The Adpative Strategy Framework

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Adaptive Strategy Framework

The Adaptive Strategy Framework

Global Launch EventMay 25, 2016We help leaders share intent, for their people to solve holistic messes, while networked teams proceed through uncertainty

BSS Nexus Global 2016

The Adaptive Strategy Framework and associated material is copyright BSSNexus Global Inc will be given away free!

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About Me


White papers:Implications of Agile Thinking on

Lead AuthorAuthor25+ years of agile thinking OO has Agile flavoursB.Sc. Computer Science, M.A. Public AdministrationAuthor of 30+ courses on Agile, Project Management, ITILTop download on for ITIL/PM whitepaper (2007)Lead author on book endorsed by a co-author of the Agile Manifesto (Dr. Alistair Cockburn)25+ industry certifications (Agile, Project Management, ITIL, ISO)The Agility Series author/blogger and webinar host at (PMI) and at ( #1 Agile Practices Influencer status on

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Learning Agility

Nan-in, a Japanese master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen.

Nan-in served tea. He poured his visitor's cup full, and then kept on pouring. The professor watched the overflow until he no longer could restrain himself.

"It is overfull. No more will go in!

"Like this cup," Nan-in said, "you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"

Experience can be an encumbrance to learning

BSS Nexus Global 2016Slide 3:A few years ago I used to teach the entire ITIL V3 suite of courses and one of the things I observed was that many people in IT operations did not like change which seems counterintuitive. I later realized that their resistance was based on the fact that their primary interest revolves around maintaining stable and secure IT operations. I only bring this up, as for many, what it meant in the classroom was that they were not open to new ideas or new ways of looking at things and would constantly bring up the thats not how we do things around here. As a result, they had a hard time with the exams. Their prior experience had unfortunately become an encumbrance to learning new things - CLICKOn the other hand, when I ran across relatively inexperienced people, I noticed the complete opposite. They did not have the reference point of experience to cloud their viewpoints or willingness to learn. This group tended to do very well on exams in fact they consistently outscored the experienced IT people. As PMPs many of us cut our teeth on traditionally managed projects which mean we mostly used a waterfall-type approach. Agile is the complete antithesis of this approach. To not recognize that basic reality means that like Nan-ins visitor and the folks in IT Operations, our mind will be closed to fully understanding agile thinking as well as Agile frameworks, practices, and techniques. So for those who have extensive work experience using waterfall, it is very true in my experience as Yoda says, that you must unlearn what you have learned about managing projects using a waterfall approach to be able to lead projects that follow an agile approach they are that fundamentally different. 4

Why do organizations exist?Value creation!If you create value then

Customers/Clients Moneyetc. will follow!

BSS Nexus Global 2016Why do we need adaptive strategies?

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BSS Nexus Global 2016,31813,2048601,00.htmlThe Singularity is Near The year man becomes immortal

1977Commodore PETPersonal Electronic Translator$795

2014Samsung Gear S$349 1974 Started University

1958BornChange is exponential

BSS Nexus Global 2016Ray Kurzweil The SigularityWithin a quarter century, non-biological intelligence will match the range and subtlety of human intelligence. It will then soar past it because of the continuing acceleration of information-based technologies, as well as the ability of machines to instantly share their knowledge. Intelligent nano-robots will be deeply integrated in our bodies, our brains, and our environment, overcoming pollution and poverty, providing vastly extended longevity, full-immersion virtual reality incorporating all of the senses (like The Matrix), experience beaming (like Being John Malkovich), and vastly enhanced human intelligence. The result will be an intimate merger between the technology-creating species and the technological evolutionary process it spawned.

Non-biological intelligence will have access to its own design and will be able to improve itself in an increasingly rapid redesign cycle. Well get to a point where technical progress will be so fast that unenhanced human intelligence will be unable to follow it. That will mark the Singularity.

I set the date for the Singularityrepresenting a profound and disruptive transformation in human capabilityas 2045. The non-biological intelligence created in that year will be one billion times more powerful than all human intelligence today. 8

Overnight updates versus

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VUCAComplexityMultiple key decision factorsVolatilityRate of changeAmbiguityLack of clarity about meaning of an eventUncertaintyUnclear about the present

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No more Discrete Problems

BSS Nexus Global 2016Our traditional management models and therefore the patterns of thinking they entail do not apply to the new problems and pace of change that we face.e.g. Creative disruption breaks all the risk management rules as it no longer works when the number of unknown-unknowns outnumber the rest e.g. It isnt that risk management does not get done, it just doesnt get done in the same way as before. Risk Spikes, Risk Census, Risk-adjusted Burn-down Charts, etc.Its like trying to apply an old set of assembly instructions on a completely redesigned product. A cathode ray tube TV and a SmartTV are both TVs but thats where the similarity endsMany organizations continue to believe that they are dealing with these new problems; but why cant they find solutions through the same tried-and-true problem-solving methods theyve always used? It comes down to the speed of change. Our traditional management models and the patterns of thinking that they entail do not apply to the new problems and pace of change that we all now face. Traditional thinking limits options. One of the tenets of traditional management thinking is that an organization can control change. However, customers and markets are changing at an increasing rate, which means leaders and organizations need to recognize that they have less control than ever, coupled with more change than ever. We have to learn how to tolerate ambiguity in our planning, in our people, in our products and in every other aspect of our organizations.Adherence to formal job descriptions limits agility and promotes dysfunction. Organizations need people to innovate at all levels of the organization. They need individuals to take responsibility for issues they encounter within their sphere of influence and find ways to resolve them quickly. Innovation and problem-solving within an organization requires independent thought and the belief that the organization will back up the best efforts of their people, even (or especially) when they fail. This kind of independent action isnt possible when people are checking job descriptions before acting.


New RealityCollective intelligence is valued over individual knowledge

Hierarchies are intrinsically ineffective for required speed of decision-making

Cant use past to predict future

Our Windows are shrinking

BSS Nexus Global 2016The Information Age has given rise to culture shifts that affect workplaces in which collective intelligence is valued over individual knowledge and hierarchies are ineffective in decision-making. Business issues have shifted from discrete problems to holistic messes that require networked thinking and approaches to resolve.Moore's Law:In 1965, Gordon Moore observed that the number of transistors on a silicon chip doubled every technology generation (12 months at that time, currently 18-24 months). He predicted that this trend would continue for a while. Forty years later, Moore's Law contin