The Science of Accelerated Change Webinar Recording
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    • 00:00:00
      So there is something I will show you today, which is the science of accelerated change.
    • 00:00:05
      And I will explain to you... you're going to say, oh, now I understand why I'm having many problems with the frameworks.
    • 00:00:12
      Many of you are using "SAFe" framework, or using "SCRUM" framework, or using your own approaches now.
    • 00:00:17
      The problem here is if you do not understand the science behind accelerated change,
    • 00:00:23
      and you don't understand how it impacts people, then you're going to struggle with this.
    • 00:00:29
      Now, some of the things that probably happened in the last two years, especially after COVID,
    • 00:00:37
      is that you start seeing companies more aggressively trying to compete in markets, laying off people,
    • 00:00:44
      trying to compete, and trying to make more pressure on people.
    • 00:00:47
      There are a lot of number of disruptions, so maybe things change from one week to another, etc.
    • 00:00:53
      Now, I have good news for you. We have a solution for these situations.
    • 00:00:57
      I have another news that we might or might not want to hear,
    • 00:01:02
      is that if you don't add the science of accelerated change into your existing frameworks, you're going to struggle with this.
    • 00:01:09
      When I'm talking about existing frameworks, I'm talking about "SAFe" framework, and specifically "SCRUM".
    • 00:01:13
      SAFE and SCRAM, when you start reading the book, who started reading the book?
    • 00:01:19
      Did anyone start? Or not yet?
    • 00:01:21
      Oh, Ronny, you did not. And how did you start reading the book? Not yet? You didn't have time?
    • 00:01:29
      Unfortunately, I couldn't have tried, but I couldn't download it.
    • 00:01:35
      Oh, you cannot. For legal reasons, you cannot, but then you can get the one for Kindle.
    • 00:01:42
      I think it's $3. Unfortunately, we don't have a deal with Amazon, but you can get the Kindle version.
    • 00:01:48
      Now, remember that if you pass all the tests, when you get the final exam,
    • 00:01:53
      you become a certified enterprise agility practitioner and enter university cover your exam.
    • 00:01:59
      Now, acceleration in market change, the game, because most frameworks are,
    • 00:02:08
      I think this is going to be really interactive.
    • 00:02:11
      So let me, I will be copying from the book, and I will be doing that live.
    • 00:02:18
      So I will basically change this conversation.
    • 00:02:22
      And basically, I am now copying one of the graphics, which is the trivalue matrix.
    • 00:02:28
      And then I will try to explain some of our partners, one of our partners in Argentina.
    • 00:02:34
      We were working with him, his name is Walter Schraver.
    • 00:02:39
      We were working, he worked for a big consultancy company in Argentina.
    • 00:02:47
      He basically is in charge of dealing with companies all the time.
    • 00:02:53
      He used this to explain to everyone how the situation changed and how things are at the moment, how things are evolving.
    • 00:03:04
      And then I will use this now. What I'm doing now, you're not seeing this,
    • 00:03:08
      but what I'm doing is I'm copying these into the presentations.
    • 00:03:13
      So I'm creating the presentation at this time.
    • 00:03:16
      So I will show you something which is the trivalie matrix.
    • 00:03:20
      Let me see. There you are. I don't know why it's not updated.
    • 00:03:24
      Let me try to see what's going on here.
    • 00:03:26
      Oh, yes. Okay, I will show you the trivalie matrix.
    • 00:03:30
      So you can say what the hell is this?
    • 00:03:33
      All right, so left-hand side. Let's start with the very basic.
    • 00:03:39
      This is the top left, top right. Our company is focused on revenue.
    • 00:03:44
      And these companies, and before I start, you can agree and you can also disagree with this. This is life.
    • 00:03:52
      So company focused on revenue only. They try to optimize whatever they do.
    • 00:03:58
      They take a value stream, they take a bunch of people and they try to optimize it.
    • 00:04:02
      Now, whatever the company does, they try to optimize it.
    • 00:04:05
      Generally, they talk about resources instead of people.
    • 00:04:09
      They try to protect their revenue and increase revenue.
    • 00:04:13
      And they massively try to reduce costs. This is what these companies are.
    • 00:04:18
      So when market accelerates, these companies are in the worst position ever.
    • 00:04:23
      Because a company which is a profit-centric,
    • 00:04:27
      they generally try to focus on reducing the cost all the time.
    • 00:04:36
      Now, obviously, there is a problem here is when the market accelerates,
    • 00:04:42
      you need a lot of creativity of how to solve situations.
    • 00:04:46
      And then most of these companies, they work like a machine.
    • 00:04:51
      They focus, they have these paradigm of organizations as a machine.
    • 00:04:55
      So they think that, you see that, oh, we fire this team, we save some money,
    • 00:05:02
      but they are also destroying this shared knowledge.
