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The Philosophy of “Fail Early, Fail Often”

July 31, 2023
ABC, Agility at Scale, Article, Business
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The Philosophy of “Fail Early, Fail Often”

The mantra “Fail early, fail often” has become a guiding principle across various innovative and creative fields, but let’s understand that this philosophy’s aim is not to fail, but to learn. By recognising that

“Learning has only happened when behaviour has changed”

we can see that failure is not an end in itself but a means to an end. Let’s explore this concept in the context of business, design thinking, entrepreneurship, and the cultural shift towards iterative learning.

Learning Through Failure: A Definition

In the context of “Fail early, fail often,” failure is not an objective but a pathway to learning. But what does learning really mean? As succinctly put: “Learning has only happened when behaviour has changed.” This definition underscores that genuine learning isn’t just about acquiring knowledge; it’s about transforming that knowledge into actionable changes in behavior. It’s about adaptation, growth, and tangible improvement.

Applying the Philosophy in Various Fields

1. Business: In the broader business context, this philosophy encourages companies to see failures in strategy, products, or execution as opportunities for learning and growth. It promotes an approach where mistakes lead to insights, refinements, and strategic pivots. By fully embracing that “Learning has only happened when behaviour has changed,” businesses can become more resilient, innovative, and responsive to market dynamics.

2. Software Development: In iterative development, failures are not mistakes but learning opportunities. A bug or a flaw in the code is a chance to inspect, learn, adapt, and improve. With each failure and subsequent adaptation, the software evolves.

3. Design Thinking: Design thinking emphasises empathy, experimentation, and prototyping. Here, failing early and often is part of a process of continuous refinement and learning. A design that doesn’t adequately meet folks’ needs is not a failure but a lesson, leading to changes in approach and better solutions.

4. Entrepreneurship: For entrepreneurs and startups, every failure is a step towards understanding the market, the product, or the business model. Adapting to these failures, changing behavior in response to lessons learned, aligns perfectly with the understanding that true learning is evidenced by changed behavior.

The Cultural Shift: Learning as a Change in Behaviour

This shift towards embracing failure as a learning tool has profound cultural implications. It fosters an environment where innovation, creativity, and continuous growth thrive. Here’s how:

  • Encouraging Experimentation: Organisations embracing this philosophy promote a culture of experimentation and risk-taking, knowing that failure is not a dead-end but a catalyst for change and learning.
  • Building Resilience: By viewing failure as a learning opportunity, teams become more resilient and adaptable, capable of transforming setbacks into progress, fully embodying the idea that “Learning has only happened when behaviour has changed.”
  • Fostering a Chaordic Mindset: This approach nurtures a mindset where challenges are opportunities for growth and improvement, reinforcing that genuine learning results in changed behavior, not just theoretical understanding.

Fear of Failure in Big Companies

Larger corporations often struggle with the fear of failure, and this can manifest in several ways:

  • Risk Aversion: Big companies avoid taking risks due to the potential negative impact on personal status, their established reputation, market position, or shareholder value. This aversion stifles innovation and slows response to market changes.
  • Bureaucratic Hurdles: A complex hierarchy and decision-making process slows down experimentation. The fear of failure leads to endless deliberations, committees, and approvals that hinder agility and creativity.
  • Cultural Barriers: Organisational cultures emphasise success to the point where failure is seen as unacceptable. This can create a stifling environment where employees are afraid to try new things or propose innovative ideas.
  • Short-term Focus: A focus on quarterly results and immediate profits discourages long-term investments in research, experimentation, culture change, and innovation. If failure is not an option, the approach to growth becomes conservative and incremental rather than bold and transformative.

However, even large corporations can learn to embrace the philosophy of “Fail early, fail often” by understanding that “Learning has only happened when behaviour has changed.” By fostering a culture that sees failure as an opportunity for learning, big companies can become more agile, innovative, and resilient.

Conclusion

The philosophy of “Fail early, fail often” is a reminder that failure is not something to be feared or avoided but embraced as a valuable tool for learning. By recognizing that “Learning has only happened when behaviour has changed,” we shift our focus from failure to the transformative power of learning.

In software development, design thinking, entrepreneurship, and beyond, this approach fosters a culture of innovation, resilience, and continuous growth. It’s not about celebrating failure; it’s about embracing the learning that comes from it and recognizing that real growth and innovation happen when we allow ourselves to fail, learn, and change our behavior accordingly.

The next time you face a setback or a “failure,” remember that it’s an opportunity to learn, adapt, and grow. Embrace the process, and let the philosophy that learning is manifested in changed behavior guide your journey to success.

Testing the Waters: Open Sourcing the ABC Framework

July 31, 2023
Agility at Scale, Antimatter principle, Article, Business
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Testing the Waters: Opensourcing the ABC Framework

The big company world has been swept up in the pursuit of agility at scale, with frameworks such as SAFe, LeSS, and DAD leading the charge. However, a growing number of voices within the community have expressed dissatisfaction with these current approaches, leading some to label it as simply “agility bandwagoning.”

Is this discontent just unfocused griping, or is it emblematic of a community genuinely frustrated with the trend of adopting agility without understanding its core values? The recent decision to open source the ABC framework (Agile Beyond Conformity) is an interesting move that may provide answers by way of a public experiment.

Agility at Scale: The Landscape

Critics argue that the current approaches to agility at scale are more about fitting a trend than delivering on the principles of enterprise agility But is this frustration justified, or merely resistance to change?

A Fresh Approach

The ABC approach aims to offer a unique alternative that bypasses the perceived pitfalls of existing approaches. Open sourcing ABC is a way to allow the community to directly shape its development, providing insight into whether the dissatisfaction with current agility strategies is substantive.

Open Sourcing ABC: Engaging with the Community

Open sourcing is about more than free access. It’s about collaboration and embracing diverse thought. By making ABC available to all, the creators are setting the stage for:

  1. Community Contribution: This invites critics to become part of the solution.
  2. Transparency: Unlike commercial approaches, open sourcing ABC ensures that all discussions and developments are publicly visible.
  3. Experimentation: ABC can become a space for innovation, real-world feedback, and continuous refinement.

Conclusion: A Bold Step or Just a Test?

The open sourcing of ABC is more than just a test of the waters; it’s a bold statement that challenges the current landscape of agility at scale. It’s an invitation to reshape how we think about agility, moving away from mere conformity and towards a more meaningful transformation.

Only time will reveal if ABC becomes a significant force in the industry or merely a probe into the community’s sentiment. Regardless, its open sourcing stands as a symbol of innovation and a break from the trend, potentially guiding the future of agility at scale in a direction truly aligned with the needs of big companies.

Announcing the Open Sourcing of ABC (Agility for Big Companies): A Success-Driven Approach

July 31, 2023
ABC, Agile, Agility at Scale, Announcement, Article
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Announcing the Open Sourcing of ABC (Agility for Big Companies): A Success-Driven Approach

The quest for success in today’s complex business environment often leads companies down paths that promise agility but fall short in delivering tangible results. Approaches like SAFe, LeSS, and DAD have left organisations yearning for something more substantial, more aligned with the pursuit of genuine success.

Introducing ABC (Agility for Big Companies): A New Pathway

Today, I am proud to unveil the open sourcing of ABC (Agility for Big Companies), a growing compilation of documents and guidance designed to foster success at scale. What sets ABC apart is not just its innovative approach but its open source, evolving nature. It’s a living community effort that will continue to grow and adapt to the ever-changing needs of big companies.

