Real Options With Trust at Agile2013
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Real Options have been present in the agile and lean community for half a decade, helping methods like Feature Injection and Impact Mapping to evolve and improving decision making in general. We think it's time to give it a twist: Adding trust to the concept we can focus on what Real Options can help us achieve: a raised state of awareness of our present's potential. This is a virtuous learning loop: learning more about our options leads to greater awareness, helping us to identify more options we can again learn more about... Dave Snowden coined the phrase explore the potential of the present as guidance on how to deliberately experiment in a complex environment. Awareness of our options increases the discovery of things to try. Our lack of trust and common wish for certainty in our lives leads to coercion: expectations, obligations, all these coulda-shoulda-woulda thoughts let us treat options as commitments. Trusting ourselves and others can lead to a state of deliberate serendipity: we grant ourselves the freedom to be pleasantly surprised. These surprises allow the deep learning we need to delight our clients in an agile team.
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Real Options & Decision Making by Ramabhadran S. Thirumalai
This document discusses real options and decision making. It provides an example of a capital budgeting decision involving a pharmaceutical company's investment in cancer research. Traditionally, the net present value of this project would be negative and it would be rejected. However, incorporating the real option of government support if the project fails changes the net present value to positive and the project should be accepted. Real options, such as the option to defer or abandon a project, provide flexibility that traditional valuation ignores and can lead to incorrect decisions. The document outlines several common types of real options companies face.
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Movement and drive comes from tension. Tensions come from differences. We need more tension if we want to move farther and faster, go where we haven’t gone before.
Everything changes. We change where we are going, what we are doing, how we are working, and the only thing we can rely on are relationships – the people who share the journey with us.
In our relationships, we prefer harmony to tension. We want to work with people we like, people like us. Unfortunately, that leads to mediocrity and boredom.
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What kind of value do you create for the stakeholders?
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How are you catalysing learning in your product organisation?
How do you integrate value creation, learning, and fun when developing your product?
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In this session, you'll reflect on and decide how you want to show up and make progress - or lead towards progress - in these difficult and ambiguous times.
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When humans want to improve their well-being and health, we exercise, meditate, choose a good diet … Why don’t we improve organizations in similar ways? And what would that look like?
New organizational development methods see organizations as living beings, organisms. Organizations show patterns of stress, trauma, addiction like human beings. We know from neurobiological research how integration helps the brain to heal - what would mental integration look like in organizations?
Learning requires integration too: insights and models from different domains, diverse knowledge and experience from different minds at the table. In this session you’ll experience how this integration can happen effectively, and with a lot of fun. We will facilitate deep exchange and produce inspiring results - all of us will learn in this session!
Agile World - Surprisability
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Surprisability (Agile in the City)
A new version with an awareness-building, silent introduction.
“We rock when we’re rocked!”. Mindful, successful, messy, elegant, free and full of joy.
A new aspiration for great organisations: to be able to grow from surprises, to rise strong from falling. Daring and brave, we surprise others.
This keynote is about creating organisations that keep their competition awake at night while their people are enjoying making ever new waves.
Surprisability is a pragmatic, actionable and positive reframe of Taleb’s idea of anti-fragility.
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety, yet more creativity, serendipity and fun.
I will take you through the organisational capabilities that increase surprisability:
- a clear sense of identity (we know who we are)
- a clear sense of purpose (we know what we want)
- freedom: we are powerful beings, able to make good decisions
- agility: challenging how we do things by focusing on why we do them
- presence: letting go of anger and guilt from the past and anxiety about the future
- courage in the face of uncertainty and ambiguity
Surprisability - AgileEE 2017
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
A clear sense of identity (we know who we are).
A clear sense of purpose (we know what we want).
Freedom. We are powerful beings, able to make good decisions.
Agility. challenging how we do things by focusing on why we do them.
Presence. letting go of anger and guilt from the past and anxiety of the future.
Courage in the face of uncertainty and ambiguity.
Booster Partners: Surprisability
n the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
Booster Partners - How to Liberate Organisations
What does it mean to create an agile organisation? How do we liberate ourselves from the prevalent, paternalistic paradigm of organising work?
Surprisability - Agile Prague Sept 2016
In the past we’ve built businesses and organisations to last. We were afraid. We needed predictability to feel safe.
Now we have the confidence to grow businesses that offer less safety yet more creativity, serendipity and fun.
- We foster the surprisability of organisations: Our ability to grow from surprises, to rise strong from falling. This allows us to be daring and brave. Which in turn fosters: Our ability to surprise markets, our customers, our partners, our competitors.
- We’ve learned to surf the waves of complexity, to steer our ship safely through the storms. Now we are the storm, we’re causing the waves.
Olaf will take you through the organisational capabilities that increase surprisability:
- A clear sense of identity (we know who we are).
- A clear sense of purpose (we know what we want).
- Freedom. We are powerful beings, able to make good decisions.
- Agility. challenging how we do things by focusing on why we do them.
- Presence. letting go of anger and guilt from the past and anxiety of the future.
- Courage in the face of uncertainty and ambiguity.
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?
Agil ist ein Weg, kein Ziel oder Zustand. In unserer sich immer schneller verändernden Welt werden Überraschungen immer häufiger. Wir haben die Wahl: Wir können darunter leiden. Zerbrechen wir daran? Wachsen wir damit? Oder sind es wir, die überraschen?
Welche Faktoren sind neben der Agilität entscheidend, um den Wandel nicht nur zu überleben, zu durchwachsen, sondern auch zu gestalten und zu treiben?
Olaf nimmt uns mit auf eine Reise vom Manifesto – mit dem manches begann – hin zu einem frischen, gelassenen und selbstbewussten Blick auf nachhaltig erfolgreiche Unternehmen von morgen.
More from Olaf Lewitz (20)
How to Use your Emotions - Scrum Gathering Belgrade 2021
How to Use your Emotions - Scrum Gathering Belgrade 2021
OOP 2020 Wenn Agil die Lösung ist dann hätte ich gerne mein Problem zurück
OOP 2020 Wenn Agil die Lösung ist dann hätte ich gerne mein Problem zurück
School of Product Ownership: Own Your Product as if it Mattered
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Agile Day Riga: How does a Technical Guy become an agile Leader?
Agile Day Riga: How does a Technical Guy become an agile Leader?
Agile Serbia 2018 - How does a technical guy become an agile leader?
Agile Serbia 2018 - How does a technical guy become an agile leader?
Organisational Neurobiology and Fitness - Agile 2017
Organisational Neurobiology and Fitness - Agile 2017
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?
AgileTransitionDay: Wer ist Agilität und wenn ja, wie viele?
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Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
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👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
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Real Options With Trust at Agile2013
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