In this presentation, Marco Tedone and John Ferguson Smart present the four pillars of Lean Enterprise Execution. This deck was presented at our first London Lean Enterprise Meetup event.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
These slides were presented at the start of a London Futurists open discussion event on Tuesday 15th March 2022. In these slides, David Wood, Chair of London Futurists, provides answers to five questions about the "Vital Syllabus" project: Why?, Who?, What?, How?, and What's next?
He also issued a call for collaboration and support of the project.
For a recording of this presentation, see https://www.youtube.com/watch?v=mea38ims1OQ
The Abolition of Aging - An update for 2022.pdfDavid Wood
Slides used by David Wood, Chair of London Futurists, in his presentation on 24th March 2022 for the Church of Perpetual Life. The presentation weighed up arguments for and against the possibility of widespread low-cost access, by 2040, of treatments providing comprehensive rejuvenation (reversal of aging) in both body and mind. In particular, the presentation looks at how that balance of probabilities has shifted in the six years since these arguments were first aired in the 2016 book "The Abolition of Aging".
A recording of this presentation can be viewed at https://www.youtube.com/watch?v=iSETLmTKzqg
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
Why space matters...the role of orchestrated serendipityPaul Corney
A presentation that formed the backdrop of a workshop I ran for the NetIKX group in early 2014. It explored why it is important for organisations to consider how they organise their working environment, what works and what doesn't.
Well attended and an interesting set of conversations (you'd expect that with Harold Jarche and David Gurteen in the audience - an accompanying report was made available - here's the link: http://www.scribd.com/doc/205349954/when-space-matters-and-the-role-of-orchestrated-serendipity-survey-and-workshop-findings
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
These slides were presented at the start of a London Futurists open discussion event on Tuesday 15th March 2022. In these slides, David Wood, Chair of London Futurists, provides answers to five questions about the "Vital Syllabus" project: Why?, Who?, What?, How?, and What's next?
He also issued a call for collaboration and support of the project.
For a recording of this presentation, see https://www.youtube.com/watch?v=mea38ims1OQ
The Abolition of Aging - An update for 2022.pdfDavid Wood
Slides used by David Wood, Chair of London Futurists, in his presentation on 24th March 2022 for the Church of Perpetual Life. The presentation weighed up arguments for and against the possibility of widespread low-cost access, by 2040, of treatments providing comprehensive rejuvenation (reversal of aging) in both body and mind. In particular, the presentation looks at how that balance of probabilities has shifted in the six years since these arguments were first aired in the 2016 book "The Abolition of Aging".
A recording of this presentation can be viewed at https://www.youtube.com/watch?v=iSETLmTKzqg
Ron Clink - Chief Policy Analyst, Education System Strategy, Ministry of Educ...SmartNet
Innovating for Skills-Skills for Innovation
Examining the learning environment and why certain skills and resilient leadership matter to innovation and prosperity for New Zealand.
The 2019 SingularityU Canada Summit is devoted to reinforcing Canada’s global role as a key technological innovator. Gain a deeper understanding of how exponential technology will benefit nearly every aspect of our daily lives.
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
This presentation is offered as an additional aid for students in understanding CIM 4.0 and 4IR. It offers seven nuggets of wisdom that most people and businesses do not fully grasp
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
For those of you who weren't able to attend the SXSW 2017 show in Austin, TX this year, here's a recap of some of the topics discussed (and insights gathered) by Design Concepts for you. Enjoy!
Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWor...Thoughtworks
After spending six years at REA, and over twenty-five years across multi-nationals and startups, Chief Inventor Nigel Dalton shares his view on management’s role in creating a culture of resilience.
At REA, implementing change or seeking innovation or invention is not viewed as a one-time ‘transformation project’. In this environment, individuals and teams can unleash their energy and creativity to solve problems for customers. The cycle of continuous improvement delivers new insights back to management, sometimes prompting the fundamentals (such as strategy or structure) to be revisited.
Nigel shares the lessons learned in developing the model that has allowed REA to adapt and thrive in today’s digital marketplace.
The 2019 SingularityU Canada Summit is devoted to reinforcing Canada’s global role as a key technological innovator. Gain a deeper understanding of how exponential technology will benefit nearly every aspect of our daily lives.
Deloitte Silicon Beach Australian Startup EcosystemDavid Adams
Leaving it in the ground
Imagine a rich seam of minerals under ground. We’ve poked around and we know its there: lots of value
=just waiting to be uncovered. Imagine too that we
also know there is a market, growing larger each month, with an insatiable demand for consuming these treasures. Now, imagine that the people who live around the seam are born with an aptitude for mining. We are a mining country and we know this story well. But, unusually for Australia, we are leaving this seam in the ground untapped.
