- company, supply chain, production, engineering and IT executives to set up their vision, strategy and tactics regarding industrial systems operations and information
- functional and IT managers and teams in charge of industrial IT transformation: master planning, IT architecture, organization and governance
- Identification of relevant business process that involve inter-system communication
- Involving ERP / MES / SCADA / LIMS / WES / AMS... systems
- Relevant to Production, Inventory, Quality, Maintenance operations
- BPMN description of workflows
- Specification of transactions and messages
- Implementation of defined messages based on the appropriate ISA95 standard models
- Definition of a lexique mapping Enterprise taxonomy to ISA95 terminology and concerned systems
- Customization of B2MML schemas to incorporate enterprise specific data
- Definition of XML schemas based on UML data structure or any data modelling definition
- Help for mapping information to the different systems
- Specific competency on SAP/R3
- Agile and flexible control
- Flow integrity management
- Process control knowledge management
- Organisation of application projects in highly parallelized tracks
- Organisation of the development of an enterprise automation object repository
This brings robust, modular, and hierarchical automation design based on the ISA88 standard, flow analysis method and CCM manufacturing architecture framework.
Business processes represent the company practices for achieving irts duty and goals. They must be continuously assessed monitored and improved to sustain a high efficiency level. They need to be and redesigned to match strategy, organization and technology changes. GGC experts provide:
- Support for improving of the enterprise organization and processes in order to achieve the best results in all relevant expertise domains
- Help for designing of the processes, workflows and organization
Data cleansing or data scrubbing is the act of detecting and correcting (or removing) corrupt or inaccurate records from a record set, table, or database. Used mainly in databases, the term refers to identifying incomplete, incorrect, inaccurate, irrelevant etc. parts of the data and then replacing, modifying or deleting this dirty data. After cleansing, a data set will be consistent with other similar data sets in the system. The inconsistencies detected or removed may have been originally caused by different data dictionary definitions of similar entities in different stores, may have been caused by user entry errors, or may have been corrupted in transmission or storage. Data cleansing differs from data validation in that validation almost invariably means data is rejected from the system at entry and is performed at entry time, rather than on batches of data. The actual process of data cleansing may involve removing typographical errors or validating and correcting values against a known list of entities. The validation may be strict (such as rejecting any address that does not have a valid postal code) or fuzzy (such as correcting records that partially match existing, known records).
- Consolidate enterprise strategy definition and rodmap
- Evaluate IT contribution to Enteprise Critical Success Factors
- Develop KPIs to assess the actual IT efficiency with regards to CSFs
- Define and implement processes to monitor IT support to strategy
- Maintain the IT project porfolio, justify project investment with regards to:
- Effective support to strategy
- Short and long term benefits
- Social, environmental and economic
- Animate a dynamic master planning to supervise IT construction and deployement
- Articulate the planning on Manufacturing Architecture in its structural and functional dimensions
Tied to the specific environment of industrial facilities, in close relationship with engineering and business systems, industrial IT is associated with particular problems of management, urbanization, infrastructure choices, and responsibility boundaries. Technical and organisational conflicts are frequents and hardly solved internallly.
Our experience and expertise support the adjustments of organization and processes to leverage in house competencies and ensure an efficient governance of industrial IT:
- Compenetencies assessment
- Organization schemes
- Process definition
- Maturity level approach
- Obective control
- Service level definition
Definition and implementation of relevant and consistent metrics and dashbords for assessing industrial performance
- Asset modelling: Products, People, Equipment assets
- Equipment control
- Manufacturing processes
- Company wide transformations & facilities processing capabilities
- Operation management processes
Manufacturing Intelligence facilitate the feedback of actual performance and deviation resulting from the execution of work to assist the decision making
- in real time by the operator or automation
- in deferred time by R&D, engineering and maintenance
- Usage and performance of resources (human, equipment, material...)
- Product Quality
- Performance of physical and operational processes
Support to implementation of operations management methods
- Process and quality improvement
- Resourece effectiveness monitoring
- Business Process Reengineering
- Enterprise and Supply Chain Metrics and Critical Success Factors
Manufacturing Execution Systems and Manufacturing Operation Management address the support to manufacturing related operational activities through methods, best practices, and IT support.
This expertise domain covers the 8 ISA95 part 3 activities:
- Detailed Scheduling
- Execution Management
- Data collection
- Defintion Management
- Resource Management
applied to the 4 manufacturing operation categories
It concerns the following aspects:
- Operations visibility, KPIs
- Operations monitoring and supervision
- Open loop resource and process optimization
- Closed loop optimization with feedback to local operator, engineering et R&D (see Manufacturing intelligence)
Optimization of work scheduling and resource usage
- Classical finite capacity scheduling
- Drum-Buffer-Rope, theory of constraints based scheduling methodology
- Master Data Management
- Production Data Collection and historization
- Traceability and Genealogy
- Any Manufacturing Operation Management related IT development
This expertise domain relies manly on standards like ISA95 parts 1/2 and ISA88 part 4 addressing
- Data structures
- Electronic signature
- Formal definition of Product requirement by R&D
- Formal definition of manufacturing capabilities by engineering
- Industrialisation support, "on the fly" product manufacturing definition
This expertise is based on the ISA88 part 3 standard that defines the basis for consistent product and process knowledge management and relationships to allow translation of product physico-chemical transformation requirements to executable equipment oriented procedures.
- Design to performance
- Design to Compliance/Qualification
- FDA PAT - Process Analytical Technology
- Risk management
- Economical justification
Support to project realization by defining an optimal task breakdown and scheduling for speeding up IIPS development
Helping the transition process from user requirement and functional specification to actual solution design by:
- Identifying and mapping software functional capabilities to solution independent functional requirements
- Providing gap analysis and support to design the technical response to functional requirements
Taking appropriate action to induce knowledge and practices to handle efficiently a given part of the CCM Body of Knowledge and associated methods and standards.
This can include:
- Self learning documentation,
- In-house training courses,
- Open courses
- Teaching in schools and universities,
- Writing articles, developping papers and reports under specific directions for neutral articles in magazines, promotional report and white papers
CCG Management consultants have developed their own methodologies to enable them to identify problems and serve as the basis for recommendations for more effective or efficient ways of performing business tasks.
Our involvement enables organizations to gain an external advice (a second much needed impartial eye). The scope of our Management Consulting services includes:
- Helping organizations to improve their performance, primarily through the analysis of existing business problems and development of plans for improvement.
