The document discusses organizational design for the 21st century. It argues that 20th century designs focused on centralized authority, but now continuous innovation is needed. Rapidly changing environments can lead to extinction if organizations cannot adapt. The three pillars for building an adaptive culture are intentions, programs, and technology. Decision making must shift from a top-down approach to empowering adaptive learning teams. A "decision making gym" is proposed to train judgment through receiving candid feedback from known groups and anonymously to build a culture of transparency, accuracy and reducing "lying, hiding and faking".
June 2010 Jeff Davis Presentation at the ACG Utah Breakfast MeetingDavid Politis
A Bountiful, Utah native, Jeff Davis recently moved back to Utah after retiring from Procter & Gamble following a 23-year stint with the Fortune 20 giant. Most recently Davis was General Manager/Vice President of Global Operations for P&G's Salon Professional (Wella) business. Previously he served P&G in five different countries (U.S., Canada, Germany, Czech Republic & Slovakia) across six different product sectors before opting to take early retirement nine months ago. The topic of Davis' presentation was "Don't Get Discouraged . . . GET MOTIVATED!"
According to former ACG Utah President, George Flint, Davis' presentation was one of the top 5 speeches he has ever heard at an ACG Utah breakfast meeting.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
June 2010 Jeff Davis Presentation at the ACG Utah Breakfast MeetingDavid Politis
A Bountiful, Utah native, Jeff Davis recently moved back to Utah after retiring from Procter & Gamble following a 23-year stint with the Fortune 20 giant. Most recently Davis was General Manager/Vice President of Global Operations for P&G's Salon Professional (Wella) business. Previously he served P&G in five different countries (U.S., Canada, Germany, Czech Republic & Slovakia) across six different product sectors before opting to take early retirement nine months ago. The topic of Davis' presentation was "Don't Get Discouraged . . . GET MOTIVATED!"
According to former ACG Utah President, George Flint, Davis' presentation was one of the top 5 speeches he has ever heard at an ACG Utah breakfast meeting.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
Why do some companies flourish while others wither away? I have been looking and some of the most effective companies in the world and these are 7 habits and patterns I have seen over and over again.
What if Peter Drucker Taught Enterprise 2.0 Strategy?Mark Fidelman
Peter Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” He is in every practical sense the father of modern management strategy.
As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well… mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
A presentation on how radical business can help solve the great problems of our time based on my book Culture Shock - https://bitly.com/KZmFkI.
Delivered in Moscow to 800 mad ambitious AISEC students.
Today, success doesn’t come from a well planned strategy, but rather a moment when luck and preparation collide: A click moment. Here were the top ones of 2012
What if Peter Drucker Taught Enterprise 2.0 Strategy?Mark Fidelman
Peter Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” He is in every practical sense the father of modern management strategy.
As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well… mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
A presentation on how radical business can help solve the great problems of our time based on my book Culture Shock - https://bitly.com/KZmFkI.
Delivered in Moscow to 800 mad ambitious AISEC students.
Today, success doesn’t come from a well planned strategy, but rather a moment when luck and preparation collide: A click moment. Here were the top ones of 2012
Reprise of TED 2009 in less than one hour...for a fine group of coworkers who didn't get the opportunity to attend in person. I really only hit the VERY TOP highlights as the actual recap is impossible.
Black Box Thinking - The Surprising Truth About SuccessMatthew Syed
In his new book Black Box Thinking, award winning journalist and best-selling author Matthew Syed shares the surprising truth about success (and why some people never learn from their mistakes).
Covering topics including marginal gains, closed loops, blame culture, the logic of failure and creating a growth culture, Matthew uses gripping case studies, exclusive interviews and really practical takeaways to explain how you can turn failure into success.
Whether developing a new product, honing a core skill or just trying to get a critical decision right, Black Box Thinkers aren't afraid to face up to mistakes. In fact, Black Box Thinkers see failure as the very best way to learn. Rather than denying their mistakes, blaming others or attempting to spin their way out of trouble, these institutions and individuals interrogate errors as part of their future strategy for success.
