Archives February 2020

The work renaissance

As everybody is surely aware by now, big things are afoot in how we think about work and management. Agile has spilled out of IT into the enterprise. Complex systems theory is finally shifting how we think. Safety culture is revealing the value in failure. Less widely known (yet), Open culture is flipping the hierarchy.

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Nobody knows what change may come

Changing how we manage is another way of saying change the conditions of the work system. Changing a complex system is an organic process, like healing a patient. You can’t directly change it, you must treat it with stimuli and observe the effect.

Nobody knows how an organisation will respond to change until they try.

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Rediscovering and restoring humanity

Two areas of fascination for executives at the moment are “Digital Transformation” and “Industry 4.0”. These ideas look at the impact of technology on product and manufacturing respectively. What is often lost in these discussions are the work changes that they cause, and the wider social advances that are happening anyway which they align with. As digital transformation gives customers direct access to our systems, and as industry 4.0 increases automation, these have direct impacts on the people using the products and the people creating them. It calls for greater humanity.

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Even SAFe

There’s as much heat as light generated by conversations about SAFe (Scaled Agile Framework).  I want to share my views, for whatever they’re worth. They can be summed up in one sentence: the best day using SAFe is the day you agree you don’t need it any more.

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