    • 00:05:05
      These companies are in the worst scenario when market accelerates.
    • 00:05:09
      What does it mean not market accelerates?
    • 00:05:11
      Well, it means that the number of situations you experience and changes
    • 00:05:15
      are so much higher than before.
    • 00:05:18
      And they concretely talk about market disruptions.
    • 00:05:22
      It can disrupt your market. Your market can be disrupted,
    • 00:05:26
      and they can disrupt your product.
    • 00:05:28
      Now, I'm going to talk about the difference between current frameworks
    • 00:05:32
      and product disruption and business model disruption,
    • 00:05:36
      which is a completely different idea.
    • 00:05:39
      So are we okay with the top left?
    • 00:05:42
      Everyone, I think, is working in a company that is trying to focus on revenue.
    • 00:05:50
      Now, on the left-hand side, we have the models that are based on agile principles,
    • 00:05:57
      and this is what we call classic agility.
    • 00:06:01
      Now, classic agility is coming from 2000.
    • 00:06:04
      In 2000, there are a couple of things very important to understand.
    • 00:06:08
      First, market at that time, it was not like now,
    • 00:06:12
      with artificial intelligence, short work cycles, madness, were completely different.
    • 00:06:17
      Second, the bunch of guys, and I'm saying guys because they were all males,
    • 00:06:23
      the bunch of guys were very clever, but they were coming from information technology.
    • 00:06:29
      So we are missing many parts from neuroscience of change, from psychology, and other areas.
    • 00:06:35
      And the third thing is that they were just male from two countries or three countries,
    • 00:06:39
      and the world is really globalized now,
    • 00:06:42
      and in organizations, we are looking for equity, diversity, and neurodiversity.
    • 00:06:47
      So in a place where we have equity, diversity, and neurodiversity, ideas flow.
    • 00:06:52
      Now, classic agility is restricted.
    • 00:06:56
      Now, we started building at the top of this, we have frameworks like "SAFe" framework or "SCRUM" framework,
    • 00:07:01
      they have been trying to adapt.
    • 00:07:03
      Now, even if they adapt and improve, they are based on the same foundations.
    • 00:07:07
      So they are customer centric, and they try to delight your customers,
    • 00:07:12
      provide, you know, focus on the customer.
    • 00:07:16
      Now, you can say, Erich, what's wrong with this?
    • 00:07:19
      Okay, so this is what we call univalue companies.
    • 00:07:22
      Univalue companies are based on one type of value.
    • 00:07:25
      In reality, they have more types of value,
    • 00:07:28
      but at the end of the day, when they have to make a decision, they focus on one of them.
    • 00:07:34
      So companies at the top, they focus on, you know, if I need to make money,
    • 00:07:38
      I don't have any other option, I fire people.
    • 00:07:40
      Company at the top, at the bottom, if I need to finish a product
    • 00:07:44
      because I need to bring more value to the customer,
    • 00:07:47
      and I need to bring my employees the weekends, or many weekends to work,
    • 00:07:50
      I will bring them.
    • 00:07:51
      Are we happy with this explanation?
    • 00:07:54
      And can you hear me well?
    • 00:07:56
      Give me a thumb.
    • 00:07:58
      Okay, something that you have here also is, we have this reaction here.
    • 00:08:02
      Let me see if I can put that.
    • 00:08:05
      I don't know, it's working.
    • 00:08:06
      Yes, it is working.
    • 00:08:07
      So you have the reactions that you can use.
    • 00:08:09
      All right, so this is the first thing.
    • 00:08:11
      Now, the problem is, well, there are several issues.
    • 00:08:15
      First of all, and I want you to remember this,
    • 00:08:19
      you cannot solve the problem with something which originally created part of the problem.
    • 00:08:25
      Right?
    • 00:08:26
      So revenue focus are very good, but create a problem.
    • 00:08:30
      And some problem that you can see in companies,
    • 00:08:32
      massively laying off people at the moment.
    • 00:08:35
      Customer centric, it creates other issues also.
    • 00:08:40
      When you focus so much on the customer, you don't focus on other areas of the company,
    • 00:08:44
      and it might create some dysfunctional culture.
    • 00:08:47
      Obviously, if you don't focus on your customer, your company doesn't work.
    • 00:08:51
      So the idea is to create a balance.
    • 00:08:54
      Now, as we move to accelerated market,
    • 00:08:57
      as the markets are accelerating, I will show you soon how markets accelerated.
    • 00:09:00
      Then what happened here is that you make people work more,
    • 00:09:06
      because you need to deliver more to your customer,
    • 00:09:09
      you put a lot of pressure on people.
    • 00:09:11
      Second, if you are in the profit at the top, you fire people.
    • 00:09:15
      Now, companies look great between these two.