Success, Leadership, and an Evolving Repository

ABC’s approach focuses on aligning agility with the real-world needs of large companies. It subtly enhances leadership influence and fosters an environment where success is achievable and sustainable. It’s not just about a static set of guidelines; it’s about a community effort in making an ongoing journey towards excellence.

Read Through the ABC Document Repository

The ABC Google Docs Document Respository is now open to everyone to read. You’ll find insights, strategies, and tools to help drive success, all within a repository that is intentionally unfinished and ever-evolving.

You might find the Working Drafts document ABC – A Reading Path one handy place to start.

If you’re interested in just reading, great! But if you want to contribute to this growing movement, I invite you to request commenting or editing access. Your active participation (subject to review) will help shape the ABC approach, adding to its richness and relevance.Most of the current content is unfinished, and will benefit from many eyes, comments and edits.

24x7x365 Support and Collaboration

I’m here for you 24x7x365, ready to support, listen, and collaborate. Together, we can build an approach that not only resonates with the demands of big companies but also reflects our collective wisdom and desire to improve the world.

Join the Movement

The open sourcing of ABC is an invitation to join a movement that celebrates success and provides real agility at scale (not just hollow promises). With your insights, your participation, and your commitment, we can create an approach that’s not only about agility but also about a fulfilling pathway to success that continues to evolve.

Your success, our success. An unfinished journey, a shared vision. Let’s make it happen. Together.

And please share with your friends!

I’m Here for Everyone

Contact me through the WordPress comments section (below), or email, for support, insights, and to request active membership of this dynamic and evolving community.

Google Meet, etc. chats are also possible, by arrangement.

Remember the ancient African proverb:

“If you want to go fast, go alone. If you want to go far, go together.”

 

Optics and Easy Money for Suppliers Trump Productivity: The Reality of SAFe Adoptions in Business

July 31, 2023
Agile, Article, Quintessence
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Optics and Easy Money for Suppliers Trump Productivity: The Reality of SAFe Adoptions in Business

In the business world, the allure of bright new methodologies often carries with it promises of efficiency, productivity, and overall progress. Yet, there is a widespread belief that Scaled Agile Framework (SAFe) adoptions are nothing more than the latest instance of putting lipstick on a pig, rather than a force for meaningful change in achieving enterprise agility.

SAFe and the Mirage of Progress

SAFe has become an industry buzzword. It’s touted by many suppliers as a pathway to improved agility and responsiveness within large organisations. Consultants and suppliers have latched onto this, peddling SAFe transformations and training as a panacea for bureaucratic inefficiencies.

Yet, many observe a very different reality: that the optics of adopting SAFe always overshadow any actual productivity gains. In fact, the reality is that SAFe is never a force for positive change or progress towards enterprise agility. But why is this the case?

1. Focus on Appearances Over Substance

The implementation of SAFe centers around appearances rather than genuine improvements in agility. The transformation “process” becomes all about following the defined structure and rules of SAFe rather than tailoring them to the unique needs and challenges of the client organisation. This makes the whole process an outstanding example of quick and easy money for suppliers who offer one-size-fits-all solutions.

2. A Bloated Bureaucracy

Rather than streamlining processes, SAFe just adds additional layers of bureaucracy. By attempting to scale Agile across the enterprise without proper contextual understanding, organisations end up with an unwieldy system that hampers innovation, productivity and engagement instead of boosting it.

3. A Bandwagon Effect Without Due Consideration

The pressure to keep up with competitors and current trends has led many organisations to jump onto the SAFe bandwagon without a proper assessment of its validity, and its applicability to their unique circumstances. This leads to a misalignment between the adopted framework and the real needs of the business, resulting in wasted resources, frustration, embarrassment, loss of credibility, and disillusionment.

4. Ignoring the Human Element

Implementing SAFe without taking into account the cultural and human aspects of the client organisation – a.k.a. suckers – leads to resistance, confusion, and lack of buy-in from employees. This undermines the very agility that the framework is supposed to foster.

Conclusion

The world of SAFe adoptions within business organisations is a complex one, filled with both hollow promises and pitfalls. While no companies will find practical value in implementing SAFe, this may not matter when the optics are the thing. There is a growing consensus that the focus on optics and easy money for suppliers trumps genuine productivity improvements.

It’s not enough to simply adopt a new framework and expect transformative results. Real change requires a thoughtful, nuanced approach – and hard choices – that takes into account the specific context, needs, and culture of the organisation. This is not about what should be, but rather what is, and what can be realistically achieved.

In the end, the voices highlighting SAFe’s empty promises present a sobering reminder to approach such transformations with caution, skepticism, and a keen eye towards the real needs of the business, rather than falling for the tempting promise of quick solutions and glossy new methods.

Agility for Big Companies: What’s in It for Us? Who Needs It and Why?

July 31, 2023
Agile, Article, Business, Culture change, Quintessence
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Agility for Big Companies: What’s in It for Us? Who Needs It and Why?

Agility is not just a buzzword reserved for small startups or tech-savvy industries. It’s a concept that resonates with big companies and a diverse array of stakeholders, including customers, software developers, testers, workers in general, managers, executives, and even society at large. But what exactly does agility mean for these groups, and why should anyone care about agility? Let’s dive into these questions, touching on the role of agility in creating more humane workplaces and working conditions.

What’s Agility, and Why Does It Matter?

Agility represents adaptability, flexibility, and the ability to respond quickly to changes without losing sight of long-term goals. It’s about creating a more responsive, adaptable, and, importantly, needs-centric working environment. Because if it’s not expressly meeting folks’ real needs, than what’s the goddam point?

For Customers

In an age where customers’ needs and preferences are continually changing, agility enables big companies to respond to these changes with speed and efficiency. By fostering an organisation that can quickly adapt, companies can offer products and services that are more in line with current market demands. It isn’t just about immediate satisfaction; it’s about building trust, loyalty, and long-term relationships. This customer-centric approach ensures that businesses stay relevant and competitive, always aligned to what their customers truly need.

For Software Developers and Testers

In the realms of software development, agility represents a shift towards collaboration, flexibility, and continuous improvement. It encourages open communication, allowing folks to work in unison rather than in isolated silos. This enhanced collaboration leads to more innovative solutions and the ability to pivot quickly when necessary. Moreover, agility in this context reduces the pressure of mind-numbing conventions and hierarchical structures, fostering a more creative and humane work environment.

For Workers in General

Agility’s significance isn’t confined to any specific department or role; it permeates the entire workforce. By promoting a culture that values adaptability, continuous learning, and collaboration, agility makes work feel more engaging and fulfilling for all employees. It emphasises personal growth, skill development, and well-being in addition to task completion. In a humane and agile workplace, employees feel valued and empowered, leading to higher job satisfaction and retention rates.

For Managers and Executives

For managers and executives, agility is about staus – being seen as visionary and empathetic leaders. It’s about seeing beyond the traditional rigid structures and embracing a more dynamic, people-focused approach. With successful agility at scale, leaders prioritise open communication, employee well-being, and long-term growth over short-term gains. They are able to guide their teams through uncertainty and change by being adaptive themselves. This humane leadership fosters a more positive company culture and promotes ethical decision-making.

For Society at Large

Agility’s reach extends beyond the walls of the corporation, impacting society at large. Agile companies that focus on humane working conditions, ethical practices, and social responsibility set a positive example for others to follow. They show that success is not about profits but includes being a responsible corporate citizen. By nurturing values like sustainability, diversity, and community engagement, agile companies contribute positively to the broader social fabric. They not only enhance their own reputation but also elevate societal norms and expectations of what a responsible business should be.

But Who Cares About Profits?

