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One of the (three) reasons we chose the name “Familiar” for Europe’s first 100% agile software house (1996-2000) was because of the very UN-familiarity of how we did things. Our (highly effective) approach to delivering quality software systems seemed very alien to the customers with whom we worked.
In my travels during this year’s spring conference season, it occurred to me that there is an even more fundamental question on the table: who owns the customer profile? Because it seems to me that the system side of this question could be just as important to answer as the organizational side.
Having churned through many, many strap lines and personal branding statements over the past few years, I feel I’ve finally found one I like. One I can live by, and attempt to live up to:
“I love to play with organisations.”
Rightshifting the HiveMind This is the first in what may become a series of posts charting the Rightshifting journey of the HiveMind Network. I’m feeling somewhat uneasy about the idea of embarking on such a rightshifting journey. Personally, I prefer to travel in company rather than alone, and I prefer to enjoy the journey rather than look …Read More
It hardly seems possible, but this is the penultimate installment! We have two excerpts this time, both from towards the end of the chapter 22. We’ll finish with reviewing your kanban board’s initial design, but first we’ll look at ways to limit work-in-progress (WIP).
If we want to have a healthy business, company or organisation, we have to change our lifestyles. And that implies changing how we see ourselves, and our relationships with the world.
That is a hard message to hear. And even harder to act on. People die rather than change. Every day. So what chance we’ll act when something less than our personal health, our life, is at stake?
What If #1 – No Management What if an organisation had the insight, the courage, the sheer chutzpah to move away from the traditional management hierarchy to some other form of organisational structure – e.g. without hierarchy, and without managers? What might we reasonably expect to happen? “If a factory is torn down but the rationality …Read More
As a proponent of nonviolence, I see a lot of violence being employed in the hope of reducing the frequency and severity of interpersonal violence at e.g. conferences, community events or in team settings. This strikes me as ironic, and ultimately self-defeating.
I’ve often felt frustrated to the point of distraction when in the company of people with what I guess to be potentially great ideas, and yet no opportunity to share and explore them.
This bugs the hell out of me. And I don’t have any kind of solution. That bugs the hell out of me, too.
You wouldn’t think that the simple act of hiring a car would be such a great customer experience would you? But it is, and it was. Not just once but consistently 3 times in a row. Now not many companies can boast of that.