6 Leadership Paradoxes for the Post-Pandemic Era
Graphical representation based on Linwand, Mani and Sheppard’s 6 Leadership Paradoxes for the PostNormal
Case #14 (Part 1): Perspectives on Technology, Post-Covid
CASE #14 (Part 1): LinkedIn’s Dan Roth asks speakers on where technology will be… and the world? INSIGHTS+OUTLOOKThe digital buzz may distract us from noticing a marked divide between HAVE DIGITIZED’s and HAVE NOTS. Yet as we connect “everything and everyone”, the problem is quickly global. The concern is not merely an untapped market potential:…
What Matters: an epilogue (Part 8 of 8)
Previously published in LinkedIn 2019SEP06 Part 8/8 – Transformation Flows, Flaws, and Fails In retrospect: Visiting Yosef, my Yoda Akko, a year earlier before the Chicago dinner with Rex and Bledge I find Yosef at his shop intent over a length of wood. Today I am in Akko for a few days on the Mediterranean,…
Culture is a Force to Harness (Part 7 of 8)
Previously published in LinkedIn 2019SEP06 Part 7/8 of – Transformation Flows, Flaws, and Fails ‘Transformation’ is static, towards an end point; ‘Transforming’ is about streaming, aptly. Culture is how we communicate and work as a community. – Or how we don’t. WWWWWG – We work with what we’ve got: It’s all we got A culture…
Reconciling Agile Flows With Portfolio Gates (Part 6 of 8)
Previously published in LinkedIn 2019SEP06 Part 6/8 of – Transformation Flows, Flaws, and Fails Agile is fast-build, fast-fail, fast learn – spiraling out, then back, but inherently divergent. An enterprise-wide tool is needed to coordinate the many separate teams; and align to portfolio product gates, converging into scheduled deliveries. Identify primary mesh points: Example: define the Scrum…
Structures Are Not Flows (Part 5 of 8)
Previously published in LinkedIn 2019SEP06 Part 5/8 of Transformation Flows, Flaws, and Fails It’s not just semantics, it’s a mindset: Transformation seeks an endpoint; Transforming is a stream. One is a sprint; the other is crosscountry. – Breathe; pace; see. Your anxiety is real, personal, and for a reason: yes, the exec’s decision-making authority shifts…
The Startling Shifts in a Digitized Generation (Part 4 of 8)
Previously published in LinkedIn 2019SEP06 Part 4/8 of – Transformation Flows, Flaws, and Fails How to understand a Digitized Generation’s impact. Not grasping these DeeGees’ mindframe – is how “innovators” end up creating mere extensions. Defining the mission both clarifies and delimits. Example: “interface innovation” mostly ends up with “form factor” exercises. It’s how only…
Asynchronicity: A Fundamental Divide (Part 3 of 8)
Previously published in LinkedIn 2019SEP06 Part 3/8 of Transformation Flows, Flaws, and Fails How the physicality of my experiences frames my mind, and limits my grasp of an asynchronous, digitized world. How to understand a situation beyond the “containers“: assumptions, expectations, intentionality. The common and everyday: it’s cultural, a way of seeing -or not seeing….
“But People Are Constructs!” (Part 2 of 8)
Originally published in LinkedIn 2019AUG13 Part 2/8 of – Transformation Flows, Flaws, and Fail “Culture Change” is a tough sell: each word by itself is complex, opaque, and loaded. Your audience thinks everyone else is the problem, and he’s teed off that you think he’s the problem. Go on, say it: Organizational and management theories…
Digitization is Culture (Part 1 of 8)
Transformation is Design-Thinking at a Whole-Company scale