- Enable organizations to gain "Best Practices" and implement them within the organization
- Organizational change management assistance
- Coaching the Managers of the organization of all levels
- Technology implementation
- Strategy development
- Operational improvement services
Projects allow enteprises to enable and perfom their ongoing transfomation to adapt themselves to their changing environment.
CCG experts support enterprises in the following:
Project owner support
- for scoping, planning, defining technical constraints, and monitor the project execution
- to ensure successful project execution by managing time, resources, budget, and quality. CCG experts apply proven and innovative managerial technics to address the ma,ny challenging conflicts and issues of complex projects.
Assistance to the project execution
- to study, select and master the appropriate design options and solutions that will fulfil the owner requirement efficiently and cost effectively
Reviewing, evaluating and selected software products
- Open publications
- Software vendor internal usage or competition benchmark
- Industrial company looking for project sourcing of technology roadmap
Helping software vendors to orient their developments by sharing ideas and long term vision based on ongoing technology awareness and highly structured manufacturing architecture framework
Assessing products, applications and people compliance to the standards such as B2MML, ISA88, ISA95, ISA84/IEC61508/61511...
Helping software editors to identify possible acquisitions or partnerships and to explore the technical aspects of a prospective deal.
User Requirement Collection:
- Conduct interview with key users
- Collect and align user requirements on manufacturing architecture
- Standardize and translate user requirements into functionnal specifications
- Ensure the independance between functional requirement / definition and technology
- Develop user autonomy in submitting and updating their requirements and the corresponding specifications
Functional specification adds information support to the production system based on consistent industrial architecture.
Standards & practices
Six Sigma is a business management strategy, originally developed by Motorola, that today enjoys wide-spread application in many sectors of industry.
Six Sigma seeks to identify and remove the causes of defects and errors in manufacturing and business processes.
It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts" etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase).
1. To define terminology that is peculiar to E/E/PES and high reliability.
2. Establish criteria for and means of assessing reliability and availability in practical applications.
3. Provide general specification guidelines that facilitate understanding.
4. Provide guidelines for process safety applications requiring high reliability.
5. Develop guidelines for specific hardware/software configurations that can meet varying levels of reliability/availability.
6. This work does not apply to nuclear power safety-related systems.
To provide standards and recommend practices as appropriate for the design and specification of batch control systems as used in the process control industries.
- Multi-part effort
- Define in detail an abstract model of the enterprise, including manufacturing control functions and business functions, and its information exchange.
- Establish common terminology for the description and understanding of enterprise, including manufacturing control functions and business process functions, and its information exchange.
- Define electronic information exchange between the manufacturing control functions and other enterprise functions including data models and exchange definitions.
The ISA99 Committee will establish standards, recommended practices, technical reports, and related information that will define procedures for implementing electronically secure manufacturing and control systems and security practices and assessing electronic security performance. Guidance is directed towards those responsible for designing, implementing, or managing manufacturing and control systems and shall also apply to users, system integrators, security practitioners, and control systems manufacturers and vendors.
The Committee s focus is to improve the confidentiality, integrity, and availability of components or systems used for manufacturing or control and provide criteria for procuring and implementing secure control systems. Compliance with the Committee s guidance will improve manufacturing and control system electronic security, and will help identify vulnerabilities and address them, thereby reducing the risk of compromising confidential information or causing Manufacturing Control Systems degradation or failure.
B2MML is an XML implementation of the ANSI/ISA 95 family of standards (ISA95), known internationally as IEC/ISO 62264. B2MML consists of a set of XML schemas written using the World Wide Web Consortium's XML Schema language (XSD) that implement the data models in the ISA95 standard.
Business Process Modeling Notation (BPMN) is a graphical representation for specifying business processes in a workflow. BPMN was developed by Business Process Management Initiative (BPMI), and is currently maintained by the Object Management Group since the two organizations merged in 2005.
The Business Process Modeling Notation (BPMN) specification provides a graphical notation for specifying business processes in a Business Process Diagram (BPD). The objective of BPMN is to support business process management for both technical users and business users by providing a notation that is intuitive to business users yet able to represent complex process semantics. The BPMN specification also provides a mapping between the graphics of the notation to the underlying constructs of execution languages, particularly BPEL4WS.
The primary goal of BPMN is to provide a standard notation that is readily understandable by all business stakeholders. These business stakeholders include the business analysts who create and refine the processes, the technical developers responsible for implementing the processes, and the business managers who monitor and manage the processes. Consequently, BPMN is intended to serve as common language to bridge the communication gap that frequently occurs between business process design and implementation.
Currently there are several competing standards for business process modeling languages used by modeling tools and processes. Widespread adoption of the BPMN will help unify the expression of basic business process concepts (e.g., public and private processes, choreographies), as well as advanced process concepts (e.g., exception handling, transaction compensation).
The Application of the Theory of Constraints for Project Management
The Coherent EA is a change oriented Enterprise Architecture approach base on the concept of continuous change. It taking the time dimension into consideration and suggest that an enterprise is changing continuously. The change oriented EA model is initiated to clarify major myth in the EA community as has evolved to emphasize on reference model and service oriented architecture to enable simplicity and agility, Segment Architecture to close the gap of business performance to address business change base empirical need. EA has not evolved as expected because there is a great confusion on What is EA, what is reference model, the role of service oriented architecture and the purpose of segment architecture due lack of a update EA model to keep up with the EA evolution. The community try to understand EA from the traditional application development oriented EA approach. CEA suggest a change oriented enterprise architecture approach which break the myth of target enterprise architecture and clearly explain what is reference model, the role of service oriented architecture and the purpose of segment architecture.
CIMOSA (Computer Integrated Manufacturing Open System Architecture) represents one of the most popular enterprise modeling architectures.
The aim of CIMOSA is to elaborate an open system architecture for CIM and to define concepts and rules to facilitate the building of future CIM systems. It was developed by the AMICE Consortium, in an EU project
Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes. CMMI best practices are published in documents called models, which each address a different area of interest. There are now two areas of interest covered by CMMI models: Development and Acquisition.
From Wikipedia, the free encyclopedia
The Control Objectives for Information and related Technology (COBIT) is a set of best practices (framework) for information technology (IT) management created by the Information Systems Audit and Control Association (ISACA), and the IT Governance Institute (ITGI) in 1992. COBIT provides managers, auditors, and IT users with a set of generally accepted measures, indicators, processes and best practices to assist them in maximizing the benefits derived through the use of information technology and developing appropriate IT governance and control in a company.
Cynefin is used to designate a naturalising sense-making framework, developed by David Snowden and his collaborators. The Cynefin framework draws on research into complex adaptive systems theory, cognitive science, Anthropology and narrative patterns, as well as evolutionary psychology. It "explores the relationship between man, experience and context" and proposes new approaches to communication, decision-making, policy-making and knowledge management in complex social environments.
