Seminal simulation paper that helps us understand how organizations adapt decision-making according to what they currently know. It simulates adaptation by modelling how knowledge moves into and around an organization, regardless of whether that knowledge is correct or not. March's simulation showed the value of a mix of slow and fast learners in an organization (innovation emerges slowly and as a result of variation).
The problem that organizations must learn to understand and decide upon, is how to allocate scarce resources between two core activities; explorative and exploitative. This decision impacts competitive performance and long-term viability.
Error: Contact form not found.
This is an invitation to meet your organisation's objectives and help develop the Tensions Management approach. I need to test and share it so organisations that are struggling can benefit, level-up, thrive and prosper. Collaborators will apply Tensions Management techniques to solve real issues in their organisations as part of a global action learning research […]
What a priviledge to be the inaugral guest in Giles Lindsay's latest podcast adventure. We had great fun and it was a real blast! "Welcome to The Agile Confessional, a podcast that shares fun confessions from people who’ve spent a large part of their career working in the agile world. Hear the mistakes they made […]
Introduction The future of leadership is Agile There are many different types of leadership styles and not all work well in every situation. The most popular method, the "Command and Control" style which has been dominant for centuries, may be on its way out as research shows that this type of leadership does not foster […]