This is a visual preview of Black Box Thinking. You can pick up a copy of the book at www.mathewsyed.com/blackboxthinking
Black Box Thinking - The Surprising Truth About SuccessMatthew Syed
In his new book Black Box Thinking, award winning journalist and best-selling author Matthew Syed shares the surprising truth about success (and why some people never learn from their mistakes).
Covering topics including marginal gains, closed loops, blame culture, the logic of failure and creating a growth culture, Matthew uses gripping case studies, exclusive interviews and really practical takeaways to explain how you can turn failure into success.
Whether developing a new product, honing a core skill or just trying to get a critical decision right, Black Box Thinkers aren't afraid to face up to mistakes. In fact, Black Box Thinkers see failure as the very best way to learn. Rather than denying their mistakes, blaming others or attempting to spin their way out of trouble, these institutions and individuals interrogate errors as part of their future strategy for success.
This is a visual preview of Black Box Thinking. You can pick up a copy of the book at www.mathewsyed.com/blackboxthinking
Building a 21st Century water workforce - v.14Brian Gongol
The pipeline for good candidates to enter all parts of the water, wastewater, and stormwater sectors needs a reboot to reflect the needs of the 21st Century and the expectations of today's workforce. Here are some ideas to address those needs.
Community Online Academy (COA) is offered on the Perks at Work platform, and run by Next Jump. In this overview we describe the origins of COA, sample schedule, common questions. If you're looking for more information to share with your leadership teams about this offering, this overview should help!
Toolkit for Employees: Giving and Receiving FeedbackNext Jump
This is the Next Jump tool kit for employees to get started giving and receiving feedback. This is focused on building the habits of feedback, based on the lessons and insights from Next Jump.
How to create a culture of GAS - lessons learned in creating a culture where employees feel valued and Give a Shit (GAS). Presented at Next Jump Leadership Academy on June 7, 2017 to PACE attendees
How to create a culture of feedback and own your own feedback -- workshop by Next Jump's Head of Engineering, Tom Fuller. Given at Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Strategy, Decision Making and Leadership for the 21st Century (Not the 20th Century) -- Keynote by Next Jump Co-CEOs, Charlie Kim and Meghan Messenger, for Next Jump Leadership Academy to PACE US Air Force, June 7, 2017.
Next Jump's Head of Engineering, Tom Fuller, shares lessons in building a culture of feedback. The #1 thing a leader should not be doing is lying, hiding, and faking. How do you reduce your LHF levels for yourself, and team? Feedback.
Moneyball of Leadership: Predictors of High Performance | Next Jump Leadershi...Next Jump
Charlie Kim and Meghan Messenger, Co-CEOs of Next Jump, in a two-part keynote for Next Jump Leadership Academy, April 19-21, 2017.
Slides 1-30 "Coaching Your Organization" by Charlie Kim. https://www.youtube.com/watch?v=OH89weEyDGg
Slides 32-55 "Coaching Yourself" by Meghan Messenger. https://www.youtube.com/watch?v=2oH_fSaAaEY
Want insights on how to build a great corporate culture? Charlie Kim shares Next Jump's 2014 Culture Deck. As a teaching organization, we look to share our best practices and help other organizations learn from our experience and mistakes. We've found that teaching is the highest standard to hold yourself to- as you teach you learn even more about yourself while also helping others. At the core of the deck Charlie discusses our approach to culture: BETTER ME + BETTER YOU = BETTER US
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
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
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
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.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
4. 4
"What they were struggling with was a
cultural legacy, that Korean culture is
hierarchical," he said. ... To Gladwell, this
explained why Korean Air Flight 801 crashed
into a hill while on approach to an airport in
Guam in 1997, killing 223 people.
20th CENTURY ORGANIZATIONAL DESIGN:
Designed to give one person authority. All power.
6. 6
CIA HEAD OF STRATEGY:
“The greatest challenge we are facing as a business, frankly, is
that our business environment is changing much more rapidly
than our ability to adapt. In nature, this sort of thing leads to
extinction.” [we need ADAPTIVE LEARNING TEAMS]
7. 7
ORG DESIGN: 20th CENTURY 21st CENTURY
In the 20th century, organizations were
designed to maintain previous (often 1)
innovation.
