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• 25+ years of agile thinking – OO has Agile flavours• B.Sc. Computer Science, M.A. Public Administration• Author of 30+ courses on Agile, Project Management, ITIL• Top download on Forbes.com 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 www.ProjectManagement.com (PMI) and at
BrightTalk.com (https://www.brighttalk.com/mybrighttalk/channel/13643/home)• Reached #1 Agile Practices Influencer status on www.ProjectManagement.com
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?"
http://konfrazzzled.com/ways-to-improve-your-balance-and-stability/“an opportunity to do something that will only last for a short time and needs to be taken advantage of quickly”
Collins On-line Dictionary
You need to be able to balance your strategic choices about what you should do with how much you should do
• Questions to ask?: How will this affect compensation and benefits? How will this affect “managers”? How will it affect how you do procurement? How will it affect your partners? Do your people need to learn new skills? Do you need to change your processes? Will it affect any internal policies? Will it affect your organizational structure?
Problem or mess?• Switch out a bunch of old systems with a new single
system of record that must use Service Oriented Architecture to interoperate with your partners
• Questions to ask?: Will you still operate the same way? Do your people need to learn new skills? Do you need to change your processes? Does it affect any internal policies? Does it affect your organizational structure? Does it affect your facilities?
• We can’t know everything up front• The result we get can and will be
affected by how we approach the messes
• We need to use empiricism to determine how to react to what we discover along the way – i.e. we need to let the facts guide needed refinements to both our understanding of what the messes actually are as well as our actions towards solving them
Fixed MindsetApproach to managing
uncertainty
Reducing uncertainty by “pretending to know everything up front”Looking to cast in stone and confirmthings before starting
Growth MindsetApproach to managing
uncertainty
Reducing uncertainty by experimenting and trying Looking to inspect and adapt to what weuncover as we go about solving a Problem – concept of “emergence”
A strategy whose goals and objectives are continually refined throughout the execution phase through the emergent understanding of Networked Teams based on their observations, on measurement, and on customer feedback
• Adaptive strategy helps us have a vision of the whole while refining our shared understanding of both the parts and the whole while executing Strategic Change
• The strategic goals themselves are also continuously refined both during and after each Strategic Change
• Organizations are a mix of capabilities that coalesce around their mission and vision, guided by their values and principles, to meet the needs of their clients/customers
Adaptive Strategy Framework• A tour guide for strategic excellence in creating
value based on iterative and incremental execution of Strategic Change to realize an organization’s vision and strategies to meet client/customer needs
• Encourages emergent thinking across Networked Teams and enables strategic adaptability through continuous refinement of an organization’s capabilities