Develops the concept that executives in fast-moving environments overcorrect the inevitable drift to efficiency and bureaucracy (structure and constraints). They increase flexibility using: heuristics; deliberate simplification (following periods of enhancement); injecting flexibility (temporary projects, alliances, prototypes).
Explores nuances of operating in dynamic environments, that firms may operate in multiple environments (of varying volatility), and each dynamic situation has unique combinations of ambiguity and unpredictability. Suggests that rather than balancing efficiency and flexibility (per ambidexterity theory), executives use their experience and single mechanisms of higher-order cognition: abstractions (heuristics); cognitive variety (new thinking); interruptions (reflective learning).
Error: Contact form not found.
One of my favourite books on organisational change is ‘Who Moved my Cheese?’ It’s short, and mice looking for cheese to eat is an appealing analogy. It’s a model for managers because it covers four theoretical outcomes of change. Those outcomes are: what happens if I (or we) do, or don’t make this change, what […]
The work of the agile business analyst is never done is one of the conclusions reached in my first agile article for online journal InfoQ User Stories Are Placeholders for Requirements. At 3500 words plus five key take-away points, and with editorial and peer-review by the wonderful agile writer and educator Ben Linders, this was […]
I gave this talk Starting Lean - Running an Agile Enterprise to a group of founders of mostly small businesses. You can view and download the slides from the link. The talk is based on Ash Maurya's book, called Running Lean, a firm favourite because it's so practical. Think of this as Lean Startup applied […]