Direct Value Added
Enterprise and Companies are different entities by their nature, roles and performance objectives.
Taking into account these differences reveals that the survival and the development of the enterprise is much better secured - the usually conflicting interests of shareholders and employees are better satisfied:
- The enterprise is no longer committed to generating profit, but to adding value, which feed wages and profit.
This fact lead to adopt specific KPIs and new decision processes and tools for driving the enterprise
Sales DAV = Turnover - Direct consomption
Scheduling Methodology based on the Theory of Constraints
- 1 of 4
I am starting a new business. I am not giving up my work as a business advisor, but I do need a change of pace. Ten years of working to improve other people's businesses have taken a toll.
You might think "a change of pace" means I want to slow down. On the contrary, I want to speed up. The very, very slow, cumbersome, and obsolete systems and processes at most companies are very difficult to adapt to.
I need to do something challenging, and I need a test bed for ideas. I also happen to love photography, especially trick photography, so, I am setting up a photography business.
I am of course applying Maneuver Conflict and Systems Thinking ideas to the new business.
Here are some of the things I am doing differently from other photographers:
|To succeed in business, you need to try a bit harder, and do things other people can't or won't do.|
- Lots of photographers shoot weddings. I am the only one that make the bride and groom fly, levitate, or be quite literally joined together. (You can do some amazing flesh manipulation techniques these days...)
- Lots of photographers shoot children. I am the only one that can shrink a whole class of school children and put them in a lunch box.
- Lots of photographers shoot products. I can make the products levitate, sparkle, etc., without an advertising agency.
- Lots of photographers shoot portraits. Almost everyone does it using soft light and clamshell setups. I do that too, but I also offer soft light setups, hard light setups, night setups (in broad daylight)... and I can turn you into a zombie or cat creature.
Delivery: Most photographers deliver files on DVD, and framed prints. I deliver the files on USB sticks, because newer computers often do not have DVD players. I do deliver framed prints, but I also print on t-shirts, mugs, phone and tablet shells, and hundreds of other things.
|Hadouken is a Japanese photo craze where you imitate Manga style fights, complete with Ki based energy attacks. Probably not what you would choose for a corporate group portrait. Then again, it might be...|
I am announcing four workshops in Stockholm and Gothenburg.
Each workshop is limited to twelve people, and the first workshop is in just five weeks, so if you are interested in gaining an advantage over your competition, sign up now:
- A simple tool you can use to develop good strategies, and find the flaws in bad ones
- Six strategic principles common to all strategy development
- Cheng/Ch'i, a Chinese principle for developing strategies for business, war, and love
And there is more of course. Check the links above for more information.
|The audience was great - Knowledgeable, asked a lot of questions, and there was a very interesting discussion afterwards.|
I did a trial run for of Reality Dysfunction presentation at Scrumbeers yesterday. The presentation was very well received, though it was much too long. You can read the audience comments and reactions here.
The Scrumbeers gatherings are always fun. This time, it was also very, very useful. The feedback I got will enable me to make the final presentation even more fun, and shorter. Lots shorter. My presentations tend to be about as long as a Hollywood movie. I need to cut this one down to 35 minutes or less before I present at the Lean Kanban Nordic conference on the 12th of Mars.
I'd like to thank the audience not just for being very interested, kind, and fun to spend time with, but also for giving me lots of useful feedback.
I am looking forward to the next Scrumbeer.
The nice people running the Stop Starting, Start Finishing conference in Stockholm the 12-13 of Mars 2013 asked me if I was interested in holding a presentation.
Of course I am.
I am hard at work on my presentation. Here is what I am going to talk about:
Bill Dettmer will hold a course in The Logical Thinking Process in Finland on the 3-5 of April, and the 8-10 of April. Here is a link.
Bill is a well known management and leadership expert. He has written several very good books. I heartily recommend his book The Logical Thinking Process.
Though I have never met Bill, we have corresponded via email. When I wrote my first book, Tempo!, Bill was very helpful and encouraging.
In case you are wondering:
The Logical Thinking Process is a method for solving problems. You can use it in business, or your private life. TLTP is great for facilitating communication and understanding. It beats long boring Word documents or bullet riddled Powerpoint presentations hands down.
I often use it to visualize problems, to help my customers generate solutions, and to communicate and test solutions before implementing them. The tools are simple to use and very effective.
|If you have a special interest, you may see a lot more action in a Google+ Community than on Facebook. After two days in Google's The Photo Community, my photos had garnered more interest than I have been able to build after years on Facebook.|
Google may have hit it off big with its newest product: Google+ Communities.
Two days ago I joined The Photo Community at Google+. The community was created by Trey Ratcliff, a very well known HDR photographer. After two days in The Photo Community, I have gotten into contact with more photographers than I have during the past two years on Facebook. The reason for the different results: The design of the new Google+ Communities.
I am an amateur photographer, and I have spent a couple of years building a photo library at Facebook. some time ago, I started doing the same thing at Google+, but initially it was a bit disappointing. I found other photographers, added them to my own photography circle, and posted photos, but there was little response. The design of Google+ made it easy to find people with shared interests, but it also made it difficult to get noticed.
This changed in a big way two days ago. Google Communities aim to make it very easy to discover people with shared interests. Interested in photography? The Photo Community is very easy to find. (Though I admit, ironically, I found it on Facebook, because Trey Ratcliff posted an invitation.)
A community can be divided into sub-communities. For example, I posted the Scaly Leaves photo in the Anything Goes subgroup, but the sunken boat in the Black & White Photos subgroup.
Different social media sites have different characteristics:
Twitter makes it extremely easy to connect with people who have similar interests, but you also need to use filters to get rid of lots of useless noise. You can't do much on Twitter, except post brief messages and links to interesting stuff.
LinkedIn is great for building a network of business contacts, but sadly, doing things together with those contacts is very difficult. I know from experience, because The LESS Author Group used LinkedIn as the main network hub while writing LESS!. I set up a LESS! forum on LinkedIn because I knew everyone in the group had accounts there. Unfortunately, LinkedIn lacks the tools you need to do things: You can't upload files to other group members, you can't post pictures or other media, no face-to-face communication...
Facebook is of course the largest community, but the noise to signal ratio is incredibly bad. You get advertised to death, people you barely know insist on telling you what they had for lunch (often with photos), you get invitations that are aimed at tricking you into opening up your contact data, and it is well difficult to find anyone who wants to do anything but smother you with their interests, or sell you something. The smothering, by the way, is not due to people on Facebook being especially boring. It is inherent in the design of Facebook. Facebook has affordances encouraging people to post everything in a general stream, even if there are special interest groups.
