- So there is something I will show you today, which is the science of accelerated change. .
- And I will explain to you... you're going to say, oh, now I understand why I'm having many problems with the frameworks. .
- Many of you are using "SAFe" framework, or using "SCRUM" framework, or using your own approaches now. .
- The problem here is if you do not understand the science behind accelerated change, .
- and you don't understand how it impacts people, then you're going to struggle with this. .
- Now, some of the things that probably happened in the last two years, especially after COVID, .
- is that you start seeing companies more aggressively trying to compete in markets, laying off people, .
- trying to compete, and trying to make more pressure on people. .
- There are a lot of number of disruptions, so maybe things change from one week to another, etc. .
- Now, I have good news for you. We have a solution for these situations. .
- I have another news that we might or might not want to hear, .
- is that if you don't add the science of accelerated change into your existing frameworks, you're going to struggle with this. .
- When I'm talking about existing frameworks, I'm talking about "SAFe" framework, and specifically "SCRUM". .
- SAFE and SCRAM, when you start reading the book, who started reading the book? .
- Did anyone start? Or not yet? .
- Oh, Ronny, you did not. And how did you start reading the book? Not yet? You didn't have time? .
- Unfortunately, I couldn't have tried, but I couldn't download it. .
- Oh, you cannot. For legal reasons, you cannot, but then you can get the one for Kindle. .
- I think it's $3. Unfortunately, we don't have a deal with Amazon, but you can get the Kindle version. .
- Now, remember that if you pass all the tests, when you get the final exam, .
- you become a certified enterprise agility practitioner and enter university cover your exam. .
- Now, acceleration in market change, the game, because most frameworks are, .
- I think this is going to be really interactive. .
- So let me, I will be copying from the book, and I will be doing that live. .
- So I will basically change this conversation. .
- And basically, I am now copying one of the graphics, which is the trivalue matrix. .
- And then I will try to explain some of our partners, one of our partners in Argentina. .
- We were working with him, his name is Walter Schraver. .
- We were working, he worked for a big consultancy company in Argentina. .
- He basically is in charge of dealing with companies all the time. .
- He used this to explain to everyone how the situation changed and how things are at the moment, how things are evolving. .
- And then I will use this now. What I'm doing now, you're not seeing this, .
- but what I'm doing is I'm copying these into the presentations. .
- So I'm creating the presentation at this time. .
- So I will show you something which is the trivalie matrix. .
- Let me see. There you are. I don't know why it's not updated. .
- Let me try to see what's going on here. .
- Oh, yes. Okay, I will show you the trivalie matrix. .
- So you can say what the hell is this? .
- All right, so left-hand side. Let's start with the very basic. .
- This is the top left, top right. Our company is focused on revenue. .
- And these companies, and before I start, you can agree and you can also disagree with this. This is life. .
- So company focused on revenue only. They try to optimize whatever they do. .
- They take a value stream, they take a bunch of people and they try to optimize it. .
- Now, whatever the company does, they try to optimize it. .
- Generally, they talk about resources instead of people. .
- They try to protect their revenue and increase revenue. .
- And they massively try to reduce costs. This is what these companies are. .
- So when market accelerates, these companies are in the worst position ever. .
- Because a company which is a profit-centric, .
- they generally try to focus on reducing the cost all the time. .
- Now, obviously, there is a problem here is when the market accelerates, .
- you need a lot of creativity of how to solve situations. .
- And then most of these companies, they work like a machine. .
- They focus, they have these paradigm of organizations as a machine. .
- So they think that, you see that, oh, we fire this team, we save some money, .
- but they are also destroying this shared knowledge. .
- These companies are in the worst scenario when market accelerates. .
- What does it mean not market accelerates? .
- Well, it means that the number of situations you experience and changes .
- are so much higher than before. .
- And they concretely talk about market disruptions. .
- It can disrupt your market. Your market can be disrupted, .
- and they can disrupt your product. .
- Now, I'm going to talk about the difference between current frameworks .
- and product disruption and business model disruption, .
- which is a completely different idea. .
- So are we okay with the top left? .
- Everyone, I think, is working in a company that is trying to focus on revenue. .
- Now, on the left-hand side, we have the models that are based on agile principles, .
- and this is what we call classic agility. .
- Now, classic agility is coming from 2000. .
- In 2000, there are a couple of things very important to understand. .
- First, market at that time, it was not like now, .
- with artificial intelligence, short work cycles, madness, were completely different. .
- Second, the bunch of guys, and I'm saying guys because they were all males, .
- the bunch of guys were very clever, but they were coming from information technology. .
- So we are missing many parts from neuroscience of change, from psychology, and other areas. .
- And the third thing is that they were just male from two countries or three countries, .
- and the world is really globalized now, .
- and in organizations, we are looking for equity, diversity, and neurodiversity. .
- So in a place where we have equity, diversity, and neurodiversity, ideas flow. .
- Now, classic agility is restricted. .
- Now, we started building at the top of this, we have frameworks like "SAFe" framework or "SCRUM" framework, .
- they have been trying to adapt. .
- Now, even if they adapt and improve, they are based on the same foundations. .
- So they are customer centric, and they try to delight your customers, .
- provide, you know, focus on the customer. .
- Now, you can say, Erich, what's wrong with this? .
- Okay, so this is what we call univalue companies. .
- Univalue companies are based on one type of value. .
- In reality, they have more types of value, .
- but at the end of the day, when they have to make a decision, they focus on one of them. .
- So companies at the top, they focus on, you know, if I need to make money, .
- I don't have any other option, I fire people. .
- Company at the top, at the bottom, if I need to finish a product .
- because I need to bring more value to the customer, .
