Experiences at Scale
Building Positive B2B Experiences at ScaleBuilding Positive B2B Experiences at Scale
Building Positive B2B Experiences at ScaleeMarketing Solutions
 
Technology Trends, Consumer Experience @MICA 2016
Technology Trends, Consumer Experience @MICA 2016Technology Trends, Consumer Experience @MICA 2016
Technology Trends, Consumer Experience @MICA 2016Ravi Pal
 
Proto-Design Your Future - Capital One Digital for Good Summit
Proto-Design Your Future - Capital One Digital for Good SummitProto-Design Your Future - Capital One Digital for Good Summit
Proto-Design Your Future - Capital One Digital for Good SummitWarren Duffy
 
Agile digital enterprise framework v1.4
Agile digital enterprise framework v1.4Agile digital enterprise framework v1.4
Agile digital enterprise framework v1.4Pierre E. NEIS
 
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...Traction Conf
 
Data Visualizations in Digital Products (ProductCamp Boston 2016)
Data Visualizations in Digital Products (ProductCamp Boston 2016)Data Visualizations in Digital Products (ProductCamp Boston 2016)
Data Visualizations in Digital Products (ProductCamp Boston 2016)ProductCamp Boston
 
Rosa Cano_openexpo2018_sin_texto
Rosa Cano_openexpo2018_sin_textoRosa Cano_openexpo2018_sin_texto
Rosa Cano_openexpo2018_sin_textoRosa Cano
 
Taipei – 加速、整合、自動化
Taipei – 加速、整合、自動化Taipei – 加速、整合、自動化
Taipei – 加速、整合、自動化Christina Lin
 
Construir productos y transformación digital mezclando tecnología y educación...
Construir productos y transformación digital mezclando tecnología y educación...Construir productos y transformación digital mezclando tecnología y educación...
Construir productos y transformación digital mezclando tecnología y educación...Rosa Cano
 
Enactus Maitreyi 2015-16 Orientation
Enactus Maitreyi 2015-16 OrientationEnactus Maitreyi 2015-16 Orientation
Enactus Maitreyi 2015-16 OrientationSanchila Arora
 
Building a Self-Sustaining Agile Organization (Agile India 2015)
Building a Self-Sustaining Agile Organization (Agile India 2015)Building a Self-Sustaining Agile Organization (Agile India 2015)
Building a Self-Sustaining Agile Organization (Agile India 2015)Sean Dunn, CD, P.Eng, PMP
 

Similar to Organizational Resilience (20)

Shifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered CultureShifting Habits Towards a User-Centered Culture
Shifting Habits Towards a User-Centered Culture
 
Switching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to AgileSwitching horses midstream - From Waterfall to Agile
Switching horses midstream - From Waterfall to Agile
 
The Digital Transformation: A New World Order
The Digital Transformation: A New World OrderThe Digital Transformation: A New World Order
The Digital Transformation: A New World Order
 
Introduction of the Agile Digital Enterprise Framework
Introduction of the Agile Digital Enterprise FrameworkIntroduction of the Agile Digital Enterprise Framework
Introduction of the Agile Digital Enterprise Framework
 
Business Innovation in Veterinary Medicine
Business Innovation in Veterinary MedicineBusiness Innovation in Veterinary Medicine
Business Innovation in Veterinary Medicine
 
Introduction to agile organisations (ao) NYC, Requisite Agility Unsymposium
Introduction to agile organisations (ao) NYC, Requisite Agility UnsymposiumIntroduction to agile organisations (ao) NYC, Requisite Agility Unsymposium
Introduction to agile organisations (ao) NYC, Requisite Agility Unsymposium
 
People Centred Design & Working Agile
People Centred Design & Working AgilePeople Centred Design & Working Agile
People Centred Design & Working Agile
 
Design Upstream: Strategic Design in Complex Connected Markets
Design Upstream: Strategic Design in Complex Connected MarketsDesign Upstream: Strategic Design in Complex Connected Markets
Design Upstream: Strategic Design in Complex Connected Markets
 
Agile Workshop for Teams
Agile Workshop for TeamsAgile Workshop for Teams
Agile Workshop for Teams
 
Building Positive B2B Experiences at Scale
Building Positive B2B Experiences at ScaleBuilding Positive B2B Experiences at Scale
Building Positive B2B Experiences at Scale
 
Technology Trends, Consumer Experience @MICA 2016
Technology Trends, Consumer Experience @MICA 2016Technology Trends, Consumer Experience @MICA 2016
Technology Trends, Consumer Experience @MICA 2016
 
Proto-Design Your Future - Capital One Digital for Good Summit
Proto-Design Your Future - Capital One Digital for Good SummitProto-Design Your Future - Capital One Digital for Good Summit
Proto-Design Your Future - Capital One Digital for Good Summit
 
Agile digital enterprise framework v1.4
Agile digital enterprise framework v1.4Agile digital enterprise framework v1.4
Agile digital enterprise framework v1.4
 
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...
Revenue Optimization: The Science of Sales and Customer Success - Julie Weill...
 