The big thing about Google+ Communities is that the affordances drive people in the other direction: It is more attractive to post in a community than to post in a general stream. The effect of that shows in the diagram at the top of this article.
I strongly suspect that Google+ communities will turn out to bring something else into the game: The combination of communities, media upload, and video conferencing, makes Google+ communities very attractive for doers:
If you want to start a company, make a movie, become a better surfer, produce an interactive eBook, become a top notch photographer or writer, start a rock band, or coordinate a political campaign, you can find people and coordinate activities using Google+ Communities much easier than you can using other social media web sites. It does not mean the other sites are useless, far from it, but a Google+ Community is likely to be the major activity hub.
I was asked to submit a presentation proposal to Stop Starting, Start Finishing, the Lean Kanban Nordic conference, 12-13 Mars, 2013, so I did:
If the proposal gets enough votes, I'll get to hold the presentation.
Here is the proposal:
Tempo!: The reality Dysfunction puts the fun back in dysFUNctional.
How did we end up with so many dysfunctional companies? To fix the problems we face today, we must understand the causes.
Tempo!: The Reality Dysfunction is a romp through the wild side of management history: It starts with a bang, a train crash the 5th of October 1841, with consequences that cause companies to fail in 2013.
You will meet the unbeatable fighter pilot, who also figured out how to build an unbeatable organization. You will see what managers must know to lead an Agile development team.
You will see how most companies are applying fundamental principles of strategy, psychology, and physics backwards, and hurt and disable themselves in the process. You will also find out what to do about it, and who has already succeeded.
There will be a practical demonstration, with members of the audience, showing how a simple restructuring of work can reduce lead times by 60% or more, while increasing quality.
And, you will have fun!
LESS!: Essays on Business Transformation is now available on Amazon Kindle.
The hardcover version of LESS! is available from Lulu and quite expensive ($46.53). The Kindle and ePub versions are just $6.89. We do not use DRM protection, so when you buy the book, it is yours. You can put it on any device you want, and on as many devices you want. Please keep the copies in your family though.
I am very proud of LESS!. I am particularly proud of the fact that I did not write most of it. LESS! is a collaborative work, and working with the other authors has been a privilege I cannot adequately describe. One of my best adventures ever.
LESS! is about building better places to work:
Have you ever had a great idea crushed by the words, "we can't do that, because it's not in the budget"? Then you really need to read up on Beyond Budgeting. Bjarte Bogsnes, VP of Performance Management at Statoil and Dr. Peter Bunce, Director of the Beyond Budgeting Round Table, have written two chapters helping you free yourself from the chains of budgeting.
If you look around you at work, and see people with great potential, but somehow things never get together like they should. The sum of the work is always less than the sum of what the individuals can do. Then Making the Entire Organization Agile, the chapter by Steve Denning is for you. Steve is a former director of the World Bank. He is a deep thinker with unsurpassed practical experience. In November 2000 he was selected as one of the world's ten Most Admired Knowledge Leaders (Teleos).
If you want to do Lean or Agile, what is you and your organization's position on Theory X and Theory Y? Why do you need to know about them? Because Agile and Lean are Theory Y based, and your organization is most likely Theory X based. X and Y ideas don't mix well. Not understanding the difference is a major cause of failure when implementing Lean or Agile. Dan Bergh Johnson's chapter Agile and Lean do not fit into Taylor's Glove will get you up to speed on the all important fundamentals.
And that is just for starters. There is lots more, by authors like James Sutton, Karl Scotland, Håkan Forss, Ola Ellnestam, Brian Hawkes, Maarit Laanti, Ari-Pekka Skarp, and me. And you might want to check out the Foreword by John Hagel III. John is a great author in his own right, Director at Deloitte LLP, and co-chairman of the Deloitte Center for the Edge.
By the way, if you read the Introduction, you will find a link to the LESS! resource page. That is where we put links to free material you might be interested in, such as the Tempo! newsletter. The issue you see above is in review at the iBookstore right now, but you will find four older issues on the resource page.
For comparison, I have plotted the power rules governing city and company productivity:
What this graph shows is that a city is much better organized than the average company. But why?
Cities are networks. They are to a large extent self-organizing. Nobody tells you where to live, where to shop, which friends to spend time with, or where to work, or whom to vote for. You figure all that out for yourself, based on the knowledge you have about the city.
Companies are very different: You are told where to sit, what to work on, whom to work with, when to take a break, and who your boss is. You have comparatively little latitude to exercise your own judgement.
What companies are missing is the power of self-organization. Here is another way to look at it:
|Donella Meadows's System Intervention Scale|
Company leaders usually focus on the low end of the Meadows scale: They set targets like "increase sales by 20%", or "reduce costs by 10%". They make budgets and set project deadlines, which is saying they allocate money and time buffers. Sometimes they make a reorganization, which means they mostly mess around with stock and flow structures.
Cities leave most of that to its inhabitants. City planners are concerned with overall system structure, but they mostly let people make their own decisions, and that is what makes cities resilient, productive, and powerful.
|Value streams in functional hierarchies vs. value streams in networks. From my book Tempo!.|
Why are companies so much more vulnerable to damage than cities? There are several reasons, but most have to do with the way companies split in order to manage growth. Companies divide into functional departments. This causes problems when information or physical material is moved from one department to another. Hand-offs are difficult to manage, and you can have many value streams that interfere with each other. this problem becomes worse the more cost effective an organization is, because increasing cost effectiveness means reducing the capability to absorb variation in the value streams.
Add to that, that if a single node in a functional organization is damaged in some way, it may affect all value streams running through that organization.
For example, if the IT department suffers from work overload, you can't do anything but wait until they get to your request. I have worked at companies with waiting times of 9-18 months for simple requests like setting up a server.
On the other hand, in a city, if you can't get the service you want when you want it, you go someplace else. If the grocery shop closest to where I live closes, I won't starve. I just shop my food somewhere else.
The amazing thing is that we do have plenty of blueprints for building companies that are as resilient as cities, but with rare exceptions, we don't. There are signs that things are looking up though. We may have a phase shift, a rapid transition from the old hierarchies to network based organizations pretty soon.
|Julia Norinder, CEO of Preera, and the main speaker talked very passionately on the need for sustainable leadership.|
Anastasia Nekrasova from Intelligent Mindsets ran an interesting workshop based on a real case:
Josefine Lassbo, CEO of Reflective Circle, wanted help developing a vision and a growth strategy for her company. Turning to an outside group to get many different perspectives on what the business should be is a smart thing to do. Ultimately, it is of course up to Josefine to define why she is in business, but input helps. Developing a good vision statement is difficult.