- and I need to bring my employees the weekends, or many weekends to work, .
- I will bring them. .
- Are we happy with this explanation? .
- And can you hear me well? .
- Give me a thumb. .
- Okay, something that you have here also is, we have this reaction here. .
- Let me see if I can put that. .
- I don't know, it's working. .
- Yes, it is working. .
- So you have the reactions that you can use. .
- All right, so this is the first thing. .
- Now, the problem is, well, there are several issues. .
- First of all, and I want you to remember this, .
- you cannot solve the problem with something which originally created part of the problem. .
- Right? .
- So revenue focus are very good, but create a problem. .
- And some problem that you can see in companies, .
- massively laying off people at the moment. .
- Customer centric, it creates other issues also. .
- When you focus so much on the customer, you don't focus on other areas of the company, .
- and it might create some dysfunctional culture. .
- Obviously, if you don't focus on your customer, your company doesn't work. .
- So the idea is to create a balance. .
- Now, as we move to accelerated market, .
- as the markets are accelerating, I will show you soon how markets accelerated. .
- Then what happened here is that you make people work more, .
- because you need to deliver more to your customer, .
- you put a lot of pressure on people. .
- Second, if you are in the profit at the top, you fire people. .
- Now, companies look great between these two. .
- So you have to have in mind that customer centric companies, .
- when they have a lot of pressure, they tend to move to the top quadrant. .
- See what happened with Google, Netflix, or other companies. .
- The other way, we love our employees, we love our people, .
- and then suddenly from one day to another, they fire 120,000 people. .
- Are we happy with this explanation? .
- Any question about the left? .
- Do you think I'm missing anything here, Greg, if we're going for the right? .
- Just explaining the Univalue company, and this is the trivalue model. .
- Left-hand is a Univalue. .
- At the end of the day, the company focuses on one type, .
- even though there are more values. .
- At the end of the day, when the company has a lot of pressure, .
- they go for one type of value. .
- Now, what we move to, as you can see on the right-hand side, .
- is low uncertainty in the linear market, .
- that you don't have disruption. .
- You might have some disruption, but in this market, .
- when you have a disruption, for you is an exception. .
- Someone released a product which is free now, .
- but then it's not going to happen again. .
- Well, like you, that's not going to happen again. .
- Then, when we are moving into the right-hand side, .
- you cannot solve the problem of what you are seeing now in organizations .
- without changing the financial and value creation model. .
- One of the biggest issues for fallacy here, .
- I hope I said that the right words in English. .
- Sometimes I make the words, .
- is that they can solve something with something that created, .
- they originally created the problem. .
- Customer-centric started using short-work cycles .
- and created an acceleration in the market, .
- and more innovation with design thinking, etc. .
- That created also some other issues. .
- You cannot really solve the problem with the same, .
- if everything you have in your place, .
- and probably it happened to you, is a hammer, .
- you see everything as a nail. .
- Probably it happened to you, .
- try to do something with their, you know, .
- how many knives I broke it, .
- trying to screw, .
- because I didn't have a screwdriver, .
- I tried to screw something, I broke the tip of the knife. .
- So, probably happened to you. .
- Okay, so, first of all, .
- once we understand that market accelerated, .
- you might, .
- yeah, sure, you can share in the WhatsApp group .
- any of the text here. .
- You can also share these ideas if you want in LinkedIn. .
- You can make captures of the screens. .
- So, the screens are free for you to distribute, .
- to elaborate. .
- Also, if you want to write some article, .
- contact us, we might be able to also publish it .
- in our newsletter. .
- So, once we understand that market are behaving different, .
- I'll show you in a few minutes how they behave .
- and the numbers, etc. .
- You need to understand that the value of creation model, .
- how companies create value, .
- and how they don't need to change. .
- Any company in the left-hand side, .
- where they feel a lot of pressure, .
- even if they have customer focus, .
- they move to the top quadrant and start firing people. .
- I will write with the translation of the left. .
- Yes? .
- Do you look very serious today? .
- What do you think, Greg? .
- Everyone looks very serious today. .
- Oh my God. .
- Okay, so let's try to move to the following one. .
- So, on the right-hand side, .
- we have a different model, how we create value. .
- So, it's called Trivalue company. .
- I was working for a long time in this model. .
- On the trivalue company, .
- the idea is easy and you have a lot of science in the book, .
- the psychology behind, the types of agility, .
- and I saw there were a lot of... .
- We were talking about sustainability levels. .
- Okay? Let me copy from... .
- I'm just copying here from the book. .
- I'm creating the slides, .
- where I'm talking to you and I'm also... .
- I'm also reusing some slides I had. .
- So, let me add one more slide here, .
- and then I come back to this slide. .
- Let me copy a graphic now. .
- When I started talking about sustainability levels, .
- I think most of you were really, really interested to know .
- about sustainability levels. .
- And I think one of the important things about sustainability levels, .
- let me show you what the sustainability levels are very, very quickly. .
- I'm not going to go into detail. .
- I'll show you the screenshot, so you know what I'm talking about. .
- The enterprise agility has six different types of sustainability. .
- Enterprise agility is an ecosystem, not a framework. .
- A framework has a very certain part. .
- Enterprise agility has raised all these. .
- Enterprise agility can be connected with any framework, .
- and all the concepts and ideas and models .
- we do have in the book recommendation .
- for people using safe as-cram and others. .
- And the sustainability levels, if you're interested to know more, .
- this is what the other framework is called maturity levels, .
- and you can see where your company is. .
- When you identify which maturity level, .
- sustainability level your company is, .
- then you can start understanding what to do. .
- Now in the book also we talk about the psychology of the company, .