    • 00:09:17
      So you have to have in mind that customer centric companies,
    • 00:09:21
      when they have a lot of pressure, they tend to move to the top quadrant.
    • 00:09:26
      See what happened with Google, Netflix, or other companies.
    • 00:09:30
      The other way, we love our employees, we love our people,
    • 00:09:33
      and then suddenly from one day to another, they fire 120,000 people.
    • 00:09:37
      Are we happy with this explanation?
    • 00:09:40
      Any question about the left?
    • 00:09:42
      Do you think I'm missing anything here, Greg, if we're going for the right?
    • 00:09:47
      Just explaining the Univalue company, and this is the trivalue model.
    • 00:09:53
      Left-hand is a Univalue.
    • 00:09:57
      At the end of the day, the company focuses on one type,
    • 00:09:59
      even though there are more values.
    • 00:10:02
      At the end of the day, when the company has a lot of pressure,
    • 00:10:04
      they go for one type of value.
    • 00:10:06
      Now, what we move to, as you can see on the right-hand side,
    • 00:10:11
      is low uncertainty in the linear market,
    • 00:10:14
      that you don't have disruption.
    • 00:10:16
      You might have some disruption, but in this market,
    • 00:10:18
      when you have a disruption, for you is an exception.
    • 00:10:20
      Someone released a product which is free now,
    • 00:10:23
      but then it's not going to happen again.
    • 00:10:26
      Well, like you, that's not going to happen again.
    • 00:10:29
      Then, when we are moving into the right-hand side,
    • 00:10:33
      you cannot solve the problem of what you are seeing now in organizations
    • 00:10:38
      without changing the financial and value creation model.
    • 00:10:42
      One of the biggest issues for fallacy here,
    • 00:10:46
      I hope I said that the right words in English.
    • 00:10:48
      Sometimes I make the words,
    • 00:10:51
      is that they can solve something with something that created,
    • 00:10:54
      they originally created the problem.
    • 00:10:56
      Customer-centric started using short-work cycles
    • 00:10:59
      and created an acceleration in the market,
    • 00:11:01
      and more innovation with design thinking, etc.
    • 00:11:04
      That created also some other issues.
    • 00:11:07
      You cannot really solve the problem with the same,
    • 00:11:09
      if everything you have in your place,
    • 00:11:12
      and probably it happened to you, is a hammer,
    • 00:11:14
      you see everything as a nail.
    • 00:11:17
      Probably it happened to you,
    • 00:11:19
      try to do something with their, you know,
    • 00:11:21
      how many knives I broke it,
    • 00:11:23
      trying to screw,
    • 00:11:26
      because I didn't have a screwdriver,
    • 00:11:28
      I tried to screw something, I broke the tip of the knife.
    • 00:11:31
      So, probably happened to you.
    • 00:11:33
      Okay, so, first of all,
    • 00:11:35
      once we understand that market accelerated,
    • 00:11:37
      you might,
    • 00:11:39
      yeah, sure, you can share in the WhatsApp group
    • 00:11:44
      any of the text here.
    • 00:11:46
      You can also share these ideas if you want in LinkedIn.
    • 00:11:49
      You can make captures of the screens.
    • 00:11:52
      So, the screens are free for you to distribute,
    • 00:11:55
      to elaborate.
    • 00:11:57
      Also, if you want to write some article,
    • 00:11:59
      contact us, we might be able to also publish it
    • 00:12:01
      in our newsletter.
    • 00:12:03
      So, once we understand that market are behaving different,
    • 00:12:06
      I'll show you in a few minutes how they behave
    • 00:12:08
      and the numbers, etc.
    • 00:12:10
      You need to understand that the value of creation model,
    • 00:12:12
      how companies create value,
    • 00:12:14
      and how they don't need to change.
    • 00:12:16
      Any company in the left-hand side,
    • 00:12:18
      where they feel a lot of pressure,
    • 00:12:20
      even if they have customer focus,
    • 00:12:22
      they move to the top quadrant and start firing people.
    • 00:12:25
      I will write with the translation of the left.
    • 00:12:28
      Yes?
    • 00:12:30
      Do you look very serious today?
    • 00:12:32
      What do you think, Greg?
    • 00:12:34
      Everyone looks very serious today.
    • 00:12:36
      Oh my God.
    • 00:12:38
      Okay, so let's try to move to the following one.
    • 00:12:43
      So, on the right-hand side,
    • 00:12:45
      we have a different model, how we create value.
    • 00:12:48
      So, it's called Trivalue company.
    • 00:12:51
      I was working for a long time in this model.
    • 00:12:54
      On the trivalue company,
    • 00:12:56
      the idea is easy and you have a lot of science in the book,
    • 00:13:00
      the psychology behind, the types of agility,
    • 00:13:04
      and I saw there were a lot of...