Getting multiple perspectives can speed up the process considerably.
The audience was split into groups to discuss the vision and the strategy.
It is worth noticing that much of the value from an exercise like this is due to most of the participants not being experts. We business strategists tend to think in similar patterns due to our sharing of a common body of knowledge. Put a more diverse group together, and you are much more likely to come up with a unique and valuable insight.
|My discussion group at the workshop, except...|
|...Carina Jonsson, who made our groups presentation after we were finished.|
The seminar finished off with a panel discussion about sustainable leadership.
|The panel: Caroline Trowald (Conferencier); Kristina Cohn Linde, CEO of Mig; Eva Hyllstam, Leadership Trainer; Liselott M Daun, Senior Consultant at Ernst & Young; Gustaf Josefsson, Innovation strategist|
The panel discussion was interesting and the panel members had a wide range of opinions about leadership and organization.
I believe events like this are important: They are a sign that there is progress. Though management science has progressed enormously the past sixty years, we actually see very little of it in the way companies are organized and lead. Change is much overdue, and I am glad to see signs of it.
Major change tends to happen like when you try to get ketchup out of a glass bottle: First you get nothing, then you get nothing, then you get everything at once. Scientists call this phase transition, but I'll save that for another blog post.
When we discuss corruption, and we do, at least in the media, the focus is nearly always on some spectacularly greedy, dishonest, and stupid act. I believe it is a good thing that this kind of corruption is exposed, but there is another, more subtle kind that worries me.
First, let's define the word "corruption":
In philosophical, theological, or moral discussions, corruption is spiritual or moral impurity or deviation from an ideal.
– Corruption, Wikipedia article
For example, in a contest, we are expected to abide by the rules of that contest. If the judge in a football match judges in favor of the team he likes the most, because he likes it, then the judge is corrupt.
On the other hand, in a popularity contest, voting for the person you like the most is not corrupt. It is the expected behavior.
We have always had a problem with very complex contests, like political elections. Most people do not like to grapple with complex issues, so they substitute something simpler, like:
- Which politician do I like the most?
- How do my friends vote?
- Which policy do I like the most? (Without regard to the total effect of all the policies suggested by the party.)
- Cost Accounting
- Theory X
- Theory Y
- Options thinking
- Queueing Theory
- How do the managers and leaders at your company value new knowledge and learning? What is the message they are sending to employees? If they do not actively support learning, what does that tell you? How often do you hear them speak about what they have learned themselves?
- As a manager/leader, would you prefer the Theory X/Cost Accounting style of management, or the Theory Y/Maneuver Conflict style of leadership? If you prefer the Theory Y/Maneuver Conflict model, what are your fellow managers most likely to prefer? If most of you are likely to prefer the Theory Y/Maneuver Conflict style, what is stopping you from doing it? How can you remove or get around the obstacles?
- The US Marine Corps has a reading list, providing a list of books that Marines must have read at each grade level. The list includes both fiction and science books, books about strategy, tactics, philosophy, and different cultures around the world. Higher ranking marines must read everything lower ranking marines read, plus the books graded at their own rank. What would a reading list for your company look like? If you find it difficult to put such a reading list together, why is that? If you find it easy, why?
- Are there any other perspectives that might be important to a book buying decision? What are they? What insights do they add?
This is part two of Dave Snowden's keynote. Great stuff.
Dave Snowden talks about complexity thinking and contrasts it with design thinking and systems thinking in his XP 2012 keynote.
This is one keynote worth listening to. I was very fortunate to get it all on video.
Whew! After six months of hard work, LESS!: Essays on Business Transformation is released. I should write something brilliant about this, but I just feel tired and happy. I'll go play with my son instead. I have deserved it, and so has he.
Just one thing: You may recall an earlier cover picture:
You may notice that the cover has changed slightly compared to the earlier version:
John Hagel III has written an excellent Foreword. Check him out. I am immensely proud that he wanted to do that for us. John is a great management writer. He is also Co-chairman of the Deloitte Center for the Edge, and Director Deloitte Consulting LLP. I am currently reading his latest book, The Power of Pull.
Chances are you already do know about some of the LESS! authors, but I'll give you a list with links so you can have a look:
Dan Bergh Johnsson - Technology evangelist and blogger
Steve Denning - Consultant and former Director of the World Bank
Ola Ellnestam - Co-founder of Agical. Organizer of the excellent Agical Geek Nights(!)
Håkan Forss - Lean/Agile coach, creator of Visual WIP
Brian Hawkes - Founder of Foresite SPA
Maarit Laanti - Agile and Lean coach at Nokia
Henrik Mårtensson - Happy and exhausted
Karl Scotland - Advocate and pioneer of Kanban Software Development
Ari-Pekka Skarp - Coach and organizational developer at Nokia
We have a wide range of expertise spanning finance, management, Agile, Lean, strategy, systems thinking, and complexity theory.
What can you, as a reader, do with it? You can start putting the pieces together. When laid out the way we have, it quickly becomes obvious that there are common themes, things we all need to do to make our companies work better. If we work together, we'll get better results. It is that simple.
By the way, in his Foreword, John does speak very clearly about what happens if one does not change. The things we are writing about used to be nice to have competitive advantages. Now they are necessary for survival. On the up side, once you try, they are fun and exciting to do. :-)
Now, I will go play with my son. Be seeing you!
It nearly did no happen because of my workload, but I will go to XP 2012. Here is a brief description of my presentation:
Cucumbers get more pickled than brine gets cucumbered
|The LESS! book cover and the first four chapters.|
The LESS! book is close to completion. All chapters are in, I have edited more than two thirds of the book. This has been my most enjoyable writing project in a very long time. Writing a book always requires a lot of hard work, but it is also incredibly fun. If you work with great people, which I do, the fun factor goes up...way, way, up!
I have wanted to write a collaborative management book for a couple of years now, but when I got the opportunity, I was not the first to recognize it. Katherine Kirk did!
Katherine and I were both speakers at the LESS 2011 management conference. The conference was a blast. Lots of great speakers: smart, experienced, deep thinkers, and very good at presenting their ideas. I decided to take the opportunity to interview a few of them for a book project that had been on the back burner for a year. I hadn't written much for awhile, and I was really itching to write and publish a new book.
Katherine made a great presentation, so I asked her if I could interview her for a book. She said yes, so we got together, and I got a very interesting interview. One of my questions was "what topic would you really like to see a management book on?" "This conference," Katherine said.