It’s a common sentiment that most stakeholders don’t give a hoot about big organisations’ profits (see: Deming’s First Theorem). But profits are only one aspect of what agility brings to the table. It’s about creating value in many forms: value for customers, fulfilling careers for employees, responsible leadership, and positive contributions to society.

Conclusion

Agility for big companies is more than a trendy term and much more than just a means to increase revenues, profits, growth and the status of senior executives. It’s a comprehensive approach to culture change that benefits all the Folks That Matter™, fostering a more humane, adaptive, and responsible business environment.

It includes recognition that companies are made up of people, and those people matter. Agility empowers individuals, enriches customer experiences, fosters innovation, and has the potential to make a positive mark on society.

Agility for big companies is a multifaceted concept that resonates with a wide array of stakeholders. Its emphasis on adaptability, collaboration, humanity, and ethical responsibility makes it more than just a business strategy. It’s a philosophical shift that recognises the complex interplay between various elements of the business ecosystem. From customers to society at large, agility has something meaningful to offer everyone. It builds bridges between different stakeholder groups, fostering a more holistic, humane, and sustainable approach to business.

So the next time someone mentions agility in the context of big companies, think beyond profits and recognise the profound human element it brings to the world of work. It’s a concept that we all have a stake in, whether we realise it or not.

Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

July 30, 2023
Antimatter principle, Article, Needs, Psychology
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Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

The Antimatter Principle, coined by widely acclaimed software development philosopher Bob Marshall, offers a simple but profound message: “It’s in your best interests to attend to others’ needs.” Far from being a moral ideal, this principle has real pragmatic applications in the world of business. Yet, despite its potential, organisations continue to ignore this guidance. Why is this principle so vital to the success of modern businesses, and why is it so often neglected?

Understanding the Antimatter Principle

The essence of the Antimatter Principle lies in recognising and addressing the needs of others (and oneself). In a business context, it encompasses customers, employees, shareholders, and other stakeholders. By focusing on everyone’s needs, businesses create value, foster trust, and build lasting relationships.

However, it’s neither a feel-good slogan nor a social responsibility doctrine. It is a foundational business approach that, when applied effectively, leads to better products and services, increased customer satisfaction, improved employee engagement, and ultimately, higher profits.

Why it Works: Pragmatic Benefits

1. Enhanced Customer Satisfaction

  • By understanding and addressing customer needs, businesses can offer solutions that truly resonate with their target audience. Satisfied customers often become loyal customers, reducing churn and increasing lifetime value.

2. Increased Employee Engagement

  • When employees feel that their needs are being attended to, they tend to be more engaged and productive. A company that prioritises employee well-being sees reduced absenteeism and turnover.

3. Innovation and Collaboration

  • The Antimatter Principle encourages collaboration and innovative thinking. By putting stakeholders’ needs at the center of decision-making, new and better ways of doing things get discovered.

Why the Message Isn’t Being Received

Despite these clear advantages, why do many businesses fail to embrace the Antimatter Principle?

1. Short-Term Focus

  • The emphasis on quarterly profits often eclipses long-term planning. Investing in relationships with customers or employees may not show immediate returns, making it less appealing for some managers and executives.

2. Ignorance.

  • Most organisations and their decision makers are woefully ignorant of psychology, especially as it appies in the workplace.

3. Misunderstanding of the Principle

  • Some may perceive attending to others’ needs as a weak or altruistic strategy, failing to recognize the pragmatic and strategic benefits that it can bring to a business.

4. Resistance to Change

  • Implementing the Antimatter Principle requires a shift in mindset and potentially significant changes in organisational culture. This can be challenging and meet resistance at various levels of the organisation.

Conclusion

The Antimatter Principle is not a moral guideline; it’s a practical blueprint for business success. By making the needs of stakeholders a core focus, businesses unlock unprecedented growth and sustainability. Yet, embracing this approach requires overcoming shortsightedness, ignorance, misunderstandings, and resistance to change.

For those organisations willing to consider botht the short-term and longer-term value of attending to others’ needs, the rewards can be substantial. In the end, the Antimatter Principle doesn’t just advocate for a better way of doing business; it illuminates a smarter one.

Unmasking Need Projection

July 29, 2023
Antimatter principle, Article, Needs, Nonviolent Communication
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Unmasking Need Projection

The psychological arena is a fascinating field, replete with intricate phenomena, one of which is need projection. This subtle yet powerful mechanism refers to the act of projecting our needs and desires onto others, expecting them to fulfill these without us having to articulate them explicitly. Intriguingly, need projection often intertwines with a sense of obligation and, in extreme instances, can set the stage for aggressive behavior and violence. This blog post aims to explore the concept of need projection, its potential implications, and highlight its connections with obligation and violence.

Need Projection: A Complex Dance

To comprehend need projection, it’s beneficial to understand its psychological cousin, “projection.” Projection involves unconsciously attributing our emotions, traits, or reactions to someone else. Need projection takes a similar form, with us imposing our personal needs and expectations onto others, without clear communication.

Various factors might contribute to this behavior. We might fear vulnerability, harbor a sense of entitlement, or believe that those who truly care about us should instinctively understand our needs. However, the added layer of perceived obligation — the notion that others are duty-bound to meet our needs without explicit communication — can amplify this phenomenon.

The Obligation-Violence Link in Need Projection

Need projection, when combined with a sense of obligation, can engender a complex web of silent expectations and unvoiced duties, leading to misunderstandings and conflicts in our relationships. When these covert expectations aren’t fulfilled, feelings of disappointment and resentment can surface.

For instance, consider these statements:

  1. “The government needs to legislate against air pollution.”
  2. “The management needs to do something about toxic employees.”
  3. “My wife needs to stop telling me what to do.”

In each example, the speaker is projecting their personal need onto an entity (the government, management, or a spouse), attaching an obligation to their demand. The unmet expectations can lead to growing frustration and resentment.

Looked at objectively and dispassionately, the response to almost every projected need is:

“No. If they (governement, management, spouse) did have this need, they would do something about it. The need you mention is yours.”

In more extreme cases, continuous disappointment stemming from unfulfilled expectations and unexpressed obligations can escalate into violence. This violence can manifest as verbal hostility or, in extreme cases, physical aggression. It’s a desperate and harmful attempt to regain a sense of control or express pent-up frustration due to the persistent cycle of unmet needs.

The High Cost of Need Projection

Beyond its potential for triggering conflict, need projection can impede open communication, stunt emotional growth, and degrade our relationships. By constantly shifting our needs onto others, we may get trapped in a cycle of dissatisfaction and frustration, which can erode trust and harmony within our relationships.

The Path to Clear Communication

Breaking the cycle of need projection begins with self-awareness. Recognising when we are projecting our needs onto others paves the way for improvement. Following this, we must endeavor to express our needs openly, even if it might seem uncomfortable initially.

Open communication serves to mitigate the burden of silent obligations and reduces the potential for violent outcomes due to frustration. It’s a stepping stone towards healthier, more fulfilling relationships, and it bolsters our ability to handle our own needs more effectively.

Understanding need projection, its intricate ties to obligation and its potential escalation to violence, offers a unique lens to comprehend our behaviors and relationships better. By learning to express rather than project our needs, we take a significant stride towards healthier communication, enhanced personal growth, and peaceful coexistence.

Summary

In summary, need projection is a compelling and complex psychological phenomenon. It refers to the act of imposing our own needs and desires onto others, often without clear communication, expecting them to intuitively understand and fulfill them. This behavior often intermingles with a sense of obligation, creating a web of silent expectations and unexpressed responsibilities.

