This document discusses how organizations can unleash innovation through being agile. It argues that innovation requires stimuli, communication through meetings, building trust to overcome fears, providing time and safe havens for experimentation and learning from failures. True innovation emerges from cross-functional collaboration, open communication, embracing uncertainty, and continually adapting processes through iterations. Being agile can help organizations establish these conditions for innovation to thrive.

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UNLEASHING THE POWER
OF INNOVATION
ANDREAS HÄGGLUND

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THE RISE AND FALL OF THE MAD SCIENTIST
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“The competitiveness race demands a
constant flow of new ideas, as well as
innovative leadership using different
methods and tools to direct the change.”
- Sheikh Mohammed bin Rashid Al
Maktoum, Vice President and Prime
Minister of the UAE

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CREATIVITY
The use of imagination
or original ideas to create
something of value

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• A new method, idea, product, etc.
• Changing something established, especially
by launching new methods, ideas, or products
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INNOVATION

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EVOLUTION
A gradual process in which something changes
into a different and usually more complex or
better form.

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EVOLUTIONARY INNOVATIONS
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CREATIVE INNOVATIONS
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WHEELBARROW HORSE AND CARRIAGE TRUCK

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TWO PROBLEMS
KNOWING WHICH IDEAS WILL WORK WE FILTER INFORMATION

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HOW DO WE GET MORE IDEAS TO TRY?
Focus Stimuli Connection
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THE BRAIN RECOGNIZES PATTERNS
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FOCUS

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LIVES DIES
THE BRAIN USES PATTERNS TO FILTER INFORMATION
=EXISTING PATTERN
(CONNECTING THE DOTS)

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NEW STIMULI =
NO PATTERN EXISTS =
NO FILTERING
LIVES
WHAT HAPPENS WHEN WE CAN’T CONNECT THE DOTS
NEVER DIES

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LIVES
THE BRAIN FORCES A CONNECTION
NEVER DIESARTIFICIAL
NEW STIMULI CREATES
NEW CONNECTIONS

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DOMAIN YDOMAIN X
Solution
WHERE DO WE FIND STIMULI?
Problem
Constraint
Opportunity

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IT
Solution
Solution
BUSINESS
Solution
Solution
WE GET STIMULI BY WORKING TOGETHER
Problem
Problem
Problem
ProblemProblem
Problem
Solution
Solution
Solution
Problem
Problem

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COMMUNICATING STIMULI REQUIRES MEETING PLACES
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COMMUNICATION REQUIRES TRUST
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KENT BECK: ALL METHODOLOGIES ARE BASED ON FEAR...

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FEAR SHIFTS FOCUS
• Fear of loosing face/shame
• Fear of not being promoted
• Fear of loosing job
• Fear of being different
• Fear of being blamed
• Fear of being responsible
• Fear of managers
• Fear of not affording school
• Fear of mistakes
• Fear of changes
• Fear of uncertainty
• Fear of failure
• Fear of cost overrun
• Fear of not having family time
• Fear of delays
• Fear of building the wrong product
• Fear of bugs
• ...

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MAD SCIENTISTS HAVE NO FEARS
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PROBLEM IS, ONLY FEW OF US ARE MAD SCIENTISTS
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AND EVEN FEWER COMPANIES HIRES MAD SCIENTISTS
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I HAVE MET THE ENEMY AND HE IS US...
DON’T FEAR FAILURES
–
CELEBRATE FAILING FAST
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SO INNOVATION REQUIRES...
• STIMULI
• COMMUNICATION & MEETING PLACES
• TRUST
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IT’S NOT ENOUGH!

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TO MUCH TO DO – TO LITTLE TIME TO INNVOVATE

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A SAFE HAVEN GIVES PEACE, QUIET & INDEPENDENCE
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SELF ORGANIZATION
What we plan
for them to do
MANAGEMENT
PLAN

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SELF ORGANIZING TEAMS ARE A LONG TERM SOLUTION
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SELF-ORGANIZATION CREATES COMMITMENT
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EMBRACE UNCERTAINTY
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IT CREATES OPPORTUNITIES

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WE NEED TO EXPERIMENT AND LEARN
IF I HAVE SEEN FURTHER IT IS BY
STANDING ON THE SHOULDERS OF
GIANTS

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SO INNOVATION REQUIRES...
• STIMULI
• COMMUNICATION & MEETING PLACES
• ABSENCE OF FEARS
• TIME & A SAFE HAVEN
• EMBRACING UNCERTAINTY
• EXPERIMENTS & OPPORTUNITIES FOR LEARNING
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SO INNOVATION REQUIRES...
OH, YOU MEAN
• STIMULI FROM CROSS FUNCTIONAL & CROSS DOMAIN TEAM
• COMMUNICATION & MEETING PLACES LIKE DAILY STAND UPS & RETROSPECTIVES
• TRUST FROM OPENNESS, FEEDBACK AND TRANSPARENCY
• TIME & A SAFE HAVEN LIKE TIME BOXES, SELF-ORGANIZATION AND LIMITED WIPS
• EMBRACING UNCERTAINTY LIKE CONTINOUSLY ADAPTING PROCESS AND SCOPE
• EXPERIMENTS & OPPORTUNITIES FOR LEARNING LIKE ITERATIONS?
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YES,
THAT’S EXACTLY
WHAT I MEAN!!!
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"THE MOST DIFFICULT THING IS THE DECISION TO ACT.
THE REST IS MERELY TENACITY.”

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LETS DITCH THE MAD SCIENTIST AND BE AGILE
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FEAR NO SHAME – FEAR NO FAILURE

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Thank You
@ahab1972
#agileme2015
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