I just sat there for a few seconds. This was just too good an opportunity to miss. Katherine was right. A book written by the conference speakers was a fantastic idea. I mothballed the book I interviewed Katherine for (Sorry, Katherine!), and asked her if it was OK if I took her idea to the conference organizers. She was fine with it, so I contacted Vasco Duarte. He liked the idea too, so I got a list of speaker email addresses, and we were off.
The LESS! project works like this:
Each writer contributes a chapter. Writers are encouraged, but not required, to edit each other's chapters. We have set up a LESS Author group on LinkedIn to make it easy to discuss the book among all authors. I do the final edit, help with graphics, I do the book layout and the cover.
We decided early on that profits from the book should go to a good cause. Some details left to finagle there. I'll tell you more about that when everything has been set up properly.
So, not only were people willing to take on a large amount of work, they were all willing to give the profits away. Oh, and they have all put up with my rough-and-tumble approach to editing. I have been most fortunate to work with such a hardy bunch of management piooneers.
Writing and editing LESS! has been, and still is, a great adventure by its own right. I learn a lot, about management, about writing, editing, layout, cover design, and about collaboration. I work with great people. I also learn a thing or two that will be useful in the future. I'll let you in on what they are, in the near future. You will not be disappointed.
Now, it's back to editing LESS! for me. See you soon.
The latest game changer from Apple is a bit sneaky. Apple recently launched iBooks Author, an eBook authoring tool. There were ads in the App Store of course, but overall, not much fanfare. Nevertheless, iBook Author is an important move. Amazon needs to watch out, or Apple will grab a sizable chunk of the eBook market.
Why is iBooks author important? iBooks Author puts Apple in direct contact with authors, bypassing a traditional obstacle to publishing, publishing companies.
A traditional publishing flow looks like this:
Apple cuts out the people in the middle, like this:
Publishing becomes easier, faster and cheaper than before. By itself, this would not be a decisive advantage. Amazon has 90% of the eBook market, and they aim to keep it.
However, Apple has another little innovation up its sleeve: the iBooks Author workflow. It looks like this:
An author can work directly in iBooks Author, write an eBook, integrating text, video, audio, presentations, even 3D objects, and publish a finished book by clicking a button. This is quite different from the publishing process most book publishers use. It is both faster and cheaper.
Perhaps most important: the quality of the eBook itself is a lot better than most of the competition. At Amazon, eBooks are usually converted from print editions. At the iBook Store, an increasing number of eBooks will be designed to be eBooks from the start. This will make a big difference.
iBooks Author is free, so the economic barrier to publishing high quality eBooks just disappeared. (The economic barrier to publishing really awful eBooks also disappeared. Too early to tell how that will work out.)
Right now, compared to Amazon the iBook Store is a bit thin on books, but that only makes it easier for an iBook author to get noticed, and thus makes it easier to sell. Mainstream authors may not have much of an advantage, but niche authors will. Dominating a niche is the key to building mainstream sales.
For about a year or two, authors writing for the iBook market have an excellent opportunity to break into literary niches and grow their readership.
Whether the iBook Store will grab a sizable portion of the eBook market or not is by no means certain, but Apple is certainly making a credible attempt. Instead of slugging it out toe-to-toe with Amazon, they strike at the weak spots in the production chain.
It is by no means certain Apple's strategy will succeed in the end, but as a writer, I am tempted to test the waters with an ibook or two.
Bo Hagström is a well known chef, and hosts Sun Food (Swedish: Solens Mat), a Swedish TV show. I met Bo when he signed books in a bookstore. His latest book, Viva la Pasta! is about, you guessed it, pasta!
Bo is on a mission: He wants to teach Swedes about pasta. As it turned out, with good reason. I got a short but interesting lesson.
Bo handed me two strands of pasta and asked me to feel them. One strand was very straight, and felt completely smooth. The other strand was different, slightly crooked. The surface felt slightly rough.
The straight, smooth strand is bad pasta, Bo told me. It is low on nutrients. It does not taste very good either. Because of the smooth surface, it does not absorb flavors from other ingredients.
The slightly crooked strand with the rough surface is great pasta. Much more nutritious. Because it is porous, it can absorb flavors from sauce and other ingredients.
The two kinds of pasta cost the same in the store. The bad pasta outsells the good pasta many times over. Pasta buyers lack the knowledge they need to distinguish between good and bad pasta.
"The cost isn't important," Bo said. "What is important, is the value you get."
I couldn't help laughing, because I realized it's exactly the same thing in my job. In your line of work to, I'm sure.
Imagine that you are a pasta-consultant. You want to teach manufacturers how to make really good pasta, and buyers how to choose the best kind. How would you do it? How would you convince manufacturers to make better pasta when the consumers don't know the difference between good and bad? When the consumers have never tasted good pasta, don't even know there is good pasta.
We can distinguish good from bad only when we have different things to compare with each other. With pasta, you can taste and feel the difference. And, it is no big deal if you buy a package of some brand you haven't tried before, and discover you don't like it.
It is much more difficult to try something new if it is expensive, if the stakes are high, and if it is difficult to assess the result. Picking the right ideas about leadership, management, and process design would fall into that category.
What I learned from Bo, besides choosing pasta, was this: I need to show potential customers something simple, like two strands of spaghetti. It must be something that can be felt, so the difference can be experienced.
Something to think about.
Of course I bought a copy of Bo's book. Pasta experiments await!
Oh, there is one thing more:
Suppose you have a pasta factory, and you want to make the very best pasta. For this, of course, you must have the very best process, so you start a Six Sigma program.
Will that Six Sigma program give you straight, smooth pasta, or crooked, rough to the touch pasta?
The chief cause of problems is solutions.
At the LESS 2011 conference an entire track was dedicated to solving the problems caused by the annual budgeting systems most organizations use.
Yes, caused! We have used annual budgeting for a long time. This means annual budgeting was created to solve problems in a world quite different from ours: The world moved slower, in more predictable cycles.
Today, the world changes very quickly, and is a lot more unpredictable. This is not a bad thing per se. You can turn it to your advantage (which is what I talked about at the conference), but doing that while hanging on to an antiquated economic model is very difficult, to say the least.
Does this sound familiar:
- "Great idea, but we can't do it right now. Let's wait for next year's budget." The great idea will be delayed, which means your company will lose the money it could have earned during that delay. Even worse, delaying implementation means someone else may get there first, and take your market away. Or, the great idea may simply be forgotten. The employee who had the idea may get tired of waiting and move on to another company, or start up a business of her own.