- how safe they are, how flexible they are, .
- which areas to improve, which technologies they have, et cetera. .
- So you know how to move a company from one to another. .
- Okay, so let's go back. .
- Any question about left before I move to right? .
- No? Okay. .
- Okay, so then, as market accelerates, .
- uncertainty is really high. .
- So it changes the way that you need to deal with uncertainty. .
- Sorry, Erich, we're not only seeing the science of accelerated change, .
- we're not seeing sustainability slides, if that's what you're showing. .
- Oh, yes, I went back to the previous one. .
- Are you seeing the Trivalue company again? .
- Yeah? Okay, yeah, I went back to the previous one. .
- It was just something I wanted to show you, to connect with that. .
- Thank you Greg for that. .
- Let me know if I'm not on the right slide. .
- So as markets accelerate, the problem is framework like Scram or Safe, .
- they try to over-focus on the customer and try to deliver more, .
- and try to put something faster in the market, .
- and start creating pressure on people and certain structures. .
- Safe is integrating, and there are other frameworks, .
- but most of the frameworks on the left-hand side is what we call classic agility, .
- or they come from those theories. .
- Now, if you assume that you cannot solve the problem with the same tool, .
- then you need to find other tools. .
- Now, as you move to the right-hand side, we have the Trivalue company. .
- The Trivalue company has three types of value, .
- and the three types of value are equally important, .
- which is customer value, workforce wellbeing value, and company value. .
- I'm not going to go very deep into that, .
- but we also have dimensions in each of these. .
- So we do have kind of OKRs to measure each of these ones, right? .
- And you can find these on Chapter 8. .
- Chapter 8, it has all the OKRs of what you measure. .
- Now, there are two things companies need to know .
- when dealing with the accelerated market. .
- It's present, how I deal if there is a disruption in the market now, .
- and my people are all nervous, they don't know what to do, .
- and someone released a product competing with my product, .
- maybe three is better than mine, and the second is future thinking, .
- how I deal with future disruption, .
- like how I prepare my own essential for the future. .
- This is what is called future thinking. .
- There's a whole massive chapter, it's Chapter 9. .
- OK, and future thinking, if you're using this time thinking, it's an evolution. .
- Now, I would also say, oh, Greg has the book. .
- Now, unfortunately, show the size of the book. .
- I started writing this book at 20 pages, .
- and then I ended up with a massive, massive book. .
- All right, so if you can get it on paper, .
- get it on paper because you can highlight it. .
- We are getting zero profit now from the book, .
- just to, you know, there are many folks we know, .
- they lost their jobs and we try to help them. .
- OK, so after said that, the Trivalue company has OKR, .
- so you can call it OKR, Spot Indicators, .
- and then we have also what we call Futures, right, .
- and Futures is to deal with the future. .
- I'm not going to go that deep into that, .
- but there is a whole, whole path in that way. .
- We might do several workshops if you are for this. .
- Now, as we move to the right, there are two behaviors .
- that companies need to do and need to feel comfortable about it. .
- The first one, when you are on the left-hand side .
- and you use the Scrum of Safe, Scrum of Safe .
- can deal with disruption in products. .
- So someone create a better product, so I put more innovation. .
- But Scrum of Safe, or any others on the left-hand side, .
- cannot deal with business model disruption. .
- So we have two kinds of disruptions. .
- Product disruption and business model disruption. .
- Product disruption is someone did put something better .
- than my product or, you know, I changed the product, .
- I offer something else. .
- Now, what is business model disruption? .
- Business model disruption is I was creating shoes, .
- and then someone started bringing shoes from other countries. .
- It's one-tenth of the price of my shoes and are better quality. .
- So I cannot keep selling shoes. .
- I cannot change the business model. .
- So when you change the business model, .
- Enterprise AGD has 12 principles based on science. .
- I think it's principle 11 or 12. .
- It teaches you how to deal with adjacent markets. .
- So you are producing something in one market. .
- Someone disrupts your market. .
- You need to move to another market. .
- The best way is to move to an adjacent market. .
- that are very similar. .
- There maybe you cannot produce shoes anymore, .
- but you can produce boots or something similar. .
- And you use the same skills, .
- you don't need to fire people. .
- All right, I will talk about this maybe in the future. .
- Now, these are the two behavior you want to see .
- in a company export to exponential change, .
- which is the capability of being able .
- to recreate the business model. .
- So my business model is not working anymore. .
- I need to recreate. .
- So maybe I was selling one piece of software .
- and that piece of software now is free. .
- Everyone offers for free. .
- I cannot keep going in that direction .
- otherwise I will fail, right? .
- Now most of companies on the left hand side, .
- when they are exposed to a situation like this, .
- the first reaction is to fire people. .
- See what Google did when they have chatGPD. .
- They fire thousands of people. .
- Now, I will talk about waves in a few minutes. .
- See how far we are in the, we have half an hour more. .
- So remember to move. .
- I will stand up just later to move my body. .
- I need to just oxygenate myself. .
- So feel free to do the same. .
- So in companies where the business model is disrupted, .
- if they are on the left hand side, .
- they generally fire people, okay? .
- On the reduced cost or like a company I work for, .
- we could not print more than X pages per month .
- because you know, this kind of city situation, .
- they wanted to save in paper. .
- So this is, these kind of strength things .
- that start happening in companies. .
- Now, behavior, two behavior we need in companies .
- exposed to accelerated change is .
- being able to recreate the business model. .
- This is not the same as disrupting your product. .
- So safe and scrum can deal with product disruption, .
- but they cannot deal with business model disruption. .
- So, what it means is strategically adapt to the new reality. .