In the 21st century, if an organization is not
re-designed for continuous innovation,
they are toast.
9. Three Pillars for Building a Culture
9Programs
Changing Culture
• Intentions: Why are you
doing something? Example of
candid feedback – intentions
are crucial.
• Programs: The rituals (“the
machine”) is what sets and
changes behaviors
• Technology: the technology
and apps can make the
programs and process simpler
11. 11
CEOS WORRIED OF OTHER BIG CO
STRATEGY CHANGED EVERY 1-5 YEARS
WHAT YOU PRODUCE: PRODUCTS & SERVICES
NOWBEFORE
CEOS WORRY OF 2 KIDS IN A GARAGE
STRATEGY CHANGES EVERY DAY
WHAT YOU PRODUCE: DECISION FACTORY
12. 12
EDUCATION 1.0
ISOLATION
FEAR
WORK 1.0
SUBJECTS
[SERVE THE KING]
WORK 2.0
FOLLOWERS
[ASSEMBLY LINE WORKERS]
WORK 3.0
DECISION MAKERS
[ADAPTIVE LEARNING TEAMS]
EDUCATION 2.0
COMPLIANCE
UNIFORMITY
EDUCATION 3.0
CREATIVITY
COLLABORATION
1750 KING FREDERICK THE GREAT 21ST CENTURY: INFO AGE1920 CUBBERLEY: FACTORY MODEL
ORIGINS of EDUCATION = ORIGINS of WORK
15. 15
Gladwell says that, though plane crashes are often
portrayed in movies as the results of a single catastrophic
event, in reality they occur because of the accumulation
of many small problems. Bad weather, tired pilots, new or
unfamiliar airports, crew members who have only
recently started to work together—it often takes all of
these things to add up to disaster. “The typical accident
involves seven consecutive human errors.”
ACCIDENTS INNOVATION
16. LEVEL 1: GAS “GIVE A SHIT”
LEVEL 2: NO LHF “LYING/HIDING/FAKING”
LEVEL 3: INDEPENDENT THINKING
LEVEL 4: INVITING CRITICAL FEEDBACK
LEVEL 5: DECISION MAKING
16
MONEYBALL of DECISION MAKING
5 Levels to Training Your Judgment
17. INNOVATION = CREATIVITY w/ OTHERS
(collaboration)
INNOVATION ≠ SOLO SPORT
INNOVATION = TEAM SPORT
18. 18
INNOVATION in the 21st CENTURY
There was a time when you had one
innovation that you could ride for decades.
That’s over. Continuous reinvention is
crucial now. Otherwise, you’re toast.
19.
20. JEFF BEZOS ON BEING DISRUPTED OR BEING A DISRUPTOR
WHO IS GOING TO KILL ME, IF WE DON’T MOVE?
I GOTTA KILL MYSELF BEFORE THEY KILL ME.
21. LEVEL 1: GAS “GIVE A SHIT”
LEVEL 2: NO LHF “LYING/HIDING/FAKING”
LEVEL 3: INDEPENDENT THINKING
LEVEL 4: INVITING CRITICAL FEEDBACK
LEVEL 5: DECISION MAKING
21
MONEYBALL of DECISION MAKING
5 Levels to Training Your Judgment
23. WHAT is No LHF
TRUTH, AUTHENTICITY, LEAVING NOTHING UNSAID
FACTS, MY THINKING, MY ASSUMPTIONS, GUT/INTUITION, WHAT YOU’RE FEELING
[HIGHEST FORM OF TRANSPARENCY]
24. 24
Dr. Jim Fadigan
The brain wants to be right. When it’s not, it withdraws.
If you ever played politics and it worked for you…
If you ever played dumb and it worked for you…
If you ever told the truth and you got dinged for it…
We build “bad brain habits”.
25. The 2nd Job
In an ordinary organization, most people are doing a
second job no one is paying them for.