Even if the commodities boom lasts decades, Australia is in trouble.
In Silicon Valley it took 60 years to create the structural, cultural & financial infrastructure to repeatedly create new billion dollar technology based industries. The problem is, we are wired to think in a linear way. We massively underestimate the long term impact of current technology trends & market shifts impacted by the technology.
Adrian Turner, Author of ‘Blue Sky Mining’
If startups were treated as a natural resource,
people would ask why we’re ‘leaving them in the ground’. Australia can improve at what Adrian Turner calls ‘Blue Sky Mining’ in his book of the same name.
Background
Silicon Beach represents rare research of Australia’s startups to help Australian businesses and governments target their actions to support this vital sector. In 2011, The Startup Genome Project (blog.startupcompass.co) revealed its first set of international findings. Through surveying thousands of startups it looked for patterns which emerged from data-driven analysis. The report revealed new insights which helped the global startup community answer common questions including:
• How much should I be spending at the different growth stages?
• How long does it take?
• How many customers should I have by now?
• Is it this hard for everybody or just me?
“This first Australian Ecosystem Report ‘Silicon Beach’ is a vital contribution to further the awareness of why technology entrepreneurship is important to Australia and where it has room for improvement. It provides much needed perspective as technology entrepreneurship is evolving to become a new fundamental to the Australian economy. The public interest will be increasing and more stakeholders will participate in the Australian startup ecosystem. This report will fuel the public dialogue in order to co-ordinate the necessary dynamics between entrepreneurs, investors, corporate development and policy makers. I want to thank Pollenizer for taking the lead in summoning representatives of each of these groups, Deloitte Private and Startup Genome to create this report.”
Bjoern Lasse Herrmann – Startup Genome
Authors
Phil Morle
Co-Founder – Pollenizer
M: +61 430460780 e: phil@pollenizer.com
Zach Kitschke
Editor – From Little Things
e: zach@fromlittlethings.co
Alan Jones
Editor in Chief – From Little Things
M: +61 414987069
e: alan@fromlittlethings.co
Joshua Ta
Agile to boost value for customers, employees and communitiesEmiliano Soldi
Covid-19 crisis we are experiencing is teaching us, once again, that everything in this world is interconnected. Paraphrasing Lorenz, we could say that a banal behavior of a bat or snake in China can trigger a pandemic in Europe or in the United States.
How can societies and humans can leverage on these mechanisms and produce more value for customers, employees and communities?
We believe that with its values, approaches and principles, Agile can make a difference.
This presentation is offered as an additional aid for students in understanding CIM 4.0 and 4IR. It offers seven nuggets of wisdom that most people and businesses do not fully grasp
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
This is the report of the Good Work Commission. The Commissioners are a group of individuals with a great breadth and depth of experience in leading organisations across all sectors, including business, government, the unions, the church, media and the voluntary sector. They believe that ‘good work’ is a benefit to employees, employers and society alike – and that it is possible to make it more rewarding for all involved.
Flowing from that, the purpose of the report is to explore what makes ‘good work’ and how to create more of it. It is based on two key assets: the great breadth of experience and views of the Commissioners and the considerable body of research produced by the Work Foundation over the past decade. The Work Foundation presented a set of eight Provocation Papers to the Commissioners to inform their thinking and stimulate debate. The report draws heavily on those papers and over twenty other studies produced by the Foundation, as well as a wide range of literature produced by others in the UK and elsewhere. Personal perspectives from the Commissioners are incorporated throughout the report, reinforcing and accenting the research-based narrative about the nature of ‘good work’.
The aspiration is for the report to be useful for people who have leadership and management roles in organisations, prompting reflection about how effectively their organisation is dealing with these issues and providing practical suggestions about how they could take it to the next level.
My talk from the Creative Summit 2015. #cresum15
Work sucks. Despite exponential innovation in technology, the way in which we work and organize haven't fundamentally changed in 50 years. What lessons can we learn from naturally occurring complex adaptive systems (cities, ant colonies, your immune system)? What practices should we take from the most responsive companies of today?
For those of you who weren't able to attend the SXSW 2017 show in Austin, TX this year, here's a recap of some of the topics discussed (and insights gathered) by Design Concepts for you. Enjoy!
Building a Culture of Resilience in a Digital World- Nigel Dalton (ThoughtWor...Thoughtworks
After spending six years at REA, and over twenty-five years across multi-nationals and startups, Chief Inventor Nigel Dalton shares his view on management’s role in creating a culture of resilience.