Data Visualizations in Digital Products (ProductCamp Boston 2016)
Data Visualizations in Digital Products (ProductCamp Boston 2016)Data Visualizations in Digital Products (ProductCamp Boston 2016)
Data Visualizations in Digital Products (ProductCamp Boston 2016)
 
Rosa Cano_openexpo2018_sin_texto
Rosa Cano_openexpo2018_sin_textoRosa Cano_openexpo2018_sin_texto
Rosa Cano_openexpo2018_sin_texto
 
Taipei – 加速、整合、自動化
Taipei – 加速、整合、自動化Taipei – 加速、整合、自動化
Taipei – 加速、整合、自動化
 
Construir productos y transformación digital mezclando tecnología y educación...
Construir productos y transformación digital mezclando tecnología y educación...Construir productos y transformación digital mezclando tecnología y educación...
Construir productos y transformación digital mezclando tecnología y educación...
 
Enactus Maitreyi 2015-16 Orientation
Enactus Maitreyi 2015-16 OrientationEnactus Maitreyi 2015-16 Orientation
Enactus Maitreyi 2015-16 Orientation
 
Building a Self-Sustaining Agile Organization (Agile India 2015)
Building a Self-Sustaining Agile Organization (Agile India 2015)Building a Self-Sustaining Agile Organization (Agile India 2015)
Building a Self-Sustaining Agile Organization (Agile India 2015)
 

More from Naresh Jain

Problem Solving Techniques For Evolutionary Design
Problem Solving Techniques For Evolutionary DesignProblem Solving Techniques For Evolutionary Design
Problem Solving Techniques For Evolutionary DesignNaresh Jain
 
Agile India 2019 Conference Welcome Note
Agile India 2019 Conference Welcome NoteAgile India 2019 Conference Welcome Note
Agile India 2019 Conference Welcome NoteNaresh Jain
 
Improving the Quality of Incoming Code
Improving the Quality of Incoming CodeImproving the Quality of Incoming Code
Improving the Quality of Incoming CodeNaresh Jain
 
Agile India 2018 Conference Summary
Agile India 2018 Conference SummaryAgile India 2018 Conference Summary
Agile India 2018 Conference SummaryNaresh Jain
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 ConferenceNaresh Jain
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 ConferenceNaresh Jain
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 ConferenceNaresh Jain
 
Pilgrim's Progress to the Promised Land by Robert Virding
Pilgrim's Progress to the Promised Land by Robert VirdingPilgrim's Progress to the Promised Land by Robert Virding
Pilgrim's Progress to the Promised Land by Robert VirdingNaresh Jain
 
Concurrent languages are Functional by Francesco Cesarini
Concurrent languages are Functional by Francesco CesariniConcurrent languages are Functional by Francesco Cesarini
Concurrent languages are Functional by Francesco CesariniNaresh Jain
 
Erlang from behing the trenches by Francesco Cesarini
Erlang from behing the trenches by Francesco CesariniErlang from behing the trenches by Francesco Cesarini
Erlang from behing the trenches by Francesco CesariniNaresh Jain
 
Anatomy of an eCommerce Search Engine by Mayur Datar
Anatomy of an eCommerce Search Engine by Mayur DatarAnatomy of an eCommerce Search Engine by Mayur Datar
Anatomy of an eCommerce Search Engine by Mayur DatarNaresh Jain
 
Setting up Continuous Delivery Culture for a Large Scale Mobile App
Setting up Continuous Delivery Culture for a Large Scale Mobile AppSetting up Continuous Delivery Culture for a Large Scale Mobile App
Setting up Continuous Delivery Culture for a Large Scale Mobile AppNaresh Jain
 
Towards FutureOps: Stable, Repeatable environments from Dev to Prod
Towards FutureOps: Stable, Repeatable environments from Dev to ProdTowards FutureOps: Stable, Repeatable environments from Dev to Prod
Towards FutureOps: Stable, Repeatable environments from Dev to ProdNaresh Jain
 
Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Naresh Jain
 
No Silver Bullets in Functional Programming by Brian McKenna
No Silver Bullets in Functional Programming by Brian McKennaNo Silver Bullets in Functional Programming by Brian McKenna
No Silver Bullets in Functional Programming by Brian McKennaNaresh Jain
 
Functional Programming Conference 2016
Functional Programming Conference 2016Functional Programming Conference 2016
Functional Programming Conference 2016Naresh Jain
 
Agile India 2017 Conference
Agile India 2017 ConferenceAgile India 2017 Conference
Agile India 2017 ConferenceNaresh Jain
 
Unleashing the Power of Automated Refactoring with JDT
Unleashing the Power of Automated Refactoring with JDTUnleashing the Power of Automated Refactoring with JDT
Unleashing the Power of Automated Refactoring with JDTNaresh Jain
 
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo Kim
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo KimGetting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo Kim
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo KimNaresh Jain
 

More from Naresh Jain (20)

Problem Solving Techniques For Evolutionary Design
Problem Solving Techniques For Evolutionary DesignProblem Solving Techniques For Evolutionary Design
Problem Solving Techniques For Evolutionary Design
 
Agile India 2019 Conference Welcome Note
Agile India 2019 Conference Welcome NoteAgile India 2019 Conference Welcome Note
Agile India 2019 Conference Welcome Note
 
Improving the Quality of Incoming Code
Improving the Quality of Incoming CodeImproving the Quality of Incoming Code
Improving the Quality of Incoming Code
 
Agile India 2018 Conference Summary
Agile India 2018 Conference SummaryAgile India 2018 Conference Summary
Agile India 2018 Conference Summary
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 Conference
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 Conference
 
Agile India 2018 Conference
Agile India 2018 ConferenceAgile India 2018 Conference
Agile India 2018 Conference
 
Pilgrim's Progress to the Promised Land by Robert Virding
Pilgrim's Progress to the Promised Land by Robert VirdingPilgrim's Progress to the Promised Land by Robert Virding
Pilgrim's Progress to the Promised Land by Robert Virding
 
Concurrent languages are Functional by Francesco Cesarini
Concurrent languages are Functional by Francesco CesariniConcurrent languages are Functional by Francesco Cesarini
Concurrent languages are Functional by Francesco Cesarini
 
Erlang from behing the trenches by Francesco Cesarini
Erlang from behing the trenches by Francesco CesariniErlang from behing the trenches by Francesco Cesarini
Erlang from behing the trenches by Francesco Cesarini
 
Anatomy of an eCommerce Search Engine by Mayur Datar
Anatomy of an eCommerce Search Engine by Mayur DatarAnatomy of an eCommerce Search Engine by Mayur Datar
Anatomy of an eCommerce Search Engine by Mayur Datar
 
Setting up Continuous Delivery Culture for a Large Scale Mobile App
Setting up Continuous Delivery Culture for a Large Scale Mobile AppSetting up Continuous Delivery Culture for a Large Scale Mobile App
Setting up Continuous Delivery Culture for a Large Scale Mobile App
 
Towards FutureOps: Stable, Repeatable environments from Dev to Prod
Towards FutureOps: Stable, Repeatable environments from Dev to ProdTowards FutureOps: Stable, Repeatable environments from Dev to Prod
Towards FutureOps: Stable, Repeatable environments from Dev to Prod
 
Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas Value Driven Development by Dave Thomas
Value Driven Development by Dave Thomas
 
No Silver Bullets in Functional Programming by Brian McKenna
No Silver Bullets in Functional Programming by Brian McKennaNo Silver Bullets in Functional Programming by Brian McKenna
No Silver Bullets in Functional Programming by Brian McKenna
 
Functional Programming Conference 2016
Functional Programming Conference 2016Functional Programming Conference 2016
Functional Programming Conference 2016
 
Agile India 2017 Conference
Agile India 2017 ConferenceAgile India 2017 Conference
Agile India 2017 Conference
 
The Eclipse Way
The Eclipse WayThe Eclipse Way
The Eclipse Way
 
Unleashing the Power of Automated Refactoring with JDT
Unleashing the Power of Automated Refactoring with JDTUnleashing the Power of Automated Refactoring with JDT
Unleashing the Power of Automated Refactoring with JDT
 
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo Kim
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo KimGetting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo Kim
Getting2Alpha: Turbo-charge your product with Game Thinking by Amy Jo Kim
 