    • 00:13:06
      We were talking about sustainability levels.
    • 00:13:09
      Okay? Let me copy from...
    • 00:13:11
      I'm just copying here from the book.
    • 00:13:13
      I'm creating the slides,
    • 00:13:15
      where I'm talking to you and I'm also...
    • 00:13:19
      I'm also reusing some slides I had.
    • 00:13:22
      So, let me add one more slide here,
    • 00:13:26
      and then I come back to this slide.
    • 00:13:29
      Let me copy a graphic now.
    • 00:13:32
      When I started talking about sustainability levels,
    • 00:13:35
      I think most of you were really, really interested to know
    • 00:13:38
      about sustainability levels.
    • 00:13:40
      And I think one of the important things about sustainability levels,
    • 00:13:43
      let me show you what the sustainability levels are very, very quickly.
    • 00:13:48
      I'm not going to go into detail.
    • 00:13:50
      I'll show you the screenshot, so you know what I'm talking about.
    • 00:13:53
      The enterprise agility has six different types of sustainability.
    • 00:13:57
      Enterprise agility is an ecosystem, not a framework.
    • 00:14:01
      A framework has a very certain part.
    • 00:14:03
      Enterprise agility has raised all these.
    • 00:14:05
      Enterprise agility can be connected with any framework,
    • 00:14:08
      and all the concepts and ideas and models
    • 00:14:11
      we do have in the book recommendation
    • 00:14:13
      for people using safe as-cram and others.
    • 00:14:16
      And the sustainability levels, if you're interested to know more,
    • 00:14:20
      this is what the other framework is called maturity levels,
    • 00:14:23
      and you can see where your company is.
    • 00:14:26
      When you identify which maturity level,
    • 00:14:30
      sustainability level your company is,
    • 00:14:32
      then you can start understanding what to do.
    • 00:14:35
      Now in the book also we talk about the psychology of the company,
    • 00:14:38
      how safe they are, how flexible they are,
    • 00:14:41
      which areas to improve, which technologies they have, et cetera.
    • 00:14:43
      So you know how to move a company from one to another.
    • 00:14:46
      Okay, so let's go back.
    • 00:14:49
      Any question about left before I move to right?
    • 00:14:53
      No? Okay.
    • 00:14:55
      Okay, so then, as market accelerates,
    • 00:14:59
      uncertainty is really high.
    • 00:15:02
      So it changes the way that you need to deal with uncertainty.
    • 00:15:07
      Sorry, Erich, we're not only seeing the science of accelerated change,
    • 00:15:13
      we're not seeing sustainability slides, if that's what you're showing.
    • 00:15:16
      Oh, yes, I went back to the previous one.
    • 00:15:19
      Are you seeing the Trivalue company again?
    • 00:15:22
      Yeah? Okay, yeah, I went back to the previous one.
    • 00:15:26
      It was just something I wanted to show you, to connect with that.
    • 00:15:29
      Thank you Greg for that.
    • 00:15:31
      Let me know if I'm not on the right slide.
    • 00:15:34
      So as markets accelerate, the problem is framework like Scram or Safe,
    • 00:15:43
      they try to over-focus on the customer and try to deliver more,
    • 00:15:46
      and try to put something faster in the market,
    • 00:15:49
      and start creating pressure on people and certain structures.
    • 00:15:53
      Safe is integrating, and there are other frameworks,
    • 00:15:58
      but most of the frameworks on the left-hand side is what we call classic agility,
    • 00:16:02
      or they come from those theories.
    • 00:16:04
      Now, if you assume that you cannot solve the problem with the same tool,
    • 00:16:07
      then you need to find other tools.
    • 00:16:09
      Now, as you move to the right-hand side, we have the Trivalue company.
    • 00:16:12
      The Trivalue company has three types of value,
    • 00:16:15
      and the three types of value are equally important,
    • 00:16:20
      which is customer value, workforce wellbeing value, and company value.
    • 00:16:24
      I'm not going to go very deep into that,
    • 00:16:26
      but we also have dimensions in each of these.
    • 00:16:31
      So we do have kind of OKRs to measure each of these ones, right?
    • 00:16:36
      And you can find these on Chapter 8.
    • 00:16:42
      Chapter 8, it has all the OKRs of what you measure.
    • 00:16:46
      Now, there are two things companies need to know
    • 00:16:50
      when dealing with the accelerated market.
    • 00:16:54
      It's present, how I deal if there is a disruption in the market now,
    • 00:16:58
      and my people are all nervous, they don't know what to do,
    • 00:17:01
      and someone released a product competing with my product,
    • 00:17:04
      maybe three is better than mine, and the second is future thinking,
    • 00:17:07
      how I deal with future disruption,
    • 00:17:09
      like how I prepare my own essential for the future.