At REA, implementing change or seeking innovation or invention is not viewed as a one-time ‘transformation project’. In this environment, individuals and teams can unleash their energy and creativity to solve problems for customers. The cycle of continuous improvement delivers new insights back to management, sometimes prompting the fundamentals (such as strategy or structure) to be revisited.
Nigel shares the lessons learned in developing the model that has allowed REA to adapt and thrive in today’s digital marketplace.
"Innovative Problem Solving: Getting Unstuck In Your Thinking"Sherisse Steward
New ideas are the currency of influence and advancement in organizations. While not every great idea makes it to the marketplace, sometimes even creating those ideas can be a challenge for the individual and the organization. This session will help participants build skills to overcome personal blind spots and common organizational challenges, so your collaborative more effectively and solve businses problems.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
Culture Eats Fintech for Breakfast - MEL Scott Bales
What an awesome session with Melbourne's Banking sector, as we tackled the most challenging part of #innoation and #digitaltransformation.... CULTURE
Amazing to collaborate with some powers of industry in Victor Perton and Mark Danaro
30 • Rotman Magazine SpringSummer 2006There is growing r.docxtamicawaysmith
30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to
make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these
approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
...
We are in a critical time of history. What worked yesterday does not necessarily work today. It’s been proven that
organizations fail when they over-invest in “what is” instead of “what could be.” But why? Truth is, every organization is
successful until it’s not – and there’s only one sure-fire way to protect yourself from it happening to you, re-inventing yourself
destructing. The time of just showing up and doing your job is over. As Gary Hamel states, “Average is officially over because
every employer today has the means much more quickly, cheaply, and easily available to take you out.” That said, a new
breed of worker and leader is now required in the world today. People who are creative, able to communicate and can adapt
on the fly are indispensable. Our ancestors proved that you can shift from one system (agricultural) to another (industrial) as
long as you’re willing to change. So ask yourself, can you adapt?
Change has changed.
We are in a critical time of history. The age of farms and factories and even information worked for a while, but everything has changed. What worked yesterday does not necessarily work today.
Organizations fail when they over-invest in “what is” at the expense of “what could be.” Executives often say, “This is how our industry work.” My stock reply: ‘Yeah, until it doesn’t.” Truth is, every organization is successful until it’s not. In a world of unprecedented change, there’s only one way to protect yourself from creative destruction—do the destructing yourself.”1
“Average is officially over because, you see, every employer today has in this hyper-connected world access to above-average computer software, robots, and not just cheap labor, but cheap genius, from so many different places. So Woody Allen’s observation that 90 percent of life is showing up is, as they say, N/A, no longer applicable. If you just show up to your job and do average, whether you are a lawyer, an accountant, or a butcher, a baker, a candlestick maker, there is a machine, a software, a robot, or a foreign worker now that is so much more quickly, cheaply, and easily available to take you out. So you had better be a creative creator or a creative server.”1
We have to say goodbye to the knowledge economy and say hello to the creative economy. A new breed of worker and leader are now required...people who are creative, good at connecting with others, and able to see solutions like no one else. Indispensable.2
We are at a “tipping point” in education. With competition from private schools, charters schools, home schools, and virtual schools; with education funding in a crisis of epic proportions; with new, yet inefficient, assessment systems; and with the shift toward globalization, it is time.
As our ancestors proved in shifting from the agricultural system to the industrial system, we can do it, but we must be willing to adapt. That’s why we need to change the way we change.
1 From What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation by Gary Hamel (Hardcover - Feb 1, 2012)
2 From Linchpin: Are You Indispensable? by Seth Godin (Hardcover - Jan 26, 2010)
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Similar to The four pillars of Lean Enterprise Execution (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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The four pillars of Lean Enterprise Execution
1. The Four Pillars
of Lean Enterprise Execution
Marco Tedone John Ferguson Smart
2. Marco Tedone
Global Head of Lean Enterprise Transformation,
HSBC Global Standards
marcotedone marco@devopsfolks.com
Consultant, trainer, mentor, author, developer
3. John Ferguson Smart
“I help teams of smart people
learn to work together more efficiently,
to deliver better software faster”
wakaleo reachme@johnfergusonsmart.com
Consultant, trainer, mentor, author, developer
4. Europe, 37000 BC
The first part of our talk takes use back around 40,000 years, in the middle of the last Ice Age.