- And the strategically means also adapt in a sustainable way. .
- And again, in here we need to look after your workforce, .
- your company and your customer. .
- And the second thing is try to disrupt the whole market. .
- Try to create things that disrupt the market. .
- These are two behaviors that are needed in, .
- when we're talking about exponential market .
- and you cannot get it, okay? .
- I'm not gonna go too deep with this, .
- but we do also have an enterprise agility, .
- something called the three universal outcomes .
- of enterprise agility. .
- We also explain how to incorporate this .
- into your frameworks. .
- And it's always innovative, always ready, .
- always responsive and always innovative. .
- This is when we were trying to talk about .
- kind of high level OKRs. .
- There are just three OKRs that apply to any company, .
- no matter what, which kind of company it is, right? .
- And this is what we call the three universal outcomes .
- of enterprise agility. .
- And it helps us align where we are. .
- And there is a whole chapter about the psychology .
- of all these three. .
- These ones are always ready. .
- Okay, great, you say that because you know, .
- I want to hear that for myself. .
- Yes. .
- Go for the, we have three universal values. .
- It's always ready. .
- Outcomes, outcomes, outcomes. .
- Sorry, outcomes. .
- Always ready. .
- Always, it's truly in the morning over here. .
- Always responsive and always innovative. .
- And when we were talking about always ready, .
- it's readiness on people and the company. .
- But we did a lot of research. .
- Human beings are not prepared for exponential changes .
- in the market. .
- So we had to do a lot of research on neuroscience .
- to try, hi, Irina, how are you? .
- I'm in the, I'm just here to say. .
- She's another partner from enterprise agility university. .
- She's in North Macedonia. .
- Hi everyone. .
- Hi folks, .
- Just wanted to disrupt this two folks conversation .
- because it's something that came to my mind .
- when Greg said always ready, always responsive .
- and always innovative. .
- This is what Greg in reality is. .
- He's always ready, even in 2 a.m. for our group. .
- And always responsive and always innovative. .
- It's such a pleasure to work with Greg all the years along. .
- So, so if we're interrupting you guys, I'm still there. .
- No, this is very, very important .
- because it's very important what Ire na is saying. .
- One of the problems the company have .
- is how you make people be always ready. .
- Because it needs, we did a lot of studies .
- and we have a lot of study. .
- You're gonna see in the book, Neuroscience, .
- of how you can come and have people who are always ready .
- with low levels of stress. .
- That's the key because when people start feeling stress, .
- the amount of cortisol in the brain increases. .
- And then there is the accelerated change principle number. .
- One would have 12 accelerated change principles .
- in enterprise agility, .
- which allows you to create your own frameworks. .
- And the one is says that when levels of cortisol increase, .
- the person feel stress, .
- they are able to see different perspectives. .
- Now, when people start feeling stress, .
- innovation decreases and business value decreases .
- and people start fighting and protecting themselves. .
- That this is for another, .
- we have so many things we can talk about. .
- Okay, so it always ready. .
- It means the capacity of an organization .
- of people to be able to be ready for whatever it comes. .
- And that requires the science of accelerated change. .
- If you don't understand the science, .
- you cannot have people who are always ready for change. .
- Because being always ready for change, .
- it means have higher lower levels of cortisol .
- and stress all the time. .
- Okay, but let's move on. .
- I don't want to stay here forever. .
- Okay, so, .
- just confirm that you can see now .
- how the artificial intelligence has increased .
- in the last few years. .
- Can you see that? .
- Okay, so on the right hand side is, .
- on the left hand side, .
- we have some of the curves .
- which look like they're growing slowly. .
- And the other ones are growing slightly linear .
- in the beginning. .
- But then when image recognition started, .
- you can see image recognition .
- start being exponential, right? .
- And if you see on the right hand side, .
- reading comprehension and language understanding .
- is double exponential. .
- So imagine that those technologies, .
- the number of disruptions are creating in the markets, .
- in your companies. .
- So you're dealing with something, .
- and then two days after you're dealing with something else .
- and this start accelerating. .
- Any question about this? .
- Anything you wanted to add here? .
- So this generates impact in your company. .
- So the more technology becomes exponential, .
- the more your people are gonna need to change and adapt. .
- But then if you don't understand the science .
- of accelerated change and neuroscience of change, .
- then it's very difficult. .
- And the procedures, structures, et cetera, right? .
- Now, this is where everything started. .
- So this is where this presentation started. .
- Let me see the time. .
- We're gonna finish in 15, 20 minutes. .
- All right, so this is what we call waves. .
- If you work in a scram or safe .
- or any other similar framework, .
- you need, you have a sprint, .
- and then you finish something, .
- you release something in the market, .
- and then you start to get, and that generates waves. .
- If you pay attention to behaviors in companies, .
- there is repetitive, right? .
- So it's like a wave. .
- So you are at the top, .
- people are rushing trying to find requirement .
- of whatever, then there is a development, .
- then there are some problems. .
- But these waves are similar all the time, right? .
- Plus, minus, it generates certain waves. .
- And these waves is like you're a surfer. .
- You can surf the waves. .
- Now, the problem is when you're moving .
- to exponential markets, .
- the waves look like this, .
- like this. .
- Just ignore what is the broad focus and discipline focus. .
- But then, they aren't like that. .
- So the difference between one event .
- and the other one is very, very big, .
- which means that I'm producing something .
- and I could have a disruption here. .
- I have no idea how to solve it. .
- And then I solve it, .
- and then there is a disruption, .
- but now the difference is larger, right? .
- So look at this. .
- Imagine you are in the sea, .
- you are a surfer, .
- you probably can surf this. .