The consequences of need projection are multifaceted. While it can lead to misunderstanding and conflict due to unfulfilled expectations, it can also stunt emotional growth by inhibiting open communication. In extreme instances, the continuous cycle of unmet needs, fueled by unexpressed obligations, can escalate into aggression or violence.

Breaking free from need projection necessitates self-awareness and a willingness to openly express our needs. Cultivating clear communication helps alleviate the burden of silent obligations, reduces the potential for violent outcomes, and paves the way towards healthier, more fulfilling relationships.

The understanding of need projection, and its intricate links to obligation and violence, offers valuable insight into our behaviors and relationships. By making a conscious shift from projecting to expressing our needs, we can enhance our personal growth, foster stronger connections, and promote a more harmonious social environment.

 

Coaching: The Pointlessness of Working on the Five Percent

July 29, 2023
Article, Business, Coaching, Culture change, Deming, Memeology, Organisational Therapy, Paradigm shifts, Quintessence, Systems thinking, Therapy
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Coaching: The Pointlessness of Working on the Five Percent

In the realms of leadership and management, coaching has often been synonymous with developing individuals, honing skills, and helping others overcome their challenges. However, this understanding of coaching focuses primarily on the individual – the proverbial “5 percent” of the entire organisational system.

Building on the profound teachings of quality management gurus like W. Edwards Deming and Peter Scholtes, we’ll explore a more holistic approach – one that extends beyond mere individual improvement to effect systemic change.

The 95/5 Principle

Deming, a trailblazer in the field of quality management, and Scholtes, a disciple of his methodologies, both advocated for the principle of the 95/5 rule. The rule posits that 95 percent of an organisation’s performance problems are rooted in the system (processes, structures, practices, culture, assumptions and beliefs), not in the people who work within it. This counters the conventional approach of focusing primarily on individual skill enhancement.

As coaches, we often get drawn into the 5 percent, focusing on individual behaviors and attitudes. But what if we shift our attention to the remaining 95 percent, the system itself? This implies that coaching individuals is relatively trivial and unimportant, compared to the potential for significant and lasting change on offer in altering the systemic factors that influence behavior.

Embracing Organisational Psychotherapy

One way of addressing the system instead of solely the individual is through organisational psychotherapy. This field, an amalgamation of systems thinking, organisational development, social dynamics, and psychotherapy, aims to address the collective mindset of an organisation – a.k.a. the Group Mind – rather than focusing on individuals.

Organisational psychotherapy operates under the principle that the shared beliefs and assumptions underpinning an organisation’s culture have a profound influence on its performance. By diagnosing and treating dysfunctional patterns at the organisational and even keiretsu level, it is possible to effect deep-seated transformation.

Imagine an organisation where trust is lacking. Traditional coaching may try to build trust skills at the individual level. Organisational psychotherapy, on the other hand, will explore the systemic issues that contribute to the absence of trust, perhaps uncovering a culture of blame, or a lack of transparency in decision-making processes.

The Organisational Therapist’s Role

Organisational therapy fits perfectly into this new paradigm. An organisational therapist, in true spirit, does not merely impart useful techniques but instead facilitates a cultural shift, making the organisation as a whole more adaptive, responsive, and effective. The focus expands from individual teams to the organisational culture, shared assumptions, beliefs, and structure – the 95 percent.

Organisational therapists delve into the hidden pain points, communication gaps, unasked questions, and cultural challenges within the organisation. It is their role to create a safe environment for learning and growth, fostering a culture of continuous improvement that permeates beyond the individual to the system itself.

By integrating the 95/5 principle with the support of organisational psychotherapy, organisations can effect systemic change that amplifies the effectiveness of the organisation, leading to long-term sustainability and success.

Do-It-Yourself Help

In the sphere of organisational psychotherapy, one resource stands out for its novel perspective and practical insights: the self-help book “Memeology.” This transformative work delves into the intricate dynamics of organisational culture, likening ingrained practices and beliefs to ‘memes’ that propagate within a company. It serves as a valuable guide for those looking to understand and influence these ‘memes’ or cultural elements in their own organisations. “Memeology” provides a holistic approach to recognising systemic issues and addressing them effectively, thereby facilitating a healthier, more productive workplace. The book is a potent tool for organisational therapists, coaches, leaders, and anyone aspiring to invoke systemic change, offering a blend of practical knowledge and actionable strategies to drive organisational transformation.

Summary

In conclusion, coaching is not just about improving the 5 percent, it’s about transforming the 95 percent. As coaches, let us commit to the profound impact we can make by shifting our focus from the individual to the system, creating a nurturing environment for growth, and fostering an Agile culture that drives systemic improvement.

Do You Require Your Employees Absorb the Pain of Your Company’s Poor Choices?

July 29, 2023
Article, Business, Culture change, Dialogue, Fellowship, Management, Quintessence
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Do You Require Your Employees Absorb the Pain of Your Company’s Poor Choices?

Introduction

Workplace dynamics have dramatically evolved over the years, but one aspect that seems to stubbornly persist is the tendency for employees to bear the brunt of their company’s missteps. It’s a scenario as old as business itself: a company makes one or more misguided decisions, and the employees find themselves facing the fallout, often under the guise of “stepping up” or “taking one for the team.” But in the interest of maintaining not only a healthy work environment but also their mental and emotional wellbeing, it’s important to understand this fundamental truth: it’s not your employees’ job to absorb the pain of your company’s poor choices.

The Reality of Business Missteps

In business, missteps are practically inevitable. From strategic misjudgments to underestimations of market trends, or poor financial management, or poor choice of tools, methods or processes, or neglected cultue, these errors can have serious consequences. Unfortunately, more often than not, it’s the workforce that ends up shouldering the burden. Employees may face increased workloads, longer hours, or heightened stress, all without any increase in compensation or benefits. And in some cases, their job security may even be threatened.

It’s crucial to remember, however, that these situations often arise from the top, from decisions made by those in managerial or executive positions. While every employee has a role in the overall health of an organisation, they should not be made to suffer for the misjudgments of those whose get the big bucks to guide the company.

The Importance of Boundaries

The impact of absorbing a company’s poor choices can be harmful to employees’ health, both physically and mentally. Increased stress levels can lead to a host of health problems, including anxiety, depression, and even burnout. So, how can you protect your employees? One answer is establishing and maintaining boundaries.

Boundaries are not just about maintaining a work-life balance; they also involve setting limits on how much of the company’s problems employees take on personally. This could mean support for their declining to work beyond agreed-upon hours without adequate compensation, support in pushing back against unrealistic deadlines, or simply not allowing people to be consumed by work-related worries outside of company hours.

The value of an employee is not determined by how much suffering they can endure. It’s determined by their skills, their dedication, their creativity, and their ability to work as part of a team. Remember, boundaries aren’t just good for individual employees; they’re good for the health of the organisation, too.

Communication and Advocacy

Another critical aspect of navigating this issue is clear communication. Seeking and accepting constructive feedback about how the company’s decisions are affecting employees’ work and wellbeing can lead to positive changes.

If employees’ voices are not heard or taken seriously, consider providing support via colleagues or HR or even external entities like labour boards or employment lawyers. Remember, it’s not just about individual complaints – collective advocacy can lead to significant changes in workplace policies and culture.

Conclusion

The stress of handling a company’s poor choices shouldn’t fall on the shoulders of its employees. It’s important to recognise that their job is to perform the duties assigned to them, not to make up for managerial mistakes.