5. This is Wilma, one of our closest extinct human relatives, who lived in Europe around 43000 years ago.
For more than 200000 years, Homo neanderthalensis, or Neanderthals, like Wilma dominated Eurasia. They lived everywhere from Britain and Europe to the middle east
and Uzbekistan, between 200,000 and 30,000 years ago. They were not brutish cavemen; their brains where as large as ours or larger, and like us, they used tools, took
care of their sick, buried their dead, and had mastered fire.
Neanderthals were marvellously well adapted to live in Ice-age Europe. They were strong and robust, and used to the cold climate. And they were very good at hunting
large Ice Age animals.
6. Horses, Chauvet Cave, 30000 BC
But by around 40000 years age, Neanderthals had disappeared. There are many theories as to why, but most anthropologists agree that they failed to adapt to changing environment, and
were out-competed by the homo sapiens of the Aurignacian culture. The folk who drew these paintings, some of the oldest in the world. They also carved small statues and figurines, and
even some of the the first musical instruments, including some wonderful bone flutes.
These newcomers didn’t just invent art, engraving and music. They also brought more sophisticated tools, not just of stone, but also new fangled devices made of bone and antler, and more
sophisticated hunting tools like spear throwers and bows. And their highly developed trade routes made it easier for them to cope with climate change when their preferred foods were not
available.
And though there is evidence of Neanderthals adopting some of this hardware, by around 39000 BC, the last Neanderthals had retreated to the southern tip of Spain, before disappearing
entirely.
7. A time of disruption
- Like the Neanderthals towards the end of the last Ice Age, we live in a time of disruption. But change now happens in months and years, not in centuries and millennia.
- In an environment of disruption, the only way to survive is to have extreme adaptability. To be able to react to changing circumstances faster than the competition. To be able to
experiment.
- The only certainty is that what works today will not work tomorrow. Old business models will fail. Old leadership styles will become unacceptable. Slow-moving businesses that fail to
adapt will become extinct.
8. "The successful players will be the ones with the
greatest agility, creativity and foresight”
- Matt Church
Hunters with bows, 25000 BC
Modern humans survived the ice age not because they were stronger or tougher, but because they were more adaptable and creative.
Organisations are in a similar situation today. In his book "Next: Thriving in the Decade of Disruption", Australian speaker and thought leader Matt Church says "The successful players will be the ones with the
greatest agility, creativity and foresight”.
- The world is complex, in the cynefin sense - it is hard to predict how the market will react to an idea, but once you see the reaction, you can draw your conclusions.
- The bottom line is, to succeed in todays environment, organisations need to become radically better at what they do, or fall by the wayside.
- Not marginally better. Not incrementally better. But differentially better.
In this talk, we will look at ways that some organisations are learning to become differentially better.
9. Great teams harness three things
Innovation
Agility
Technology
- Things move a lot faster today than they did in the Ice Ages. Evolution in a number of areas means that we have to keep pace with a much faster rate of
change than even a decade ago.
- Organisations that succeed today do so because they manage to harness three different but related areas:
- Innovation
- Agility
- Technology
10. Great teams harness three things
Innovation
Agility
Technology
- Peter Drucker once said, “Every organisation must prepare for the abandonment of everything it does.”
- Great teams innovate. But they don’t just innovate their products and solutions; Some of the biggest industry innovations, in companies like Amazon and NetFlix, come through
innovating not their products, but their business model.
- Innovation can be incremental or radical. Incremental innovation, such as small improvements to your product line, is less scary. For example, a decade ago, making a higher quality CD
player would be an easy incremental innovation.
- Radical innovation is harder, more expensive, and more risky. It takes much more courage. But radical innovation eats incremental innovation for breakfast. Think music streaming for
CD players.
11. Great teams harness three things
Innovation
Agility
Technology
- But innovation doesn't work well in a void. It needs focus. It needs to know not only what needs to be done, but why.
- Great teams not only innovate, but they innovate to find solutions that are more relevant to their customer needs. They try to understand their customer needs.
- Great organisations are agile. But agility is not about processes or certifications. It is about company values. Values of feedback, collaboration and communication.
Values that support a deeper understanding and empathy of client needs, and inspire the team to seek out solutions that are both relevant and innovative.
12. Great teams harness three things
Innovation
Agility
Technology
- Both Innovation and Agility are great, but in today’s context, a quick turnaround is of the essence.
- Great teams embrace technology as a way to support both their innovation and their agility.
- Great teams use Agility to understand what to build, and why to build it.
- But their ideas are really only educated guesses until they see how the end user reacts.
- Technology is always just a means to an end, but when used well, it can create a huge significant advantage. Great teams know how to use technology to get faster
feedback about how well their innovations actually do help the end user, or produce value for the organisation, and to get solutions producing value into production
faster and more often.