- "To ensure that we get the budget we need next year, we need to spend the money we have budgeted this year." Utter insanity from the point-of-view of the whole organization. And yet it makes sense from the point-of-view of a department or a project.
- "Unfortunately cross-the-board budget cuts forced us to close down X. Without X, so much revenue was lost that we had to cut Y. We lost the company in the end, but there was really nothing else we could do." To put it very frankly: Bull! Truly hopeless situations are rare. Most of the time, the real problem is that the way we solve problems isn't very good. At the LESS conference, I demonstrated a Chinese problem solving method with the cut-the-budget method common here, and showed how the Chinese method can generate solutions simply not available to a person with a focus on the budget. (We also used the Chinese method, very informally, at a breakfast meeting to generate some nifty strategic moves for next year's LESS conference. That was fun!)
- Handelsbanken (a very successful Swedish bank)
- Southwest Airlines
- Gore & Associates (makers of Gore-TEX)
- Kongsberg Automotive
- American Express
There are plenty of good reasons to go to the LESS 2011 management conference. Most of them have to do with fun–not clowning around fun (which has its merits)–but with the doing-meaningful-work and living a life of purpose kind of fun.
However, there is another reason: Survival!
According to John Hagell III, in 1937 the average life expectancy of a Standards & Poor Fortune 500 company was 75 years. Today, it is about 15 years. Let's be a little bit simplistic about this, and draw a straight line between the two data points. Then let's be a bit adventurous, and extrapolate into the future.
If this simple projection holds, by 2030, there won't be any S&P Fortune 500 companies.
I am sure you can see the flaws in this simple model as well as I can:
- There are only two data points. It is very easy to draw the wrong conclusions when using to few data points. (Though many companies are perfectly happy to use a single data point, which enables them to interpret it anyway they want. But I digress.)
- The model is linear. Reality is rarely linear.
- It'll never happen because something else will happen that changes the game.
|Tim Morrison at the Halmstad City Library|
Tim Morrison played at the Halmstad City Library tonight. I had been sitting there working, most of the day. Luckily, I decided to stay a bit later than usual.
I have no idea how to write about music, so I won't. Instead, I'll suggest you check out Tim's band, The Manglers. You'll find some sample songs at The Mangler MySpace page.
Tim and I talked a bit after the gig. I bought a CD, which I am listening to as I write this. When Tim talked about writing lyrics, I recognized what I experience when writing a book or working on a presentation. It never ceases to amaze me how things that are very different on the surface, can be very similar on a deeper level.
|Some people can't help horsing around...|
As you can see above, there were other things happening at the event. In all, a very enjoyable evening.
This post continues the networking story from A brief guide to mingling. I strongly recommend you read that post first, because in it, I describe why I network. Having that perspective is important. If you read A brief guide to mingling, I think you will agree.
I went to the Gothenburg Book Fair today. The book fair is a yearly event. I go to look for interesting books, and to meet interesting people. Let's dive right in and see what happened:
Erik Lundh, a friend of mine, and I had agreed beforehand to meet at the fair. Anna Sigvardsson, the photographer I met at the mingle last week and I had also decided to meet and have a cup of coffee at the fair.
When I arrived, I had plenty of time before meeting either Erik or Anna, so I did what everyone else at the fair does: I went looking for anything interesting that might catch my eye.
|Kersti Ingeborn works at the Mediapool's School Library Service|
Pretty soon I found myself talking to Kersti Ingeborn at the Mediapool School Library Service. We found we had some interests in common. In addition to working at the School Library Service, Kersti is also engaged in health care. After talking briefly, I promised to email her a link to this blog post, and moved on.
|Stefan Olsson at Universe Imagine is an author, so we did what authors do when they meet: We swapped books.|
One of the nice thing with the book fair is that it is an opportunity for me, as a writer, to meet and speak with other writers. Thus, when I saw Stefan Olsson at Universe Imagine, I went over and talked to him.
Stefan and I swapped writing and publishing experiences for a couple of minutes. Then Stefan suggested that we should swap books, so we did.
It is not fair to hog the time of someone working at the fair, so I told Stefan I would email him a link to this blog post, and moved on.
Astute readers may notice a pattern developing here. I follow up the connections I make, and I offer a reason to continue with some sort of contact. I only do this when I believe there really is some reason to keep in touch. The decision to continue the contact, or not rests entirely with the other person.
As I wrote in A brief guide to mingling, the purpose is not to sell or advertise anything, but to find and connect with interesting people.
|Anna Sigvardsson is a photographer. I wrote about meeting her in A brief guide to mingling.|
Of course, if you have agreed to meet two people at a book fair that lasts all day, they will arrive within a few seconds of each other. Erik beat Anna by about 30 seconds. Erik and I needed to talk about a few work related matters, so we did. Then I went to have a cup of coffee with Anna.
You wouldn't believe the size and weight of the backpack I had lugged around all morning. Putting it down, having a cup of coffee, and talking photography and books was a relief you cannot imagine. Unless you to carry around a similar backpack, of course... Thanks Anna!
After meeting with Anna, I hooked up with Eric again. Eric mentioned he wants to meet with a photographer, so I fired off an SMS to Anna to see if she would be interested in meeting Eric. She was, so I helped Eric and Anna set up a meeting. The cellular phone network was a bit overloaded, so we did everything by SMS. SMS wasn't altogether reliable either at the fair, but it worked out OK.
|Erik Lundh is a co-author of The System Anatomy, and Jens Fredholm at Studentlitteratur is the publisher.|
Eric had a meeting with Jens Fredholm at Studentlitteratur. Eric is a co-author of a recently published book, The System Anatomy. Jens is one of Eric's main contacts. Eric invited me to an after-the-fair for-people-in-the-publishing-business mingle, and off we went to see Jens.
I have met Jens once before, but that was briefly a year ago, so Eric re-introduced us.
It was nice meeting Jens again. Eric, Jens and I had an interesting talk. We decided to go and eat something, and that is when I suddenly saw Alf Fyhrlund and his wife Saga.
|From left: Alf Fyhrlund, Saga Fyhrlund, Jens Fredholm, and Erik Lundh.|
Alf is the statistician I wrote about in A brief guide to mingling. Introductions were made all around, and business cards were exchanged. (Just so you know: Alf and I will go to a BNI meeting together on Tuesday.)
After that, the only new connection I made the rest of the evening was with a humungous shrimp sandwich. (Thank you Jens.)
Let's update the network diagram from A brief guide to mingling:
There are new connections, and some old ones have been maintained (Jens and me). One thing I like about having a diagram like this, is that the people in the diagram are likely to read this post and see it. That increases the probability that they will discover a reason to connect.