Work should not be a place of unnecessary suffering. Businesses thrive when employees are valued, heard, and supported, not when they are expected to carry the weight of the company’s mistakes. By establishing boundaries, fostering open communication, and advocating for change, you can help to create a healthier work environment for everyone in the company.

Remember, the goal is not just to have employees survive in the workplace, but to thrive, and that starts with recognising that it’s not their job to absorb the pain of your company’s poor choices.

Talent: Just One More of the Many Delusions in Business

July 28, 2023
Alien tech, Article, Capability development, Culture change, Deming, Doctrine, Fellowship, Improvement, Organisational effectiveness, Productivity, Quintessence, Relationships, Systems thinking
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Talent: Just One More of the Many Delusions in Business

The business world is captivated by talent – an intoxicating attribute that often eclipses other factors. Many leaders believe that by hiring the most talented individuals, they will invariably achieve superior results. This notion, however, can be more delusional than it appears, particularly when viewed through the lens of W. Edwards Deming’s principles and systems thinking.

Deming, a renowned statistician, professor, author, and consultant, is best known for his groundbreaking work in improving production in Japan after World War II. His philosophy champions a systems perspective, emphasising processes, statistical variability, and the importance of culture in an organisation’s performance.

Talent – A Double-Edged Sword

As Deming and systems thinkers would argue, the excessive focus on talent can be misleading, obscuring the importance of organisational systems and culture.

There is a propensity in business to attribute success or failure solely to individual effort and capability, neglecting the critical role of the system within which these individuals operate. When an employee underperforms, it is easy to lay the blame on their lack of talent, rather than investigate systemic issues that may have caused the underperformance. Conversely, when an individual excels, it is tempting to credit their talent alone, ignoring how the system may have enabled their success.

This overemphasis on talent perpetuates what Deming dubbed the “prevailing style of management,” which involves managing by results or objectives, rather than focusing on improving the system. Such an approach can lead to short-term gains but overlooks long-term stability and sustainable growth.

The Power of Systems Thinking

Deming’s philosophy and systems thinking suggest a more holistic approach to understanding performance within organisations. It shifts the focus from individuals (and their talent) to the interconnectedness of components within an organisation, and to the power of interpersonal relationships.

Under this perspective, businesses are viewed as systems composed of interconnected processes. Here, a team’s performance isn’t merely the sum of individual talents; instead, it’s the result of interactions among team members, internal procedures, management practices, and the overall corporate culture.

A systems thinking approach emphasises that most problems and most possibilities for improvement lie in the system, not the individual parts (or talent). It’s estimated that about 94% of performance results from the system, leaving only about 6% attributable to individuals. This insight is a paradigm shift away from our intuitive, but delusional, individual-focused view of performance.

Building Better Business Systems

Recognising the power of systems over individual talent, how should businesses adapt?

Firstly, it’s critical to identify, understand, and improve the systems within which employees work. Rather than overemphasising talent recruitment, focus on the environment that enables or hinders their success.

Secondly, invest in training and development. In Deming’s view, education and continual training are critical to building better systems. Encourage an organisational culture where employees understand and appreciate the systems within which they operate.

Lastly, maintain a focus on continual improvement. Remember that most of the room for improvement lies within the system itself. Foster an environment that encourages questioning, rethinking, and overhauling systems as needed.

Conclusion

Obsession with talent should not distract businesses from the fundamental truth that systems and processes are the primary drivers of performance. Embracing Deming’s philosophy and systems thinking offers a more comprehensive, accurate, and ultimately effective path to long-term business success. Remember, a superstar employee might bring temporary success, but a superb system will bring sustainable growth.

Bulimia Nervosa for Wisdom

July 28, 2023
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Bulimia Nervosa for Wisdom: A Metaphoric Approach to Cognitive Dysfunction

Bulimia Nervosa is a well-known eating disorder where a person engages in binge eating followed by inappropriate methods to prevent weight gain. Transposing this concept to the realm of acruiring and retaining wisdom, we can identify a cognitive pattern often seen but rarely diagnosed.

This phenomenon could be termed “Bulimia Nervosa for Wisdom” – a mode of mental function wherein individuals binge on wisdom and knowledge, only to metaphorically ‘vomit it all up again’, absorbing nothing, retaining little or nothing of value. In a world obsessed with information, this pattern is more prevalent than ever, warranting a closer look.

The Binge

The “binge” part of the pattern is about immersion in information and knowledge. We’re blessed to live in an era where wisdom is at our fingertips. We can access ancient philosophies, academic research, the collective human experiences encapsulated in books, and wisdom from thought leaders worldwide.

However, much like in the bulimic eating pattern, the binge here often lacks discipline or a sense of satiety. The consumer devours copiously without any real degree of understanding or digestion. The pursuit of wisdom becomes a frenzied feast, devoid of any intention to process or absorb the wisdom being consumed.

The Purge

Then comes the ‘purge’. For bulimia, this involves harmful behaviors such as self-induced vomiting, excessive exercising, or fasting. In the realm of cognitive functioning, purging presents as a failure to retain, apply, or even recall the information consumed.

The wisdom is ‘vomited up’ in discussions, arguments, or social media posts, with little to no transformation of that knowledge or integration into personal beliefs or practices. The information, once expelled, is often forgotten, making room for the next round of indiscriminate consumption.

The Consequences

The constant cycle of bingeing and purging, in both food and wisdom, can have detrimental effects. Bulimia can lead to severe physical complications. Similarly, cognitive bulimia can result in an intellectual void despite the vast volumes of wisdom consumed. It often leads to feelings of overwhelm, anxiety, or a sense of being lost in the vast sea of information.

Moreover, it breeds an illusion of wisdom, as the person can regurgitate impressive amounts of information, but lacks the depth of understanding and application that true wisdom entails.

The Treatment

Just like with Bulimia Nervosa, it’s crucial to break this harmful cycle and develop healthier habits. Here are some strategies that could be beneficial:

  1. Mindful Consumption: Be more selective about the sources and types of information you consume. Reflect on each piece of knowledge, thinking about its relevance, credibility, and application to your life.
  2. Digest and Absorb: Take time to process the information, instead of mindlessly consuming more. Engage in activities such as journaling or discussing with others to help digest and integrate the knowledge.
  3. Practical Application: Try to apply the wisdom you consume to your life. This helps to reinforce and personalize the knowledge, making it less likely to be purged.
  4. Acceptance of Satiety: Recognize that you don’t need to know everything. It’s okay to not read every book, attend every lecture, or follow every thought leader. Find a pace of learning that’s sustainable and satisfying for you.

Just as Bulimia Nervosa requires a shift in eating habits and self-perception, breaking free from ‘Bulimia Nervosa for Wisdom’ requires a transformation in how we approach learning. It’s about quality, not quantity, and learning to value the depth of understanding over the breadth of knowledge.

This approach to wisdom – mindful, considered, and reflective – promotes true intellectual growth and facilitates a deeper, more meaningful understanding of the world. In this way, wisdom becomes not just something we consume and expel, but something that nourishes our minds, shapes our perspectives, and ultimately, enriches our lives.

The Human Element

July 28, 2023
Article, Fellowship, Self-organisation, Teambuilding
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The Human Element

Why VP Engineering Roles Revolve Around People and Culture, Not Just Tech

The title ‘VP Engineering’ may conjure images of a senior executive hunched over keyboards, fervently writing software code, and designing complex architecture. However, the truth is that this role has almost nothing to do with engineering in the technical sense and almost everything to do with people and culture. Although it might seem counterintuitive, let’s explore why this notion holds considerable validity.