    • 00:17:12
      This is what is called future thinking.
    • 00:17:14
      There's a whole massive chapter, it's Chapter 9.
    • 00:17:18
      OK, and future thinking, if you're using this time thinking, it's an evolution.
    • 00:17:23
      Now, I would also say, oh, Greg has the book.
    • 00:17:26
      Now, unfortunately, show the size of the book.
    • 00:17:30
      I started writing this book at 20 pages,
    • 00:17:33
      and then I ended up with a massive, massive book.
    • 00:17:37
      All right, so if you can get it on paper,
    • 00:17:40
      get it on paper because you can highlight it.
    • 00:17:42
      We are getting zero profit now from the book,
    • 00:17:44
      just to, you know, there are many folks we know,
    • 00:17:47
      they lost their jobs and we try to help them.
    • 00:17:49
      OK, so after said that, the Trivalue company has OKR,
    • 00:17:55
      so you can call it OKR, Spot Indicators,
    • 00:18:00
      and then we have also what we call Futures, right,
    • 00:18:04
      and Futures is to deal with the future.
    • 00:18:06
      I'm not going to go that deep into that,
    • 00:18:09
      but there is a whole, whole path in that way.
    • 00:18:11
      We might do several workshops if you are for this.
    • 00:18:15
      Now, as we move to the right, there are two behaviors
    • 00:18:19
      that companies need to do and need to feel comfortable about it.
    • 00:18:24
      The first one, when you are on the left-hand side
    • 00:18:26
      and you use the Scrum of Safe, Scrum of Safe
    • 00:18:28
      can deal with disruption in products.
    • 00:18:31
      So someone create a better product, so I put more innovation.
    • 00:18:34
      But Scrum of Safe, or any others on the left-hand side,
    • 00:18:37
      cannot deal with business model disruption.
    • 00:18:41
      So we have two kinds of disruptions.
    • 00:18:43
      Product disruption and business model disruption.
    • 00:18:46
      Product disruption is someone did put something better
    • 00:18:49
      than my product or, you know, I changed the product,
    • 00:18:52
      I offer something else.
    • 00:18:54
      Now, what is business model disruption?
    • 00:18:56
      Business model disruption is I was creating shoes,
    • 00:18:59
      and then someone started bringing shoes from other countries.
    • 00:19:02
      It's one-tenth of the price of my shoes and are better quality.
    • 00:19:08
      So I cannot keep selling shoes.
    • 00:19:10
      I cannot change the business model.
    • 00:19:13
      So when you change the business model,
    • 00:19:17
      Enterprise AGD has 12 principles based on science.
    • 00:19:21
      I think it's principle 11 or 12.
    • 00:19:23
      It teaches you how to deal with adjacent markets.
    • 00:19:27
      So you are producing something in one market.
    • 00:19:30
      Someone disrupts your market.
    • 00:19:32
      You need to move to another market.
    • 00:19:34
      The best way is to move to an adjacent market.
    • 00:19:37
      that are very similar.
    • 00:19:38
      There maybe you cannot produce shoes anymore,
    • 00:19:40
      but you can produce boots or something similar.
    • 00:19:44
      And you use the same skills,
    • 00:19:45
      you don't need to fire people.
    • 00:19:47
      All right, I will talk about this maybe in the future.
    • 00:19:50
      Now, these are the two behavior you want to see
    • 00:19:53
      in a company export to exponential change,
    • 00:19:55
      which is the capability of being able
    • 00:19:57
      to recreate the business model.
    • 00:19:59
      So my business model is not working anymore.
    • 00:20:02
      I need to recreate.
    • 00:20:04
      So maybe I was selling one piece of software
    • 00:20:07
      and that piece of software now is free.
    • 00:20:08
      Everyone offers for free.
    • 00:20:09
      I cannot keep going in that direction
    • 00:20:11
      otherwise I will fail, right?
    • 00:20:13
      Now most of companies on the left hand side,
    • 00:20:16
      when they are exposed to a situation like this,
    • 00:20:18
      the first reaction is to fire people.
    • 00:20:20
      See what Google did when they have chatGPD.
    • 00:20:23
      They fire thousands of people.
    • 00:20:25
      Now, I will talk about waves in a few minutes.
    • 00:20:28
      See how far we are in the, we have half an hour more.
    • 00:20:31
      So remember to move.
    • 00:20:33
      I will stand up just later to move my body.
    • 00:20:36
      I need to just oxygenate myself.
    • 00:20:38
      So feel free to do the same.
    • 00:20:39
      So in companies where the business model is disrupted,
    • 00:20:44
      if they are on the left hand side,
    • 00:20:45
      they generally fire people, okay?