- You cannot surf this, right? .
- Now, in the book, we talk about the brain .
- and two different kind of focus people have .
- when this kind of thing happened. .
- I'm not gonna go deep, .
- but the idea is these waves also produce actions .
- in the company, behaviors, demand for requirement, .
- demand for things. .
- But then the demand between what you need .
- and what you got is very big. .
- In the previous one, you can surf it. .
- Are we okay with this? .
- I'm trying to go very easy with explanation. .
- Is it clear the waves? .
- So an example is you are producing something, .
- you're using Safe for Scrum, .
- and then someone, a client put a product like yours free, .
- and another client put a product which is 10 times better, .
- and is one-tenth of the price of yours. .
- This is the first way. .
- And then you massively make up .
- to try to get something better, .
- and then suddenly happen, .
- but now it's even larger. .
- So it creates these waves. .
- So these waves, you cannot navigate these waves .
- with the current frameworks. .
- And this is what we need, .
- the science of accelerated change and new ideas of models. .
- Now, enterprise agility is not a framework, .
- it's not like Safe. .
- Enterprise agility is a comprehensive, .
- organizational, social and business model .
- that enables your company to adapt, .
- to accelerate the change .
- and exponential market conditions, .
- while prioritizing workforce wellbeing, .
- customer needs and overall company value. .
- So what is the difference between an ecosystem? .
- So enterprise agility is an ecosystem, .
- and a framework. .
- Well, I was talking to Davis now many years ago, .
- and we agree that if we want to solve many of the problems .
- we are having a situation, .
- we're having now, you cannot have some rigid framework, right? .
- You need to have something like a puzzle, .
- where you have a smaller framework .
- than you plug in or plug out, .
- you know, you plug in when you need it. .
- Now, many of these, the framework models we created, .
- you can insert them into your existing reality, .
- even if it is in safe, scrambling or whatever. .
- So I'll give you an example. .
- Imagine a company, .
- and this is something we were discussing in the group, .
- where leaders cannot fail. .
- They don't feel like failing is good, right? .
- Well, we have a lot of research .
- in terms of something called intellectual humility. .
- And we do now know .
- how to increase intellectual humility in leaders. .
- We have a framework called the Lighthouse Model. .
- So what you do is you take this framework .
- and you plug it in, .
- no matter if you are in safe or you're in a scrub. .
- Right? .
- The models and framework can be plugged in any situation. .
- And why is an ecosystem? .
- It's an ecosystem because it impacts everything, right? .
- It completely, and then we are talking about burnout. .
- Who said that? .
- Let me talk about burnout. .
- It was you, Greg? .
- Greg, yes. .
- So we are talking about burnout. .
- And then we are exhausting many of the resources. .
- So everything is interconnected. .
- You cannot solve the problem with the existing models. .
- So enterprise agility have a super holistic. .
- And when you go to chapter eight at nine, .
- and you learn about the spot indicators, .
- you learn about future thinking. .
- And when you go, even chapter six, .
- the 12 accelerated change principle .
- that allow you to create your own framework. .
- Because one of the things we wanted with enterprise agility .
- for consultants to be able to create their own frameworks, .
- customized for the company. .
- How do you know if it's gonna work? .
- Well, what I decided is to create 12 principles. .
- If you follow those principles, .
- or some of those principles, .
- you can create any framework you want for your clients. .
- And it's gonna work fine. .
- All right. .
- Are we clear with explanation so far? .
- Yeah, all right. .
- Yeah, enough of that. .
- Budget, .
- uh, .
- budget, .
- said, .
- no wonder that we are an exhausted society .
- from all these change waves. .
- Yeah, exactly. .
- Exactly. .
- And this is what it produced. .
- Having these waves produce burnout, .
- produce massive layoff. .
- And see what I tell you the pattern. .
- And I knew that the pattern is Google fired .
- 100000 people .
- And then two months after, .
- they needed to rehire people. .
- Right? .
- Why it happens is because markets are shifting. .
- And then you probably need these skills again. .
- But as they move and they panic, .
- they move to the, .
- you remember the trivalue matrix, .
- they move to the top. .
- Right? .
- So most companies, .
- when they fire someone, .
- unless they are in a very bad situation, .
- they could probably need to refire and rehire those people. .
- All right. .
- So let's move on. .
- I have no idea what's coming up. .
- So after we understand that enterprise agility .
- is an ecosystem, .
- I feel so much better. .
- Because I know that it's not gonna .
- just solve software problems. .
- It's not gonna just allow me to sprint better. .
- And it's not gonna just allow me .
- to reduce waste in my company. .
- All right? .
- Or without using names, .
- I won't just mention it in that. .
- So it's an ecosystem. .
- Now, one of the important things .
- I wanted to mention here, .
- and I think I'm missing, .
- I will talk about this, .
- but I do miss something here, .
- and I will mention that before. .
- So some people ask me, .
- what the science of accelerating change? .
- The science of accelerating change in enterprise agility .
- is a whole topic. .
- Okay, this is like, .
- I ended up with an Onion book. .
- In an Onion book, .
- if you go into something, .
- and then you ended up in something else. .
- So the science of accelerating change .
- is what you need in order to help your companies .
- to deal with a new situation, right? .
- Now, the science of accelerating change .
- has three different areas. .
- Neuroscience of change, .
- where you need to understand .
- how the brain reacts to accelerate the change. .
- The brain, that's not reacting the same way .
- to linear change that accelerate the change. .
- The type of structures you need in the company .
- are different, .
- and how you deal with this is different, right? .
- Neuroscience of change, .
- if you don't know, .
- is the study of the brain .
- and how the brain react to external situations. .