If one is steeped in Command & Control culture, it is easy to believe that one should somehow be in control, or "own the network". That does not work. Nobody owns the network. I belong to the network. So does everyone else in the diagram.
Thus, I am not at the center of the network, even though it may look like that in the diagram. It is just that the diagram is drawn from my perspective, and contains the connections I know about.
Draw diagrams from the perspectives of Eric, Jens, or Anna, and they will look quite different, but they will be just as valid. (Try drawing a complete diagram, and you will end up with a mess and go bonkers in the process.)
The network will change today, like it changed yesterday. I know Alf and Olle are likely to talk to each other, and I know Anna and Erik will too. I will ask them how it went, because these are people I like, and I have an interest in their connections working out for the best. Other things will happen too, lots of connections will be made I don't know about, and never will know about. That is as it should be.
What is of interest to mingle event goers is that many of the things I described here, happened because of the mingle event, Göteborgsminglet, but they did not happen at the event. Mingle events are powerful because they generate sparks that may ignite something larger and longer lasting.
Oh, perhaps I should mention: The fair itself was fun too. Lots of interesting books.
|Anna Sigvardsson is a photographer. Martin Richards is an English language coach. Martin I know from before. He brought me to my first BNI business meeting a couple of years ago. Anna I met for the first time at the mingle, but we have both been BNI members, and have acquaintances in common.|
I was at a mingling event, Göteborgsminglet a couple of days ago. Such events have become an increasingly important way of meeting people and developing business relationships.
I left the event with one solid lead and more than half a dozen meetings booked. This is a marked difference from the first mingling event I went to about two years ago. When I left that first mingle, I had an enormous stack of business cards, but didn't really know what to do with them. Last Thursday, I had a much smaller stack of cards, but I knew what to do.
What is the difference between now and then? Mainly, me: My own expectations, my understanding of what an event like this is, and its purpose, have changed. A lot!
The first time I went to an event like this, I went to do business. In other words, I went there to sell my services.
Of course that didn't work! There were no buyers. There were two main categories of people there: One category were greenhorns like me, who tried to sell stuff, or advertise stuff. The other category were networkers.
Mingling events are not about selling or buying, they are about meeting interesting people. You don't sell them stuff, you talk to them. If they are interesting, and if they feel the same way about you, you set up a meeting.
"Ok, and at that meeting, I get to sell!" No! You don't! You go to the meeting to figure out a few things:
- Is this a person I want to spend time with? For example, if we go out and have lunch ten times, will we have more or less to talk about the tenth time than the first time? Will I enjoy listening to this person on a more or less regular basis?
- Can I be of value to this person? One thing you can do, is to connect them with other people in your network. That is good, but don't rush it. Get to know the person first. You do have a responsibility to weed out the kooks (or make connections to compatible kooks). You can do other things. For example, if you meet me, and recommend a particularly interesting book about management, systems thinking, photography, or a good Fantasy book, you are of value to me. One of my favorite clients put me on to the Obiter Dictum podcasts. I walk two hours every day, and I often listen to Obiter Dictum while doing it. Now that is value... (When do I get to sell? When do I get to sell? Not yet!)
- Does this person want to be of value to me? Not can, want. Does this person have a desire to play by the networking rules? If they do, they'll figure out how to help you with something, sometime. In the unlikely event they don't, they will still figure out how to help someone else. If you build connections with people like that, you will eventually end up with plenty of good business leads.
- Have good, interesting conversations with people. One would be enough. Not too long conversations though, because people have limited time to spend on a single conversation at these events. I got lucky and met several people I wanted to listen to.
- Have dinner with someone well worth listening to after the mingle. I almost made it: I had a cup of coffee with someone very interesting to speak with and listen to. Very enjoyable.
|Alf Fyhrlund is a statistician.|
Before the mingle, we had several disconnected networks, like this:
|This is the network before the mingle. The people in green circles attended the mingle. The people in blue circles did not attend the mingle, but their social connections are affected by it. Note that there are three disconnected network islands.|
During the mingle, the social networks we have begin to connect, but the really interesting stuff happens after the mingle itself. After couple of days, with some follow up work, the network looks like this:
|After the mingle, and a bit of follow-up, we have a new set of connections, and a world of new possibilities.|
Good networkers follow up. I have spent more time following up the mingle than I spent going to the mingle itself. So did Alf, Anna and Martin.
For simplicity's sake I have left out a bunch of stuff. For example, I didn't mention how, when I checked out Alf on the Internet, quite a few recommendations popped up. Same thing with Anna. Plenty of recommendations.
When people who learn to mingle like this, take what they learn, and apply it to their own work, and their own private lives, that is when the really interesting stuff will happen.
There is a follow-up to this article, connecting what happened at the mingle event with things that happened at the Gothenburg Book Fair a week later.
The LESS 2011 conference in Stockholm, October 30th to November 2nd, looks set to be a lot of fun. A highly inspirational and useful kind of fun.
Jurgen Appelo has a talk titled Complexity Thinking? Or Systems
Thinking++ ? Jurgen will talk about similarities and differences between Systems Thinking and Complexity Thinking, and he aims to connect them with Agile software Development, and the real world of business. Jurgen wrote the book Management 3.0: Leading Agile Developers, Developing Agile Leaders, and he is a very popular speaker.
Ola Ellnestam will talk about Real Options. Ola is the CEO of Agical. I met Ola about half a year ago when I made a presentation at an Agical Geek Night. He is going to talk about how to keep options open in a project until the last responsible moment, without crossing the line and turning the project into a game of chicken.
Torbjörn Gyllebring, is one of the most interesting people I have met on Twitter. Sharp, accurate, concise observations about software development and developers. His talk is titled Kanban is not your process (let me tell you why).
Bob Marshall's talk is titled Keep it Light-Hearted. Bob is experienced, courageous, and has boundless energy. He is going to talk about Rightshifting and the Marshall model. I don't know much about what Bob will say, and I hope he doesn't tell me, because I want to hear it for the first time when I listen to his session.
There are plenty of other speakers, and because my sample was 100% biased in favor of social connections and friendship, you can be assured there are many interesting speakers among the ones I did not mention too.
- 1 of 6
AREVA TA, NC, FBFC
Bristol Myers Squibb
CRP Henri Tudor
Haute Ecole Léonard de Vinci-ECAM
JOHNSON & JOHNSON
Public Power Corporation
ROHM & HAAS
SAINT LOUIS SUCRE
TETRA PAK PROCESSING
UNIV. DE TECHNOLOGIE Troyes