The Veil of Technicality

By training and by function, VPs of Engineering often come from a software or engineering background. They’ve likely spent many years at the coalface of technology, wrestling with complex systems and writing code. However, as they rise in the ranks and assume this pivotal position, their role transforms.

Being a VP Engineering isn’t about being the best coder or systems architect. Instead, it becomes about fellowship, strategy, and building a team-friendly culture that empowers all employees to work at their best. It’s about orchestrating talent, aligning them with company goals, and facilitating the right environment for innovation to flourish.

The Fellowship Imperative

While technical prowess is undeniably important in any technology-driven company, the most successful VPs of Engineering understand that their leadership capabilities have a more significant influence on the success of their teams and their company.

In their hands lies the responsibility of hiring, inspiring, and retaining the best engineers in the market. They ensure that their teams have the necessary tools, resources, support, and training to perform at their optimal best. Moreover, they create an environment where creativity is encouraged, failure is seen as an opportunity for learning, and success is collectively celebrated.

The Crucial Role of Culture

Company culture is a critical factor in any organisation’s success. For technology firms, this rings even truer. Culture defines how the organisation operates, how teams and departments collaborate, and how individuals contribute to the collective success.

The VP Engineering plays a vital role in shaping this culture. By embodying and promoting values such as innovation, collaboration, continuous learning, and respect, they can foster a culture that supports both fellowship and team cohesion.

Moreover, a well-cultivated culture is a competitive advantage, attracting top talent and driving employee retention. When engineers feel that they are part of something greater, are valued, and have room for professional development, they’re more likely to stay and thrive.

Nurturing People

In essence, a VP Engineering’s job is about nurturing people and optimising culture, rather than crafting code. Their role demands soft skills much more than hard skills. These include communication, problem-solving, conflict resolution, and change management skills.

They support their teams through constant change and innovation, mitigate risks, and resolve conflicts. They are adept at communicating complex issues in ways that stakeholders can understand. They also have to be approachable and empathetic, facilitating open dialogue and trust.

Summary

In conclusion, the VP Engineering’s role, much like the title suggests, involves engineering – not of software, but of highly effective, motivated teams and a culture that empowers them. They’re not just executives in a tech company; they’re linchpins in a people-centric profession. Their role transcends code, components, and systems, shaping the very heart of the organisation: its people and its culture.

The Pitfalls of Rewriting History Instead of Learning From It

July 26, 2023
Agile, Article, Culture change, Learning
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The Pitfalls of Rewriting History Instead of Learning From It

In the realm of agile approaches to software development, and more broadly, enterprise agility, practitioners – agilists – often favor innovating and crafting new solutions rather than understanding and learning from historical precedents. While the spirit of continuous improvement and adaptability is commendable, we might choose to avoid the pitfall of rewriting history instead of learning from it. A vivid example of this can be seen in the historical implementation of the Prussian military command method known as Auftragstaktik.

Lessons from Prussian Auftragstaktik

Auftragstaktik, or “mission command,” signifies a departure from hierarchical, top-down command systems to a more decentralised decision-making process. In many ways, this approach parallels the Agile philosophy, empowering teams with the intent and resources and entrusting them to make execution-related decisions. However, the Prussian implementation of Auftragstaktik faced significant challenges, ones that Agile teams can learn from today.

  1. Cultural Shift: The Prussians had to move away from the traditional command-and-control structures to empower their lower-level officers, much like Agile teams today. This process is not merely a structural change; it’s a significant cultural shift requiring patience, dedication, and a consistent organisational vision.
  2. Education and Training: The Prussians addressed the challenge of skills and competency by investing heavily in officer training at the War Academy. Similarly, Agile teams might choose to invest in continuous learning and professional development to equip their members with both the necessary skills and context to make informed decisions.
  3. Trust and Discipline: For Auftragstaktik to work, there had to be high levels of trust and discipline within the ranks. Effective Agile teams also need to build trust, along with a culture that rewards initiative while expecting responsibility for outcomes.
  4. Communication: Clear and concise communication was critical in implementing Auftragstaktik. Likewise, Agile teams might choose to foster transparent communication channels to ensure that all members are aligned and informed about the team’s strategic objectives.
  5. Risk Management: The Prussian system accepted the risks involved with decentralised decision-making by devising contingency plans and extensive training. Agile teams might choose to also have solid risk management strategies in place to handle unexpected or undesirable outcomes.

Long Lineage

By studying historical examples like Auftragstaktik, companies seeking agility can gain valuable insights and avoid the unnecessary rewriting of history. We might choose to appreciate that Agile is not a novelty, but rather part of a long lineage of systems that leverage decentralisation , self-organisation, and empowerment to achieve objectives. Rather than disregard history, those seeking agility could do well to learn from it, using the lessons of the past to inform their practices and navigate their future.

Being Agile is Easy, Getting There is (Next to) Impossible

July 26, 2023
Article, Business, Culture change, Quintessence
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Being Agile is Easy, Getting There is (Next to) Impossible

Agility is a frequently evoked term, a golden mantra if you will, of companies aspiring to stay ahead of the curve. Becoming an agile organisation – able to swiftly respond to market opportunities, customer needs, and technological shifts — is often hailed as an achievable goal, a tangible target to be reached with the right set of tools and strategies.

Yet, while adopting agile practices can indeed be straightforward, bestowing agility on an organisation is a near-impossible task, not because of logistical challenges, but because it involves changing deeply embedded mindsets, corporate culture, and ingrained assump[tions and beliefs.

Why the Discrepancy?

Why is it that being agile doesn’t seem so difficult, but getting to be agile feels almost insurmountable? The answer lies in the complex web of mindsets, beliefs, and values that underpin any organisation. The agility we seek isn’t about development techniques, technological upgrades, or a more flexible workflow – it’s about a fundamental shift in thinking, from leadership thinking to the thinking of frontline employees.

Innovation and transformation, two cornerstones of agility, demand more than just ticking off boxes on a strategic plan. They require open-mindedness, a willingness to overturn the status quo, an appetite for risk, and an acceptance of failure as a learning opportunity. Yet, these traits often collide with traditional business mindsets that prioritise stability, predictability, control, and risk aversion.

Ingrained Habits: The Invisible Chains

Becoming an agile organisation is a cultural revolution, not an operational shift. And just as revolutions aren’t made overnight, neither are agile transformations. The process demands a deep and sometimes uncomfortable introspection into the organisation’s ingrained habits, unspoken norms, and implicit biases that often form invisible barriers to agility.

In the business world, these barriers often manifest in the form of hierarchical decision-making processes, aversion to risk, resistance to change, and an unhealthy obsession with control. These are the hidden chains that bind businesses to their traditional mental models, and breaking them can feel like an impossible task.

Catalysts for Change

The onus of this colossal task falls largely on the folks on the frontline. Folks least able to effect such changes.

The challenge lies in surfacing and reflecting on established beliefs, sparking dialogue, nurturing a culture of transparency and empowerment, and building resilience for inevitable setbacks. It’s about creating a safe space where innovation can thrive, where change is embraced rather than feared, and where failure is seen as an opportunity for growth.

The Inescapable Reality

The reality is that becoming an agile organisation is not a destination, but a journey that requires consistent effort, patience, and above all, a shift in collective assumptions and beliefs. The transformation may indeed feel next to impossible, but it’s also unavoidable for organisations aspiring to remain competitive and relevant.

Quintessentially

And when considering the monumental challenges of GETTING to be agile, I’d suggest that the effort is much better spent on becoming Quintessential.