13. Lean Enterprise is the organisation
of an enterprise that allows the
business to continuously learn new
and better ways to deliver value by
validating hypotheses using a
rigorous scientific approach.
Jez Humble, Joanne Molesky and Barry O’Reilly have captured many of the essential ideas on how some high performing organisations achieve these goals
in a book called “Lean Enterprise.
Lean Enterprise is the organisation of an enterprise that allows the business to continuously learn new and better ways to deliver value by validating
hypotheses using a rigorous scientific approach.
14. What does the scientific approach
look like
The scientific method consists of the following steps:
- Understand the direction or challenge
- Grasp the current condition
- Define the next target condition
- Iterate toward the Target Condition through a series of incremental experiments
15. Experiments result in either
measurements or discoveries
“If the result confirms
the hypothesis, then
you've made a
measurement. If the
result is contrary to
the hypothesis, then
you've made a
discovery.” ~ Enrico
Fermi
An experiment should test an hypothesis which resides outside our Threshold of Knowledge (TOK). The learning deriving from the observation of what
actually happened compared to what we were expecting is what allows us to expand our TOK and therefore move toward the Next Target Condition
16. The scientific method in a Lean Enterprise
The business has got
an hypothesis on how
to generate value
Technology and the
Business collaborate
to define and deliver a
minimal
implementation of that
idea as quickly as
possible
The value delivered by
that idea is measured
against the hypothesis
and the product is
adjusted accordingly
Plan -> Do -> Check -> Act (PDCA)
In a Lean Enterprise, the scientific method and experimentation follow this flow:
- The business has an hypothesis on how to generate some value
- Technology builds the Minimum Viable Implementation of that hypothesis, just to allow the business to measure its outcomes
- Business and Technology measure the actual value delivered by that MVI and either: adjust the MVI based on feedback; can the idea as it didn’t produce
any value or pivot that idea into another MVI
18. DevOpsTest AutomationBDDAgility
Four Pillars
We find that organisations that adopt Lean Enterprise principles successfully, get things right in four key areas. We call these the Four Pillars of Lean
Enterprise Technology Execution.
19. Agility
- Agility is the ability to adapt to changing conditions as a result of learning new and better ways to do things
- Today, teams do Agile. They go on 2 day training courses and become Masters of Agile. They do heavy upfront requirements analysis and package the
requirements as “stories”. The original intent of the working group who wrote the Agile Manifesto was to bring business and IT closer. Scrum worsened
all of that with artefacts such as the Scrum Master certification
- Agile is none of these things.
20. BDD
You may have heard of Behaviour Driven Development.
- BDD is not test automation, Cucumber etc.
- BDD is what gives Agile teeth.
- Traditional requirements, and most requirements expressed as “user stories”, which describe HOW a system should work are not good requirements
- Successful Agile teams focus not on HOW, but on WHAT a system should do.
- BDD goes further. BDD gives teams a way to understand not just the WHAT, but also the WHY.
- The Why leads to the WHAT-IF
21. DevOps
DevOps is an operating model that aims at delivering valuable software in the customers hands in the shortest possible time with the highest possible
quality by automating everything that can be automated and by removing cultural and practical barriers.
DevOps is not a methodology or a tool or a framework. It’s the road that is used to ship value to production. It’s also just one of the components of a Lean
Enterprise.
22. Test Automation is like any other tool.
It’s either a benefit or a hazard.
Test Automation
The Deckard Principle
Test Automation follows the Dekard Principle. It can have a huge benefit on the project, providing fast feedback and a safety net that lets you get things
into production quickly and with less risk as well as a design tool.
Or it can be a drain on project resources, reduce confidence in the build and deployment process.
The choice largely depends on how much value you place on the quality of your test automation efforts.
There is no alternative to choosing quality over speed. Quality will make teams faster. Speed without quality will introduce technical debt and slow teams
down in the medium to long term
25. Skill without focus is wasted
Focus without skill is ineffectual
Skill is essential
- Great teams know that learning is not a one-off thing, but that is a continuous process. Successful teams encourage Deliberate Discovery and
Deliberate Practice, such as coding dojos, prototypes or even brown-bag sessions, to discover what they don’t know and hone what they do. Successful
teams love their craft, and aim to excel.
- Unfocused skill is wasteful. Slack is important, but so is a common vision and a shared understanding
- Unskilled focus is ineffectual - work will be slow and inefficient, and costly in the long term. It is much harder to experiment if it takes 3 months to get
a working prototype.