Recently uploaded

Fifteenth Finance Commission Presentation
Fifteenth Finance Commission PresentationFifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentationmintusiprd
 
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...Pooja Nehwal
 
Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch PresentationBoard Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentationcraig524401
 
Training Methods and Training Objectives
Training Methods and Training ObjectivesTraining Methods and Training Objectives
Training Methods and Training Objectivesmintusiprd
 
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call GirlVIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girladitipandeya
 
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, MumbaiPooja Nehwal
 
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business SectorLPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sectorthomas851723
 
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceCALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceanilsa9823
 
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With RoomVIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Roomdivyansh0kumar0
 
LPC Facility Design And Re-engineering Presentation
LPC Facility Design And Re-engineering PresentationLPC Facility Design And Re-engineering Presentation
LPC Facility Design And Re-engineering Presentationthomas851723
 
Risk management in surgery (bailey and love).pptx
Risk management in surgery (bailey and love).pptxRisk management in surgery (bailey and love).pptx
Risk management in surgery (bailey and love).pptxSaujanya Jung Pandey
 
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607dollysharma2066
 
CEO of Google, Sunder Pichai's biography
CEO of Google, Sunder Pichai's biographyCEO of Google, Sunder Pichai's biography
CEO of Google, Sunder Pichai's biographyHafizMuhammadAbdulla5
 
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-EngineeringIntroduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineeringthomas851723
 
Day 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampDay 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampPLCLeadershipDevelop
 
LPC User Requirements for Automated Storage System Presentation
LPC User Requirements for Automated Storage System PresentationLPC User Requirements for Automated Storage System Presentation
LPC User Requirements for Automated Storage System Presentationthomas851723
 

Recently uploaded (20)

Becoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette ThompsonBecoming an Inclusive Leader - Bernadette Thompson
Becoming an Inclusive Leader - Bernadette Thompson
 
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission PresentationFifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
 
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
 
Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch PresentationBoard Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentation
 
Training Methods and Training Objectives
Training Methods and Training ObjectivesTraining Methods and Training Objectives
Training Methods and Training Objectives
 
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call GirlVIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
VIP 7001035870 Find & Meet Hyderabad Call Girls Ameerpet high-profile Call Girl
 
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICECall Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
 
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai
{ 9892124323 }} Call Girls & Escorts in Hotel JW Marriott juhu, Mumbai
 
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business SectorLPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
 
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual serviceCALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
CALL ON ➥8923113531 🔝Call Girls Charbagh Lucknow best sexual service
 
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Servicesauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
 
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With RoomVIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
 
LPC Facility Design And Re-engineering Presentation
LPC Facility Design And Re-engineering PresentationLPC Facility Design And Re-engineering Presentation
LPC Facility Design And Re-engineering Presentation
 
Risk management in surgery (bailey and love).pptx
Risk management in surgery (bailey and love).pptxRisk management in surgery (bailey and love).pptx
Risk management in surgery (bailey and love).pptx
 
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607
GENUINE Babe,Call Girls IN Badarpur Delhi | +91-8377087607
 
CEO of Google, Sunder Pichai's biography
CEO of Google, Sunder Pichai's biographyCEO of Google, Sunder Pichai's biography
CEO of Google, Sunder Pichai's biography
 
Rohini Sector 16 Call Girls Delhi 9999965857 @Sabina Saikh No Advance
Rohini Sector 16 Call Girls Delhi 9999965857 @Sabina Saikh No AdvanceRohini Sector 16 Call Girls Delhi 9999965857 @Sabina Saikh No Advance
Rohini Sector 16 Call Girls Delhi 9999965857 @Sabina Saikh No Advance
 
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-EngineeringIntroduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
 
Day 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC BootcampDay 0- Bootcamp Roadmap for PLC Bootcamp
Day 0- Bootcamp Roadmap for PLC Bootcamp
 
LPC User Requirements for Automated Storage System Presentation
LPC User Requirements for Automated Storage System PresentationLPC User Requirements for Automated Storage System Presentation
LPC User Requirements for Automated Storage System Presentation
 