- And we do have a lot of neuroscience of change. .
- Now, in my book, .
- I did a massive effort to explain it .
- in a very simple, very, very simple language. .
- And I will talk about why is inter-independency .
- the an inclusive framework .
- and what it means for you, .
- which is something very important. .
- Now, this is the first area. .
- The second area, .
- let me go to the left-hand side at the bottom, .
- is behavioral science. .
- We are really, really advancing behavioral science .
- and the models, right? .
- I think it's very important here .
- because when we are talking about behavioral science, .
- we are making sure that we understand, .
- I don't know why the language change. .
- I'll give me one second. .
- Language change settings. .
- I don't know what language change here. .
- All right, I don't know. .
- So, when we are talking about behavioral science, .
- yes, there are some initiatives .
- like business agility from the Business Agility Institute. .
- We're gonna add in some basic concepts .
- of behavioral science. .
- But compared to enterprise agility, .
- I think that enterprise agility is super advanced .
- with all the models we have for this. .
- Well, other models or frameworks .
- started adding some few concepts .
- we have several years already, .
- more than three years on developing theories .
- on behavioral science. .
- Behavioral science is trying to understand .
- why people do what they do .
- and try to understand how to change behaviors. .
- So basically, if you understand behavioral science, .
- you can, it's more malleable your culture. .
- All right, and we do have a lot. .
- I think we have a day four or five years, .
- we're four or five years ahead .
- of the other people in the markets. .
- And we also provide some recommendation .
- for adding these into other frameworks. .
- And then the other one, .
- so does anyone want to ask any question about this? .
- No, okay, so let's go. .
- And the other one is what we call strategic mobility. .
- This is a new term, strategic mobility .
- is a very important part of enterprise agility. .
- Yes, Greg. .
- And this got a question. .
- I'm so sorry, I thought that you have reached this side .
- of strategic mobility. .
- So that's why I rose my hand. .
- So please go ahead, sorry. .
- No, no, no, I'm going for that. .
- I'm going for that. .
- So if you see, we need three different areas .
- to create any framework or model. .
- We need to understand how the brain reacts. .
- You need to understand the psychology of behaviors. .
- And we need to understand how individuals act .
- in a social aspect too, right? .
- So social psychology, neuroscience. .
- So when you change your strategy, .
- imagine your business model was disrupted, .
- not even your products, your product, you can solve it. .
- Your business model, people don't know .
- if they're gonna be working next month .
- because you know, suddenly you cannot sell anything. .
- At this point, as a leader, .
- you need to do something crucial. .
- And we do have a name in enterprise agility, .
- which is quick, quick realignment. .
- You need to realign people with a new strategy very quickly. .
- When you realign people, .
- you need to understand that people need to be safe .
- because if people, you are running people, .
- they say, we are going in that direction. .
- And you see there is a cliff there. .
- And then he's not a good idea. .
- So realigning people with a new strategy is crucial. .
- Now realigning people or your company .
- with a new strategy in the past, .
- it took months to realign the whole company. .
- Now one of the problems we have with exponential change .
- is that you have several weeks or months, .
- maybe in two months, you need to realign the whole company. .
- So the question is how do I do realign the whole company .
- and people, obviously people with low levels of stress? .
- Right? .
- Now, strategic mobility is a new concept .
- which is part of social science .
- and the other part of my theories in accelerated change .
- is how I do realign people to a new situation .
- with low levels of stress .
- and people start loving what they do. .
- So it's walking in what direction, this direction, .
- you know, imagine you're walking and it's dark, .
- you don't know what's happening there. .
- And then suddenly it says, .
- no, walk with me in this other direction. .
- Strategic mobility has a lot to do .
- with the new theory of leadership we have, .
- which is called, we have a framework called M, .
- leadership framework. .
- We have this framework for a few years, .
- already M is from mobility. .
- If you cannot remobilize people or mobilize people .
- in a company exposed to exponential change, .
- even if you have the best frameworks, you're dead. .
- Okay? .
- I will clear with this with mobility. .
- So mobility, how to realign people and walk as a leader, .
- tell people to move in a different direction .
- and realign them. .
- Yeah, Andy, go ahead. .
- Yeah, sorry to interrupt you again. .
- No, you don't say sorry, come on. .
- Could you please just underline a couple of sentences .
- between behavioral science and the strategic mobility? .
- It looks like a bit combined to each other. .
- Yeah, they are combined. .
- They are combined. .
- But then when we're talking about behavioral science, .
- we see that many times you can use behavioral science .
- from a group perspective .
- or from an individual perspective, .
- but strategic mobility starts from the social perspective. .
- Now, all these three are interconnected. .
- Okay. .
- But we do have different practices. .
- For example, if you want to realign people, .
- we have certain frameworks and models. .
- If you want to change behaviors, we have others. .
- But at the end of the day, as a consultant, .
- you're gonna use the three of them. .
- But trying to understand the three concepts is important. .
- Even if I have good behaviors in my company, .
- even if I know how to allow people .
- to have low levels of stress, .
- if I don't understand how to realign people, .
- it's not gonna work. .
- So the three of them are interconnected, .
- but the focus is different. .
- So when you're talking about social mobility, .
- it's more about the social part. .
- How about take people in a different direction? .
- In there, we have something from the M leadership framework. .
- It's called a mobilizing purpose. .
- A mobilizing purpose is a different type of purpose. .
- You create it in a different way, .
- which has different activation in the brain .
- and social structures, et cetera. .
- You create it's naive purpose, .
- but this purpose is gonna allow people to move .
- because you can change behaviors, .
- but it doesn't mean people are gonna cohesively .
- work in a different direction, right? .