    • 00:20:47
      On the reduced cost or like a company I work for,
    • 00:20:51
      we could not print more than X pages per month
    • 00:20:56
      because you know, this kind of city situation,
    • 00:21:00
      they wanted to save in paper.
    • 00:21:02
      So this is, these kind of strength things
    • 00:21:04
      that start happening in companies.
    • 00:21:06
      Now, behavior, two behavior we need in companies
    • 00:21:09
      exposed to accelerated change is
    • 00:21:11
      being able to recreate the business model.
    • 00:21:13
      This is not the same as disrupting your product.
    • 00:21:17
      So safe and scrum can deal with product disruption,
    • 00:21:21
      but they cannot deal with business model disruption.
    • 00:21:23
      So, what it means is strategically adapt to the new reality.
    • 00:21:28
      And the strategically means also adapt in a sustainable way.
    • 00:21:33
      And again, in here we need to look after your workforce,
    • 00:21:36
      your company and your customer.
    • 00:21:38
      And the second thing is try to disrupt the whole market.
    • 00:21:41
      Try to create things that disrupt the market.
    • 00:21:43
      These are two behaviors that are needed in,
    • 00:21:47
      when we're talking about exponential market
    • 00:21:48
      and you cannot get it, okay?
    • 00:21:50
      I'm not gonna go too deep with this,
    • 00:21:52
      but we do also have an enterprise agility,
    • 00:21:55
      something called the three universal outcomes
    • 00:21:58
      of enterprise agility.
    • 00:21:59
      We also explain how to incorporate this
    • 00:22:01
      into your frameworks.
    • 00:22:02
      And it's always innovative, always ready,
    • 00:22:05
      always responsive and always innovative.
    • 00:22:07
      This is when we were trying to talk about
    • 00:22:10
      kind of high level OKRs.
    • 00:22:12
      There are just three OKRs that apply to any company,
    • 00:22:15
      no matter what, which kind of company it is, right?
    • 00:22:21
      And this is what we call the three universal outcomes
    • 00:22:23
      of enterprise agility.
    • 00:22:24
      And it helps us align where we are.
    • 00:22:26
      And there is a whole chapter about the psychology
    • 00:22:29
      of all these three.
    • 00:22:31
      These ones are always ready.
    • 00:22:33
      Okay, great, you say that because you know,
    • 00:22:36
      I want to hear that for myself.
    • 00:22:38
      Yes.
    • 00:22:40
      Go for the, we have three universal values.
    • 00:22:44
      It's always ready.
    • 00:22:45
      Outcomes, outcomes, outcomes.
    • 00:22:47
      Sorry, outcomes.
    • 00:22:49
      Always ready.
    • 00:22:51
      Always, it's truly in the morning over here.
    • 00:22:54
      Always responsive and always innovative.
    • 00:22:59
      And when we were talking about always ready,
    • 00:23:01
      it's readiness on people and the company.
    • 00:23:03
      But we did a lot of research.
    • 00:23:05
      Human beings are not prepared for exponential changes
    • 00:23:09
      in the market.
    • 00:23:10
      So we had to do a lot of research on neuroscience
    • 00:23:13
      to try, hi, Irina, how are you?
    • 00:23:15
      I'm in the, I'm just here to say.
    • 00:23:18
      She's another partner from enterprise agility university.
    • 00:23:22
      She's in North Macedonia.
    • 00:23:24
      Hi everyone.
    • 00:23:25
      Hi folks,
    • 00:23:26
      Just wanted to disrupt this two folks conversation
    • 00:23:28
      because it's something that came to my mind
    • 00:23:30
      when Greg said always ready, always responsive
    • 00:23:32
      and always innovative.
    • 00:23:33
      This is what Greg in reality is.
    • 00:23:35
      He's always ready, even in 2 a.m. for our group.
    • 00:23:40
      And always responsive and always innovative.
    • 00:23:43
      It's such a pleasure to work with Greg all the years along.
    • 00:23:46
      So, so if we're interrupting you guys, I'm still there.
    • 00:23:49
      No, this is very, very important
    • 00:23:51
      because it's very important what Ire na is saying.
    • 00:23:53
      One of the problems the company have
    • 00:23:55
      is how you make people be always ready.
    • 00:23:58
      Because it needs, we did a lot of studies
    • 00:24:01
      and we have a lot of study.
    • 00:24:02
      You're gonna see in the book, Neuroscience,
    • 00:24:05
      of how you can come and have people who are always ready
    • 00:24:08
      with low levels of stress.
    • 00:24:10
      That's the key because when people start feeling stress,
    • 00:24:14
      the amount of cortisol in the brain increases.
    • 00:24:17
      And then there is the accelerated change principle number.
    • 00:24:20
      One would have 12 accelerated change principles
    • 00:24:22
      in enterprise agility,
    • 00:24:23
      which allows you to create your own frameworks.