Summary

In conclusion, the transition to agility is less about the ‘how’ and more about the ‘why’ and ‘who.’ It’s about ‘why’ a business should strive for agility, even in the face of substantial challenges, and ‘who’ should drive this transformation. It’s a shift from seeing agility as a set of tools and practices, to understanding it as a mindset, a cultural shift from Analytic to Synergistic, that enables organisations to navigate the uncertain waters of the future.

 

Using Svelte with CherryPy

July 25, 2023
Article, Technical
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Using Svelte with CherryPy

I’ve been using CherryPyfor decades. And along comes Svelte…

Using Svelte with CherryPy is like combining any frontend framework with a backend framework. In this setup, Svelte is responsible for building the client-side user interface, while CherryPy is used for server-side processing, handling HTTP requests, and communicating with databases. Here’s a simple guide on how you might use these two together:

  1. Separate Frontend and Backend Development: Generally, it’s a good idea to keep your frontend (Svelte) and backend (CherryPy) code separate. This makes it easier to manage both parts of your project.
  2. API Design: Design your server-side endpoints in CherryPy. These endpoints should correspond to the different types of data your client might request. For example, if you have a blog, you might have endpoints to get all posts, get a single post, create a post, update a post, and delete a post. This is often done using REST or GraphQL.
  3. Server-Side Logic: Implement the server-side logic in CherryPy. This involves processing requests, handling business logic, and communicating with databases.
  4. Fetch API in Svelte: In your Svelte application, you can use the Fetch API to make HTTP requests to your CherryPy backend. This can be done directly in your Svelte components. Svelte’s reactivity features make it easy to update the UI when data changes.
  5. Websockets: If your application needs real-time updates, you could use websockets. Both Svelte and CherryPy have support for this.
  6. Build & Deployment: When you’re ready to deploy your app, you’ll need to compile your Svelte app to JavaScript, HTML, and CSS. These static files can then be served by CherryPy or any static file server. On the server side, you’ll need to deploy your CherryPy app to a server that supports Python.

Remember, both Svelte and CherryPy are flexible and can support a variety of architectures, so you may need to adjust this setup based on the needs of your project. Additionally, when developing applications, it’s important to consider factors like error handling, data validation, security, and performance optimization.

Unraveling the Knot of Bullshit Jobs: Is Redemption Possible?

July 25, 2023
Antimatter principle, Article, Careers
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Unraveling the Knot of Bullshit Jobs: Is Redemption Possible?

The phrase “bullshit job” is a term that has resonated with many people in recent years. Coined by the anthropologist David Graeber, a bullshit job is described as a type of employment that is so meaningless, even the person performing the job can’t justify its existence. The employee perceives their work as non-essential, contributing little or nothing of value to the society. They are often marked by tasks that seem redundant, unproductive, or simply unnecessary. Now, the big question is, can one improve a bullshit job? If your job falls into this category, are there any practical steps you can take to reduce its meaninglessness? Our stark answer, based on a close examination of the matter at hand, is: None. A bullshit job, by its very definition, is irredeemable.

Catalyst for A Meaningful Career

Before delving into the reasons behind this seemingly nihilistic conclusion, let’s clarify one thing: the objective here isn’t to promote a defeatist attitude, but rather to encourage introspection and self-awareness, providing a catalyst for more meaningful career decisions.

So, why do we argue that a bullshit job is irredeemable? To answer this, we must first understand the inherent characteristics of such roles. By definition, a bullshit job is one that the worker sees as utterly pointless, contributing nothing substantial to the world. The job may keep you busy, but the tasks do not lead to any significant or productive outcome. They don’t fill a societal need nor do they provide personal satisfaction. Thus, in these cases, the problem isn’t with performance, productivity, or lack of skills; it’s about the fundamental essence of the job itself. The problem lies in the job’s DNA.

Analogy

Imagine attempting to make a meal tastier by adjusting the spices, but the primary ingredient itself is tasteless or, worse, unpleasant. No matter how much you modify the peripheral elements, the fundamental issue remains. The same logic applies to bullshit jobs. As long as the core tasks of the job remain meaningless, no amount of effort, enhancement, or optimization can transform it into a meaningful, fulfilling career. This harsh reality is what leads us to our seemingly despairing conclusion: a bullshit job, in its true form, is irredeemable.

Silver Lining

But here’s the silver lining – this acknowledgment is the first step towards finding a better path. The recognition of the futility of your current job can be a potent catalyst for change. It’s like waking up from a bad dream and realizing you have the power to reshape your reality.

Begin by asking yourself, what gives you a sense of satisfaction and purpose? What are you genuinely interested in? It’s essential to listen to your inner voice, your authentic interests, skills, and values. Seek careers that align with these elements. Find work that contributes to society or brings about positive change, work that excites and engages you. This process may involve acquiring new skills, switching industries, or starting your own venture. It could even mean accepting a lower income initially. Yet, these are necessary steps to transition from an unfulfilling job to a meaningful one.

Summary

In conclusion, while a bullshit job might seem irredeemable, the individual performing it isn’t. Acknowledging that your job lacks meaning is a significant first step in seeking something better, a job that not only pays the bills but also provides a sense of fulfillment and purpose. Your path may not be easy, and it will require courage and resilience, but the end result – a job that you find meaningful and rewarding – is worth the effort.

Further Reading

Graeber, D. (2018). Bullshit Jobs: A Theory. Allen Lane
Frankl, V. E. (2006). Man’s Search for Meaning. Beacon Press.

Why You’ll Fail to Find the Core of Successful Agility at Scale

July 23, 2023
Agile, Article, Business, Quintessence
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Why You’ll Fail to Find the Core of Successful Agility at Scale

Attempting to pinpoint the definitive core or heart of successful agility at scale is a pursuit destined for frustration, primarily because agility at scale doesn’t have a fixed, rigid core like traditional business models. It is not defined by a set of steadfast principles, processes, or practices, but rather by the philosophy of adaptability, innovation, and continuous learning. This is a dynamic, ever-evolving core, that flexes and transforms in response to the unique challenges, context, and objectives of each company.

Fluidity

Successful agility at scale resists being confined to a static definition or description, thriving instead on its ability to morph and flow to suit changing circumstances. Consequently, if you’re trying to find a single, immutable core that defines successful agility at scale, you’ll invariably come up short. Instead, embrace the fluidity and ambiguity at its heart; it’s this flexibility that sets successful agility at scale apart, and allows it to drive true innovation and agility in big companies. Indeed, it’s this very fluidity that’s necessary for it to succeed.

Business agility, often merely referred to as ‘agility,’ is the ability of an organisation to adapt quickly, efficiently, and effectively to change. Successful enterprise-wide agility at scale presents a particular challenge due to the inherent complexity of scaling agility to fit big companies. Any successful approach may alarm traditional practitioners, managers and executives due to its relative lack of prescribed practices, principles, and processes. In this model, “we don’t have to know everything – or anything – from day one,” might be its core mantra, which can be unsettling, even intimidating, but also liberating and empowering.

Summary

In conclusion, those seeking a fixed, universally applicable core or a rigid roadmap to successful agility at scale will not find one (SAFe is a great example of this failure). Rather, the journey to successful agility at scale, is unique to each organisation, shaped by its distinct challenges, culture, context, and goals. If you approach agility at scale with the expectation of a linear, predictable progression, you might find yourself disoriented. The pathway to successful agility is marked by unexpected twists and turns, trial-and-error, and a need for continuous learning and adaptation. The essence of agility at scale lies not in rigid structures or principles, but in the flexibility to adapt and innovate. It is about giving up the quest for assuredness and authority, and instead welcoming self-organisation and subsidiarity as catalysts for innovation and growth. This paradigm shift can be challenging but liberating, and it is the essence of successfully adoptiong agility at scale. Embrace the fluidity at its core, and unlock the true potential of agility in your company.