- So for example, I can be running a marathon .
- and keep improving my marathon and change my habits. .
- This is behavioral science. .
- But maybe it doesn't mean I want to work .
- with other people together .
- and run together in a different direction. .
- Is that a little bit more clear, Hamdi? .
- Yes, thank you so much. .
- I don't know, I'm trying to find out. .
- Lots of sentences are very clear and made my mind clear. .
- Thank you so much. .
- And this is the part. .
- Now we have nine more minutes .
- I want to cover a few more things. .
- So this is very important .
- because most of the frameworks and models .
- are just on the initial first stage, .
- which is behavioral science. .
- You can see that you can see other institutes .
- or other people talking about business agility .
- or scram, talking about behavioral science. .
- They started the journey. .
- I believe that we have been doing .
- I've been doing like four years of research on this. .
- So I think they are four years ahead of the market .
- and you cannot solve the market now .
- with behavioral science only, right? .
- All right, so let me try to see. .
- Oh, yes. .
- Okay, so there is something very important. .
- And this is the last thing I will cover. .
- And it's two things. .
- I'm just copying now from the book. .
- So give me just one second. .
- Greg, do you want to add anything else .
- when I copy the last slide, .
- which is where I show you something .
- that is gonna make sense of everything we did today? .
- Greg, you want to, or I arena, .
- you want to add something here or anyone else? .
- I think the behavioral science ones important .
- because as we change, .
- it's the behaviors that need to adapt. .
- And most companies are not doing much with behaviors. .
- It's all about shifting frameworks. .
- It's changing structure. .
- But it's not about the actual behaviors changing. .
- So I think that's really important area. .
- And one of the models that we have .
- is called the boys model, "BOIS". .
- And we actually take objectives .
- and link them to behaviors .
- so that objectives are going to stick. .
- It's not just gonna be a one-off type process. .
- I think that's quite an important area. .
- Let me stop you there for a second, Greg. .
- So something we did see doesn't work very well .
- is the OKRs. .
- So when objectives are changing all the time, .
- it doesn't work well. .
- So we created something called the behavioral objectives model .
- in enterprise agility. .
- Behavioral objective model is a model .
- which can allow you to use objectives .
- in highly changing environment. .
- We do have also a training called behavioral objective model. .
- Boom, it's called boom, "BOM". .
- B-O-M is the future of OKRs .
- because OKR cannot deal with. .
- And Ismail and Sirai Mahal also did the training there. .
- So you can raise your hands so people know you. .
- Behavioral objective model is part of this ecosystem. .
- Now, let me go for the last part. .
- This is where I start connecting everything. .
- All right, so the first problem we have, .
- and then you're gonna probably acknowledge this, .
- is that for the last few years, .
- when you have a scientist talking about organizations, .
- it was very confusing with papers .
- and language we did not understand. .
- We have a leader, they talk a different language, .
- we have a change consultant, .
- we talk a different language, right? .
- Now, it was very difficult for them to understand and connect. .
- And this is one of the issues we do have at the moment. .
- How I make sure that I connect very well these three people. .
- So enterprise agility did something great, .
- which is what we called, oh my God, I forgot now, .
- an inclusive framework. .
- What is an inclusive framework? .
- OK, so what we did with enterprise agility .
- was very, very difficult piece. .
- And we kind of have definitions, .
- and all the definitions can be understood, .
- and we have keywords, and can be understood by a scientist, .
- by a leader, and by a change consultant, or anyone else. .
- Now, what we do with that, .
- if we use some science from language, .
- that I also started in doing exponential change. .
- So then now, when a scientist talk to a leader, .
- and a leader talk to a change consultant, .
- the three of them, or any other one, .
- they can understand each other, they can sync up, right? .
- So one of the things we need to understand .
- is if people speak different languages, .
- you know, if a neuroscientist comes and says, .
- OK, let's try to increase neuroplasticity in people, .
- because, you know, you start talking about neurons, .
- and all these kind of things, maybe a leader, .
- he could say, well, this is like an extraterrestrial guy .
- coming from, you know, some secret base in America. .
- So now what we did with enterprise agility, .
- this is crucial, we created a lingua franca. .
- OK, so now, all the three people, scientists, .
- leaders, change consultant, HR, .
- everyone can speak the same language. .
- It was very difficult while we achieved it. .
- And we put definitions in a way .
- that everyone can understand it, right? .
- Obviously then, the leader can evolve it more into strategy, .
- the scientist, it takes these ideas into do more research, .
- and the change consultant .
- need to implement changes in the company. .
- So in here, enterprise agility is the first, .
- I believe, is the first inclusive framework in the world, .
- which tried to have a common language .
- for these three completely different groups, .
- which are leaders, change professionals, .
- and scientists, obviously, and anyone else, right? .
- And then when they talk between them, .
- everyone can understand each other, right? .
- This is, from my perspective, the first change. .
- And while we need that, we need that, .
- we're gonna be finishing guys in four minutes. .
- I'm sorry for the delay. .
- While we did that, because we believe .
- that when everything is changing, .
- we need to sync up as many heads as we can. .
- And we cannot have silos, .
- where because scientists have a great idea, .
- but does not know how to communicate it to a leader, .
- or a change consultant has an idea, .
- but have no idea how to talk to a leader, .
- talking about the strategy and other things, .
- so it's not gonna work, right? .
- So enterprise agility is an inclusive framework, .
- I do believe is the first inclusive framework in the world. .
- Now, we do have three areas in enterprise agility, .
- which are the science of accelerated change, .
- the second area is component to build .
- or strengthen people or organizations. .
- Imagine that you're a change consultant .
- and you want to build a framework. .