    • 00:24:25
      And the one is says that when levels of cortisol increase,
    • 00:24:29
      the person feel stress,
    • 00:24:30
      they are able to see different perspectives.
    • 00:24:32
      Now, when people start feeling stress,
    • 00:24:34
      innovation decreases and business value decreases
    • 00:24:37
      and people start fighting and protecting themselves.
    • 00:24:39
      That this is for another,
    • 00:24:40
      we have so many things we can talk about.
    • 00:24:42
      Okay, so it always ready.
    • 00:24:44
      It means the capacity of an organization
    • 00:24:46
      of people to be able to be ready for whatever it comes.
    • 00:24:50
      And that requires the science of accelerated change.
    • 00:24:55
      If you don't understand the science,
    • 00:24:57
      you cannot have people who are always ready for change.
    • 00:25:01
      Because being always ready for change,
    • 00:25:04
      it means have higher lower levels of cortisol
    • 00:25:07
      and stress all the time.
    • 00:25:08
      Okay, but let's move on.
    • 00:25:10
      I don't want to stay here forever.
    • 00:25:11
      Okay, so,
    • 00:25:15
      just confirm that you can see now
    • 00:25:17
      how the artificial intelligence has increased
    • 00:25:20
      in the last few years.
    • 00:25:21
      Can you see that?
    • 00:25:22
      Okay, so on the right hand side is,
    • 00:25:24
      on the left hand side,
    • 00:25:25
      we have some of the curves
    • 00:25:27
      which look like they're growing slowly.
    • 00:25:30
      And the other ones are growing slightly linear
    • 00:25:34
      in the beginning.
    • 00:25:35
      But then when image recognition started,
    • 00:25:37
      you can see image recognition
    • 00:25:39
      start being exponential, right?
    • 00:25:42
      And if you see on the right hand side,
    • 00:25:45
      reading comprehension and language understanding
    • 00:25:47
      is double exponential.
    • 00:25:49
      So imagine that those technologies,
    • 00:25:52
      the number of disruptions are creating in the markets,
    • 00:25:56
      in your companies.
    • 00:25:57
      So you're dealing with something,
    • 00:25:58
      and then two days after you're dealing with something else
    • 00:26:01
      and this start accelerating.
    • 00:26:03
      Any question about this?
    • 00:26:05
      Anything you wanted to add here?
    • 00:26:07
      So this generates impact in your company.
    • 00:26:16
      So the more technology becomes exponential,
    • 00:26:23
      the more your people are gonna need to change and adapt.
    • 00:26:27
      But then if you don't understand the science
    • 00:26:29
      of accelerated change and neuroscience of change,
    • 00:26:31
      then it's very difficult.
    • 00:26:32
      And the procedures, structures, et cetera, right?
    • 00:26:35
      Now, this is where everything started.
    • 00:26:38
      So this is where this presentation started.
    • 00:26:40
      Let me see the time.
    • 00:26:41
      We're gonna finish in 15, 20 minutes.
    • 00:26:46
      All right, so this is what we call waves.
    • 00:26:50
      If you work in a scram or safe
    • 00:26:51
      or any other similar framework,
    • 00:26:55
      you need, you have a sprint,
    • 00:26:57
      and then you finish something,
    • 00:26:58
      you release something in the market,
    • 00:26:59
      and then you start to get, and that generates waves.
    • 00:27:02
      If you pay attention to behaviors in companies,
    • 00:27:04
      there is repetitive, right?
    • 00:27:06
      So it's like a wave.
    • 00:27:07
      So you are at the top,
    • 00:27:09
      people are rushing trying to find requirement
    • 00:27:11
      of whatever, then there is a development,
    • 00:27:13
      then there are some problems.
    • 00:27:14
      But these waves are similar all the time, right?
    • 00:27:17
      Plus, minus, it generates certain waves.
    • 00:27:19
      And these waves is like you're a surfer.
    • 00:27:23
      You can surf the waves.
    • 00:27:25
      Now, the problem is when you're moving
    • 00:27:27
      to exponential markets,
    • 00:27:31
      the waves look like this,
    • 00:27:32
      like this.
    • 00:27:36
      Just ignore what is the broad focus and discipline focus.
    • 00:27:41
      But then, they aren't like that.
    • 00:27:43
      So the difference between one event
    • 00:27:45
      and the other one is very, very big,
    • 00:27:47
      which means that I'm producing something
    • 00:27:49
      and I could have a disruption here.
    • 00:27:51
      I have no idea how to solve it.
    • 00:27:53
      And then I solve it,
    • 00:27:54
      and then there is a disruption,
    • 00:27:55
      but now the difference is larger, right?
    • 00:27:58
      So look at this.