Organizational Resilience

  • 1. O R G A N I S AT I O N A L R E S I L I E N C E D E S I G N Y O U R O R G A N I S AT I O N S T O F L O U R I S H N O T M E R E LY S U R V I V E Naresh Jain @nashjain https://xnsio.com #OrgResilience
  • 2. Name a few successful companies that impact you every single day?
  • 3. Will the success of these companies last for ever? Why not?
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Adaptive Change Cycle in the Automobile Industry
  • 10.
  • 11.
  • 12.
  • 13. Every FewYears we go through The Adaptive Change Cycle
  • 17.
  • 18.
  • 19.
  • 21.
  • 22.
  • 23.
  • 24. D E F I N E O R G A N I S AT I O N A L R E S I L I E N C Y TA K E A M I N - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
  • 27. W H AT M A K E S A N O R G A N I S AT I O N R E S I L I E N T ? TA K E 2 M I N S - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
  • 31. Src: Professor David Denyer’s Organisational Resilience research paper
  • 32. Src: Professor David Denyer’s Organisational Resilience research paper
  • 33. 5 P H A S E S O F H O W O R H A S E V O LV E D 1. Preventive Control 2. Mindful Action 3. Performance Optimisation 4. Adaptive Innovation 5. Paradoxical Thinking
  • 34. How does this help?
  • 35. Src: Professor David Denyer’s Organisational Resilience research paper
  • 36. Src: Professor David Denyer’s Organisational Resilience research paper
  • 37. D E F E N S I V E V S . P R O G R E S S I V E Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse
  • 38. C O N S I S T E N C Y V S . F L E X I B I L I T Y FlexibilityConsistency Process Driven Output-centric People Driven Outcome-centric
  • 39. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric
  • 40. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper
  • 41. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying Adapted from Professor David Denyer’s Organisational Resilience research paper
  • 42. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting Adapted from Professor David Denyer’s Organisational Resilience research paper
  • 43. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding Adapted from Professor David Denyer’s Organisational Resilience research paper
  • 44. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding ADAPTIVE INNOVATION Imagining and creating Adapted from Professor David Denyer’s Organisational Resilience research paper
  • 45. T E N S I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper Performance Optimisation Adaptive Innovation Mindful ActionPreventative Control PA R A D O X I C A L T H I N K I N G - O R G A N I S AT I O N A L R E S I L I E N C E
  • 46. Can Plan-Do-Check-Act approach work in highly dynamic environments?
  • 47. Src: Professor David Denyer’s Organisational Resilience research paper
  • 48. Src: Professor David Denyer’s Organisational Resilience research paper
  • 49. F O R E S I G H T M E T H O D O L O G Y • Foresight • Insight • Oversight • Hindsight
  • 50. L E T ’ S T I E T H I S B A C K
  • 51. O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S
  • 52. O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S Is this resilient?
  • 53. N E W O R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P VA L U E T E A M L E A D E R S H I P C I R C L E VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M
  • 54. VA L U E T E A M S
  • 55. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery
  • 56. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources
  • 57. VA L U E T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources • More anti-fragile
  • 58. O b j e c t i v e A n d K e y R e s u l t s
  • 59. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR
  • 60. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up)
  • 61. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals)
  • 62. O b j e c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals) • Measure teams using the same KRs (apples-to-apples comparison)
  • 63. S I M P L E G O V E R N A N C E M O D E L
  • 64. S I M P L E G O V E R N A N C E M O D E L • Democratise Data
  • 65. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell
  • 66. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review
  • 67. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding
  • 68. S I M P L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding • Low-performing teams are dismantled and find new teams (market place)
  • 69. T H I S H E L P E D U S B U I L D A C U LT U R E O F • User-first Thinking • Aligned Autonomy • To De-risk Ourselves (safe-fail experimentation)
  • 70. R E C A P
  • 71. R E C A P 1. Preventive Control - XP, CD
  • 72. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy
  • 73. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights
  • 74. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery
  • 75. R E C A P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery 5. Paradoxical Thinking - Structuring team for End-to-End Value Ownership
  • 76. L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S !
  • 77. L A S T Y E A R W E S H I P P E D 1 0 7 F E AT U R E S ! T H I S Y E A R , W E O N LY S H I P P E D 8 F E AT U R E S T O A L L O F O U R U S E R S
  • 78. E M A I L F R O M T H E F O U N D E R “I know a few of you have doubts about how much progress we have made this year. That feeling exists because we have only shipped 8 features. So we don’t have what I call the illusion of progress. Highlights • 30 Day Retention is ~2x up • High Engagement Bucket is ~2x up • % of MAU using the product for >12 days in a month is 50% up”
  • 79. T H A N K Y O U ! Q U E S T I O N S ? Naresh Jain @nashjain https://xnsio.com