The pace of change
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The document discusses the pace of change in organizations and society. It describes how different levels, such as people, culture, infrastructure, operate at different paces. It advocates for a balanced equilibrium where each level is supported by slower levels below and energized by faster levels above. The document also discusses using a "five whys" approach to identify root causes by repeatedly asking why to drill down through different levels from people to infrastructure. Finally, it talks about building strength through continuous incremental improvements rather than dropping everything to focus on training alone.
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The pace of change
- 1. The pace of change Sjors Timmer, The Community Workshop Sessions ‘13
- 2. 1. Continuous improvement 2. The pace of change 3. Building strength
- 6. [Continuous Improvement] is a system that says there is no limit to people’s creativity. People don’t go to Toyota to work they go there to think ! - Taiichi Ohno Author of Toyota Production System
- 7. The pace of change
- 8. Every form of civilisation is a wise equilibrium between firm substructure and roaring liberty ! - Eugen Rosenstock-Huessey The Clock of the Long Now - Stewart Brand
- 9. Pace layering in Stewart Brand - The Clock of the Long Now -
- 12. Time to complete feedback loop People Culture Organisation Infrastructure Interface Interactions
- 13. In a healthy society each level is allowed to operate at its own pace, safely sustained by the slower levels below and kept invigorated by the livelier levels above. ! – Stewart Brand The Clock of the Long Now - Stewart Brand
- 14. Pace layers in action
- 16. Culture
- 17. Culture
- 18. Infrastructure Via: http://googleblog.blogspot.co.uk/2013/04/happy-birthday-campus-london-youve.html
- 19. Infrastructure
- 20. Every form of civilisation company is a wise equilibrium between firm substructure and roaring liberty ! - Eugen Rosenstock-Huessey The Clock of the Long Now - Stewart Brand
- 21. The Five Whys The core idea of Five Whys is to tie investments directly to the prevention of the most problematic symptoms. http://www.fastcodesign.com/1669738/to-get-to-the-root-of-a-hard-problem-just-ask-why-five-tim
- 23. Every why brings us closer to the root cause but also closer to a layer where things are harder and slower to change
- 24. At no point did we drop everything to focus solely on training. Instead, we made incremental improvements to the process constantly ! - Eric Ries http://www.fastcodesign.com/1669738/to-get-to-the-root-of-a-hard-problem-just-ask-why-five-tim
- 26. Archiving the models allowed architects to keep the traces of creativity […]; de- archiving them meant they could rediscover those traces of design invention that time had left intact. ! - Albena Yaneva Made by the Office for Metropolitan Architecture: an ethnography of design, 2009, page 65
- 28. The biggest part of our work [...] disappears automatically. [...] But you can't look at these designs as waste. They're ideas; they will survive in books. ! - Rem Koolhaas We're Building Assembly-Line Cities and Buildings, Der Spiegel 2011
- 30. What can we do in the digital world?
- 38. It’s not about improving products, it’s about building a system that enables products to be improved continuously
- 39. Thank you Sjors Timmer, The Community Workshop Sessions ‘13