Investigation of the alliances with four suppliers shows how ambidexterity between firms may emerge beyond the original contract. This effect is shaped by managers, bottom-up and horizontally-out. Two alliances were exploitative (outsourcing) and two explorative (designing new products). One of each emerged into an ambidextrous alliance, whilst the other two were constrained by top management.
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We have some mid-tier consultants in at the moment who are "focussing on culture." Since we don't separate culture from delivering value to customers, I asked what that meant in practice. Apparently: "A generic scheme of manoeuvre could involve a diagnostic that looks at things like empowerment, psychological safety, collaboration, purpose, customer centricity… then based […]
The Shu Ha Ri Agile learning metaphor Agile learning is crucial to agile transformation. And, nobody tells the Shu Ha Ri learning metaphor better than Alistair Cockburn as I discovered listening to his Sushi-slicing version whilst in France last year. As I was in France, I was inspired to write a Chef version of Shu […]
Construction runs to a well-established plan Simon is a project manager who is having some building work done at home - an extension with a new kitchen. We were discussing Agile project management and specifically Estimation Cards. He pointed-out that his "development team" consisted of builders, electricians, plumbers and kitchen fitters, who all worked to […]