Constructing Businesses That Resonate and Evolve

July 23, 2023
Antimatter principle, Article, Business, Capability development, Organisational effectiveness, Quintessence
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Constructing Businesses That Resonate and Evolve

Tl;Dr

“Agility at Scale” benefits significantly from applying Alexandrian architectural principles to create adaptable, evolving organisations deeply connected with their employees, and markets.

Introduction

In the business landscape, where change is the only constant, an approach that endorses adaptability, flexibility, and resilience offers benefits and advantages. Taking a leaf from Christopher Alexander’s  ‘Timeless Way of Building’, we might choose to construct businesses capable of organic evolution, and which profoundly resonate with their people and surroundings, introducing the concept of ‘Agility at Scale’.

The Essence of Agility at Scale

Agility at Scale borrows principles from Alexander’s “Timeless Way of Building” to construct businesses that naturally evolve and echo the rhythm of their market environment and the Folks That Matter™. It’s about constructing organisations that continuously adapt and respond to change while maintaining a deep-rooted connection with their people, fostering a sense of purpose and belonging.

Just like architects aiming to create spaces that inspire comfort and wellbeing, companies embracing Agility at Scale aim to build an atmosphere of constant evolution and innovation, always keeping their workforce at the heart of their strategies.

The Role of Pattern Language

Within a business context, ‘Pattern Language’ embodies a collection of proven practices, principles, or procedures that help address recurring organisational challenges. These patterns might involve elements such as communication strategies, decision-making processes, or other management practices. When applied effectively, these patterns sculpt an organisation that is harmonious, effective, and life-enhancing. (See my book “Quintessence” for more insights).

These patterns function at different scales – from the overarching organisational strategy to team dynamics, down to individual decisions. Each pattern functions as a piece of a larger, cohesive puzzle, seamlessly integrating to create a robust and adaptive organisation.

Application in Contemporary Businesses

In the current corporate ecosystem, businesses need to be adaptable and resilient to survive and thrive. However, we may choose to deprioritise adaptability in favour of human connection and harmony.

Implementing the principles of the Timeless Way of Building to businesses, we realise that modern corporations can foster adaptability while cherishing and nurturing the human aspect. Businesses, like buildings, are more than structural entities. They are vibrant organisms that thrive on the collective energy of their people.

For instance, tailor-made practices that consider the unique needs of each team (see: the Antimatter Principle) can foster a sense of ownership and engagement among employees. The design of workspaces – whether physical or virtual – can also significantly impact employee wellbeing and collaboration, reflecting the principles of the Timeless Way in action.

Furthermore, advancements in technology and data analytics provide leaders with tools to visualize and implement these patterns effectively, aiding in the construction of an adaptable, yet harmonious organization.

Application in Team Building

Consider the Timeless Way of Building at the team level. If you abruptly change a room’s purpose without considering its layout, function, or the people using it, it will disrupt its harmony and usability. In the same vein, imposing sudden shifts on a team without understanding their dynamics, strengths, and the nature of their work can lead to disharmony and decreased productivity. Better to support the team in evolving at its own pace.

True agility in organisations, much like in architecture, derives from recognising and working within the pre-existing patterns, letting evolution unfold naturally over time, and maintaining the integrity of the team.

Conclusion

Agility at Scale, with its deep understanding of organisations’ nature and human interactions, provides a roadmap for constructing not just businesses, but vibrant, evolving businesses. It encourages leaders to see their roles through a more comprehensive lens, creating companies that are an integral part of their environment and resonate with their people.

Despite the rapid pace of today’s business environment, the philosophy of building businesses that naturally evolve reminds us of the importance of human connections at every organisation’s heart. Embracing this philosophy, we can construct businesses that are successful, adaptable, and foster a profound sense of purpose and belonging, standing as testaments to the timeless way of ‘building’ organisations.

You Have No Idea About Culture

July 22, 2023
Article, Business, Culture change, Memeology, Organisational Therapy, Quintessence
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You Have No Idea About Culture

Do you remember the last time you were part of a conversation about ‘culture’ within a business meeting, a community gathering, or even a casual chat with friends? ‘Culture’ – now that’s a word that’s being thrown around more often than a beach ball at a summer music festival. It’s bandied about in contexts ranging from organisational strategy meetings to casual coffee conversations. But do you ever stop to ponder what it really means?

The go-to definition of culture, held as the gold standard, is:

“The shared assumptions and beliefs of a group, community, or organisation.”

However, despite this clear-cut definition, many misunderstand or misuse the term, often diminishing its real essence. You might think of the term ‘culture’ as a nebulous concept, an abstract entity that hovers over conversations but seldom gets discussed effectively. This begs the question, why is it so challenging to comprehend, much less to effect meaningful change in it?

Unravelling the Enigma

Let’s try and unravel this enigma, shall we?

First off, let’s understand that ‘culture’ isn’t just the visible manifestation of an organisation’s values or a community’s beliefs. No, it’s far deeper than that, as is often hinted at by the well-trodden but trite iceberg analogy. For now, though, let’s steer clear of that tired metaphor.

Culture encapsulates the shared assumptions and beliefs that knit a group together. It’s like the invisible hand constraining the conduct of individuals within a society, organisation, or group. It’s a deep-seated way of thinking and believing, so ingrained that people most often don’t realise they’re shaped by it.

Group Mind

That’s where the true challenge lies. Changing culture isn’t just about introducing new rules or dictating behavioural changes; it’s about influencing a collective mindset, a group’s shared consciousness. Changing what’s essentially a common way of looking at the world is never going to be straightforward.

Therapy

Therapy

So, how do we bring about change in culture for the better?

First, we need to recognise and understand the role of culture in business.

Note: You can find many more questions in my book “Memeology“, and answers in its follow-up volume “Quintessence“.

Next, jointly surface and reflect on these shared assumptions and beliefs. And identifying which of these are aligned with the organisation’s goals, and which are blockers.

One can’t merely decree new shared assumptions and beliefs into existence – these have to be cultivated. It starts with dialogue, and it must be followed up by considered actions. Everyone should be part of this change, from leadership to rank-and-file members, creating a shared sense of ownership and commitment.

Summary

In conclusion, culture, while being a ubiquitous term, is often misunderstood and misrepresented. But with a clear understanding and a therapeutic approach, we can redefine our shared assumptions and beliefs to bring about positive change. Remember, culture isn’t static; it’s a living, evolving entity. Therefore, the opportunity for transformation always exists – it’s just about understanding the ‘how.’ As the proverbial saying goes, the devil is indeed in the detail.

Plague Poems – The Hundred-and-Seventy-Fourth Week

July 21, 2023
Article
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Some congruent thoughts here…

LibrarianShipwreck

Malaria in Florida
COVID surging in Japan
bird flu infecting cats in Poland
and sea lions in Chile
Crimean-Congo hemorrhagic fever
spreading in Europe
I think that I
will just stay home.

*

I have heard that the five
hottest days on record
all occurred just last week
and I have heard
that the busiest day
for commercial aviation
also occurred just last week
and though I know
one cannot draw a straight line
between these events
I keep thinking
that they’re connected.

*

The judges ruled
individuals cannot sue
their employers
if they contract the plague
at work, if that were permitted
it would have “dire
financial consequences
for employers”
and it is only acceptable
for the plague to have “dire
financial consequences”
for unlucky employees.

*

You say
that you cannot live
like a hermit
but please understand
that many of us
are just hoping
to live through…

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