This document discusses challenges that enterprises face in pursuing continuous innovation. It notes that enterprises are made up of people, not platforms, and that people's behaviors are influenced by their beliefs about how to meet their needs. Traditional enterprise structures can discourage autonomy and new ideas due to efficiency optimizations. The document suggests forming autonomous teams anyway and pursuing purpose over profits to motivate innovation. It acknowledges negative reactions may occur but that fear tactics do not work, and further reading and talks on organizational change patterns are recommended.

1. People, not Platforms
http://richardnilsen.com/tag/political-art/

2. About me.
@dan0young
dan@ejecteject.co.uk
http://www.myinsulators.com/commokid/telephones/1920s_telephone_ads.htm

3. ‘The Cloud-Native Enterprise is a
venture capitalist, creating
continuous innovation, powered
by Cloud Foundry’
- Colin Humphreys,
CloudCredo

4. How this talk should work:
1. A tour of the problem.
2. Understand the objective of
our quest.
3. A guide for explorers and
crusaders.
4. Where to find out more.
http://mentalfloss.com/article/65207/15-facts-about-monty-python-and-holy-grail

5. Enterprises have:
1. Customers to learn
from.
2. Money to get stuff
done.
So why does continuous
innovation elude them?
http://www.georgiaencyclopedia.org/sites/default/files/styles/article-gallery/public/m-3945.jpg

6. (Most) enterprises don’t seem to know:
1. That Marc Andreessen quote.
2. Who Melvin Conway is.
3. Cloud has happened.
4. That they are in a fight for their lives.
Why haven’t they been paying attention?
https://meekrosoft.files.wordpress.com/2013/06/conway.png

7. Enterprises are just legal fictions.
Enterprises don't ‘think’, ‘want’
or ‘do’ anything.
People do things.
http://tonywardedu.blogspot.co.uk/2010_11_01_archive.html

8. We know the characteristics the
Cloud-Native Enterprise should
have.
Let’s go get some!
http://www.mckinsey.com/insights/organization/agility_it_rhymes_with_stability

9. Pursue Purpose, not Profits
(Motivate people through
meaning, enable autonomous
decision making)
Yep! I’m sold.
http://www.mckinsey.com/insights/organization/agility_it_rhymes_with_stability
Image: @dianaofportland

10. Measure Outcomes, not
Outputs
(Follow on from purpose.
Focus on the the difference
you make, not the things
you make)
Definitely!
http://www.papergreat.com/2012/01/jc-savage-of-belfast-tailor-and.html

11. Manage Products, not Projects
(Build small cross-functional
teams who own outcomes and live
with the consequences of their
decisions)
Totally! Makes sense.
http://lifehacker.com/5965280/follow-jeff-bezos-two-pizza-rule-to-avoid-the-dangers-of-
groupthink

12. Easy, right?

13. Human behaviour in enterprises:
‘We don’t see things as they are, we see
things as we are’
- Anais Nin
‘People’s behaviours are a product of
their beliefs about how to get their
needs met’
- @flowchainsensei
------
Try: gaming needs or beliefs. http://www.telegraph.co.uk/news/newsvideo/weirdnewsvideo/10246867/University-students-
made-to-wear-anti-cheating-helmets.html
https://flowchainsensei.wordpress.com/2014/09/03/why-corporates-cant-change/

14. Commercial success becomes the enemy:
‘No financial man will ever understand
business because financial people think a
company makes money. A company makes
shoes, and no financial man understands that.
They think money is real. Shoes are real.
Money is an end result.’
- Peter Drucker (h/t @jobsworth)
------
Try: making and influencing executive
friends.
https://www.pinterest.com/Cap10Hook/mary-poppins/http://confusedofcalcutta.com/2006/09/19/shoes-are-real-money-is-an-end-result/

15. The ‘business case’:
‘In most enterprises 30-50% of
the total time to market is spent
on an activity which provides
almost zero value in terms of
mitigating the risk of our
investments’
- The Lean Enterprise
https://themarketingguy.wordpress.com/2011/10/04/client-appreciation-idea-paper-shredding-party/

16. The ‘business case’:
--
Try: doing new things
without needing to ask for
money.

17. Enterprise structure
is optimised for
efficiency.
Lots of handoffs
(aka queues).
------
Try: forming an
autonomous team
anyway.

18. Tread carefully.
http://www.ancient-origins.net/news-history-archaeology/archeologists-discover-mythical-tomb-osiris-god-dead-egypt-002525

19. Expect negative
reactions.
http://www.ancient-origins.net/news-history-archaeology/archeologists-discover-mythical-tomb-osiris-god-dead-egypt-002525
https://s-media-cache-ak0.pinimg.com/736x/d0/80/71/d080718eb77e288ace65beb09bda6dd9.jpg

20. Fear tactics don’t
work.

21. You will need help.
Further talks:
Linda Rising @ PIPELINE
Conf:
Myths And Patterns Of
Organizational Change
https://vimeo.com/123616200
Jez Humble Keynote @
Chef Conf:
https://www.youtube.com/watch?
v=L1w2_AY82WY

22. Further reading.

23. Thanks for listening.
@dan0young
dan@ejecteject.co.uk
Questions?