In businesses large and small; in government
agencies, schools, and hospitals; in for-profits and
non-profits and in any country in the world,
most people are spending time and energy covering
up their weaknesses, managing other people’s
impressions of them, showing themselves to their
best advantage, playing politics, hiding their
inadequacies, hiding their uncertainties, hiding their
limitations. Hiding.
We regard this as the single biggest loss of resources
that organizations suffer everyday.
25
26. 26
Doing 2 JOBS at ONCE
CAR ACCIDENTS in U.S. 2016:
1.6 million have a cell phone involved in them. That's
64% of all the road accidents in the United States
29. Common
obstacles to
accuracy
Anchoring bias: Over-reliance on first piece of
information
Expertise bias: Weighting expert “authority”
over information and logic
Outcome bias: Judging something based on level of
desire for the outcome
Ostrich effect: Ignoring dangerous or negative
information
Observational selection bias: Noticing what was
not noted before & wrongly assessing increased
frequency
Halo effect: Impression of a person or
entity influences the assessment
of the credibility of the
information he/it provides
Availability bias: Overestimating importance of
available information
Stereotyping: Expecting a person or group to
have certain qualities without having
information
Blind spot bias: Failing to recognize your own
cognitive bias
Sunk cost bias: Being attached to an investment
already made (time, effort) despite utility of it
33. 33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
34. 34
YOU is YOU
33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
35. 35
MISSION vs PRACTICE
33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
36. Michael: A Case Study
Patient 1: Michael
• 36 year old male
• Severe brain trauma – car accident
• 6 years standard rehabilitation
• Initial visit – 86% inefficient
33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
37. Michael: A Case Study
Inefficiencies decreased to
3% within 3 months
KEY INSIGHT:
People are wired to do the right thing. But we often
don’t know what is right and what is wrong.
33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
39. 39
YOU
BEST FEEDBACK: (1) known group + (2) anonymous
2
We are a product of our expectations…
TP: TRAINING PARTNER
33
DECISION MAKING GYM
“It’s important that they learn what it feels like to make decisions.” ~Charles Duhigg
XTRAINING
GROUND
40. Feedback is data from other
human beings.
Data that can inform your
decision making.
KEY INSIGHT
2 most important investments in building a high performance culture….
EDU 1.0 – how do you control the masses of people w/out using a gun. Kindergarten: garden the children so they will serve the king.
Isolation – rows, can’t talk to each other, teachers isolation in classrooms
Fear – everyone afraid of the next level, kids, teachers, principals, superintendents
Do what you’re told. Every semester new teacher, can’t collaborate b/c new teacher
King Frederick's system was designed to teach obedience to solidify his control of the country
EDU 2.0 – industrial schools, no collaboration, children move along like widgets on assembly line: math, science, etc.
key characteristics of factory model education are top-down management, emphasis on management, centralized planning, standardization, efficiency in producing results
typified by efficiency and uniformity, often resembling a factory building.
system has been described as being "designed to create docile subjects and factory workers
Cubberley described "schools as, in a sense, factories in which the raw products (children) are to be shaped and fashioned into products to meet the various demands of life.”
Factory model schools employ direct instruction methods: a teacher drilled information into the class in "assembly line fashion",[6] the students learn by rote copying and memorization, and they are then tested on the information presented to them
factory model method also features depersonalization, strict hierarchy of authority, uniformity over innovation, process and procedure, and standardization of curriculum, testing, class sizes, time periods, and learning rates
EDU 3.0 – preschools, charter schools, school for autism, training former prisoners
Highest form of radical transparency is NO LHF. You can be transparent to the question I ask but if I don’t ask it…
Best diligence question ever – “What am I not asking you that I should be asking…”
15 years to build amazon book business. He built Kindle ebook in 2 years.
Highest form of radical transparency is NO LHF. You can be transparent to the question I ask but if I don’t ask it…
Best diligence question ever – “What am I not asking you that I should be asking…”
The book NxJ was recently case studied in: An Everyone Culture, talks about the 2nd Job.
The very first lines go like this…
Titantic Bin Laden
Talk about car accident and needing two people to help support him to walk normally