Top 2 reads of the year

1. Wardley Maps About situational awareness and strategic planning. This includes, why maps matter, how to map, some common economic patterns useful for prediction, common forms of doctrine and the concept of context specific gameplay. Video: https://vimeo.com/189984496 Slides: http://www.slideshare.net/swardley/an-introduction-to-wardley-maps 2. Boiling frogs GCHQ’s internal Boiling Frogs research paper on software development and organisational change in the face of […]

Question on errors and randomness?

Is it possible to build an organisation which benefits from uncertainty, errors and randomness? How small should be the teams?  What should be minimum process? What is the level of centralisation/decentralisation? How often achieved agreements must be reviewed? What behaviour is needed? What is the ratio between explicit and self-discipline? What is the level of autonomy? Can growth be […]

Value structure

Forget old company structure – it doesn’t support growth! By the way did you notice that clients, customers or users are never represented in organizational structure? It is like company exists for itself, but not for the clients… Inspired by Niels Pflaeging ideas was writing some posts about what type of change we are introducing in my company. […]

Make it difficult to hire a manager

Here is the article that shows how managers create more work for others, but necessarily contribute to value creation – http://blogs.hbr.org/2014/06/the-true-cost-of-hiring-yet-another-manager/ A large software company we worked with recently eliminated more than 40% of its supervisors, ensuring that the people who actually develop the product aren’t overburdened with managers and other functionaries. Seems to be that idea (mentioned […]