In the 16th century, Copernicus shifted our world by postulating that Earth revolved around the Sun. Prior to the publication of this model in On the Revolutions of the Celestial Spheres in 1543, EVERYONE understood that the Sun revolved around the Earth. It was just the way it worked. More than astronomy was impacted by his scientific work—we began to revisit many things in our culture when this shift occurred.
I believe something similar is happening in organizations today as we are moving to Management 2.0. For background, read Inventing Management 2.0 and watch Reinventing the Technology of Human Accomplishment.
Management 2.0 is customer-centric and employee-centric. According to noted business thinker Gary Hamel, Management 2.0 challenges, “…the fundamental conventions of Management 1.0—the notion that authority trickles down, that tasks are assigned, that strategy gets created at the top, that control must be imposed and so on.” It addresses the question: How do we satisfy customer needs with service-oriented employees within a sustainable business model that provides returns to shareholders?
It’s a shift—a really big shift.
Steve Denning does an excellent job of outlining this (and hitting home with IT professionals) in Why Do Managers Hate Agile? He offers this definition, “For those managers who don’t know what the Agile is (itself a part of the problem), the horizontal world of Agile involves self-organizing teams that work in an iterative fashion and deliver continuous additional value directly to customers.”
Part two, More On Why Managers Hate Agile, also hits home (hard), given some of the current projects I’m involved in. On one hand, traditional organizations are built for predictability. Initiating “agile projects” flies in the face of this predictability, requiring a focus on the customer and allowing the team to innovate with the product owner representing the customer.
Am I part of the problem? Part of the solution? Or a mix of both? Life is all a transition…I’m feeling this one.
I like Indian food, and now I have scientific evidence to explain why. Scientists have figured out what makes Indian food so delicious. You have to look at consumer price sensitivity to understand Why delicious Indian food is surprisingly unpopular in the U.S.
I have been hearing that data scientists are in high demand. This past week at the Fusion CEO-CIO Symposium, the cry reached a crescendo. Really smart people with amazing backgrounds bring tremendous value by mining mind-boggling volumes of data to provide predictive analytics.
- On the Case at Mount Sinai, It’s Dr. Data (adapted from a soon-to-be released book) chronicles the work of an expert in the field and an amazing personal interest story at the same time.
- There is no shortage of data being generated across all business sectors. Just imagine what can be discovered from Disney’s $1 Billion Bet on a Magical Wristband.
Whether in architecture, product design, software design, or more generally, business. I firmly believe less but better is an effective strategy. Dieter Rams, the designer behind many of Braun’s most iconic product designs (among many things), outlines a handy 10 Principles of “Good Design”.
At a later date, I’ll do a more complete review of Greg McKeowen’s book Essentialism: The Disciplined Pursuit of Less, but for now, this article does a pretty good job of succinctly getting to the point.