- So you have in all that part, .
- you do have all the bases you need to follow, .
- to step to create your frameworks. .
- And then we have frameworks already we created .
- for you to sense the market, et cetera. .
- And then we have the enterprise utility dynamics, .
- which is a very high level of the aspects .
- of enterprise agility, aspects are domains. .
- We have four domain leadership strategy .
- change individuals, and this is a very high level, all right? .
- And this is everything I have for you today. .
- I hope at least it opens a little bit, .
- but before, I think it's very, very important .
- to understand that we're trying to create .
- this community to help you. .
- So we're gonna be building the next couple of weekends .
- with different talks. .
- We have a lot of competent people helping. .
- And the idea is that we can take one of these topics, .
- develop it. .
- Something that I wanted to also to show you today, .
- before we leave, let me stop sharing, .
- is that I know some of you already used it. .
- We do also have HANA. .
- So HANA is our artificial intelligence. .
- So HANA was trained with all these models. .
- And HANA can do very, very complex things. .
- For example, HANA is always trying to see .
- if there are options not to fire people in the company .
- and get the drought comes or to solve problems. .
- So how you access HANNA, HANNA is fully trained. .
- Let me show you here, HANNA. .
- HANNA is there. .
- So you start a new conversation with HANNA .
- and then you can write something. .
- Hi, HANNA, for example, HANNA. .
- I do have a team where two members don't want to change. .
- I'm making it up, right? .
- And there is no clear leadership. .
- What should I do? .
- And then you can start with something very generic like this. .
- And then you can also ask which frameworks .
- from enterprise activity you can use .
- and it's gonna connect it. .
- She's very nice. .
- She has a very nice personality .
- and it has a massive, massive, massive dataset. .
- She's able to deal with very complex situations. .
- Okay, look at this. .
- So it seems that you're facing a challenge with 2T, .
- blah, blah, blah. .
- It's important to approach with focus .
- on building a healthy team dynamic, et cetera. .
- So behind this is running all our models .
- to create this answer. .
- Facility of recommendation, clarify the vision, .
- foster blah, blah, blah, provide support, .
- find leadership catalysts. .
- And then start recommending some of the models. .
- They change journey pyramid, .
- which is the favorite breaks model. .
- We're gonna be talking about that. .
- It's a powerful framework for companies to build up change. .
- So please feel free. .
- We are supporting people around the world to use HANA. .
- HANNA can take very, very complex situations .
- and provide new ideas, all right? .
- Now, before you leave, if at any point, .
- I try to create, separate the community .
- from the enterprise activity university, .
- but at the same time, I try to also support our trainers. .
- So great is starting a training .
- on the enterprise activity next month. .
- If you want to know more, you talk to Greg, right? .
- And then just talk to him. .
- He could be able to help. .
- And Irina is around there. .
- She's starting after that. .
- So depending, you know, which location, .
- maybe if you're America or Asia, you go with Greg, .
- or if you're in Europe, you can talk to Irina, right? .
- And then we also provide this in Spanish with Walter. .
- Walter is not here today. .
- So these folks are also supporting the community. .
- And we do also have a room where you can meet anyone. .
- If in the chat room, you need some help, .
- you can just go and meet someone there, right? .
- This 24-7 open room, you can say, .
- hey, can you go to this room .
- and explain to me this concept? .
- You can go there, right? .
- So that's the idea. .
- Do you want to share anything before we... .
- I appreciate you. .
- You are with me today, .
- I'm with Greg and other people, .
- you know, the hesitation, and you want to share anything .
- before we go, we have two minutes before we go. .
- Our first session. .
- Hi, my question is, you know, these days we are .
- under the bombardment of artificial intelligence chat box. .
- So if my question is, if I ask any question to Hannah, .
- is she going to answer from your book .
- or collecting some other extra information .
- from other resources? .
- Okay, so this is how we did this. .
- We trained Hannah to follow .
- all the enterprise agility principles. .
- We provide Hannah with all the enterprise agility models. .
- And we also added some additional information .
- like other frameworks, like, you know, .
- save or come back compared to enterprise agility. .
- And we connected it with the science we had. .
- So the answer is, Hannah will always try .
- to use the sustainability models for your answer. .
- All right, so that makes it... .
- We love Hannah. .
- Yeah, yeah, we love Hanna. .
- And what Erich's also done is add some other capabilities .
- in there, like he's added some, you know, .
- RESUME and curriculum CVs. .
- You can ask her to help you create your CV .
- and things like that as well. .
- He's given us some basics on how to create CVs .
- and things like that as well. .
- So there's a lot of... .
- Yeah, it's a very, very, very large, .
- very, very large data set. .
- It took almost a year and it was a secret project .
- as I didn't know if it would work. .
- And then in here for members of the community, .
- we also have a lot of resources. .
- We have a hundred and something videos. .
- So at the EAWC, I Enterprise Agility University community. .
- Also the ambassadors, prepare workbooks. .
- They have videos. .
- The videos are in different languages. .
- Like at least we also have Turkish and other languages. .
- You know, the videos are at least subtitles. .
- And if you go to the very bottom from here, .
- you have also enormous database of videos .
- and you can search by someone, for example, .
- now saying resistance to change. .
- And then it's gonna find here everyone .
- who said resistance to change at some point, right? .
- And all of these are available for free. .
- Now, something I will ask you is .
- if you have people or other consultant, .
- I know you folks are great. .
- If you have friends, colleagues .
- that you wanted to add in the group, .
- please add them because we are trying to build .
- the community with great people like you. .
- So if you have colleagues, talk to them, .
- add them in the group, .
- and they're gonna be very useful to keep this community. .