    • 00:28:00
      Imagine you are in the sea,
    • 00:28:03
      you are a surfer,
    • 00:28:03
      you probably can surf this.
    • 00:28:06
      You cannot surf this, right?
    • 00:28:09
      Now, in the book, we talk about the brain
    • 00:28:12
      and two different kind of focus people have
    • 00:28:14
      when this kind of thing happened.
    • 00:28:15
      I'm not gonna go deep,
    • 00:28:16
      but the idea is these waves also produce actions
    • 00:28:21
      in the company, behaviors, demand for requirement,
    • 00:28:24
      demand for things.
    • 00:28:26
      But then the demand between what you need
    • 00:28:28
      and what you got is very big.
    • 00:28:31
      In the previous one, you can surf it.
    • 00:28:34
      Are we okay with this?
    • 00:28:35
      I'm trying to go very easy with explanation.
    • 00:28:37
      Is it clear the waves?
    • 00:28:40
      So an example is you are producing something,
    • 00:28:43
      you're using Safe for Scrum,
    • 00:28:45
      and then someone, a client put a product like yours free,
    • 00:28:50
      and another client put a product which is 10 times better,
    • 00:28:53
      and is one-tenth of the price of yours.
    • 00:28:55
      This is the first way.
    • 00:28:57
      And then you massively make up
    • 00:28:59
      to try to get something better,
    • 00:29:01
      and then suddenly happen,
    • 00:29:02
      but now it's even larger.
    • 00:29:05
      So it creates these waves.
    • 00:29:06
      So these waves, you cannot navigate these waves
    • 00:29:10
      with the current frameworks.
    • 00:29:12
      And this is what we need,
    • 00:29:13
      the science of accelerated change and new ideas of models.
    • 00:29:18
      Now, enterprise agility is not a framework,
    • 00:29:19
      it's not like Safe.
    • 00:29:20
      Enterprise agility is a comprehensive,
    • 00:29:23
      organizational, social and business model
    • 00:29:25
      that enables your company to adapt,
    • 00:29:28
      to accelerate the change
    • 00:29:29
      and exponential market conditions,
    • 00:29:31
      while prioritizing workforce wellbeing,
    • 00:29:33
      customer needs and overall company value.
    • 00:29:36
      So what is the difference between an ecosystem?
    • 00:29:43
      So enterprise agility is an ecosystem,
    • 00:29:45
      and a framework.
    • 00:29:45
      Well, I was talking to Davis now many years ago,
    • 00:29:49
      and we agree that if we want to solve many of the problems
    • 00:29:52
      we are having a situation,
    • 00:29:53
      we're having now, you cannot have some rigid framework, right?
    • 00:29:57
      You need to have something like a puzzle,
    • 00:30:00
      where you have a smaller framework
    • 00:30:02
      than you plug in or plug out,
    • 00:30:04
      you know, you plug in when you need it.
    • 00:30:05
      Now, many of these, the framework models we created,
    • 00:30:09
      you can insert them into your existing reality,
    • 00:30:12
      even if it is in safe, scrambling or whatever.
    • 00:30:16
      So I'll give you an example.
    • 00:30:19
      Imagine a company,
    • 00:30:20
      and this is something we were discussing in the group,
    • 00:30:23
      where leaders cannot fail.
    • 00:30:26
      They don't feel like failing is good, right?
    • 00:30:29
      Well, we have a lot of research
    • 00:30:30
      in terms of something called intellectual humility.
    • 00:30:35
      And we do now know
    • 00:30:39
      how to increase intellectual humility in leaders.
    • 00:30:41
      We have a framework called the Lighthouse Model.
    • 00:30:43
      So what you do is you take this framework
    • 00:30:45
      and you plug it in,
    • 00:30:47
      no matter if you are in safe or you're in a scrub.
    • 00:30:50
      Right?
    • 00:30:51
      The models and framework can be plugged in any situation.
    • 00:30:54
      And why is an ecosystem?
    • 00:30:56
      It's an ecosystem because it impacts everything, right?
    • 00:31:01
      It completely, and then we are talking about burnout.
    • 00:31:03
      Who said that?
    • 00:31:04
      Let me talk about burnout.
    • 00:31:05
      It was you, Greg?
    • 00:31:06
      Greg, yes.
    • 00:31:08
      So we are talking about burnout.
    • 00:31:12
      And then we are exhausting many of the resources.
    • 00:31:17
      So everything is interconnected.
    • 00:31:19
      You cannot solve the problem with the existing models.
    • 00:31:22
      So enterprise agility have a super holistic.
    • 00:31:24
      And when you go to chapter eight at nine,
    • 00:31:26
      and you learn about the spot indicators,
    • 00:31:29
      you learn about future thinking.
    • 00:31:31
      And when you go, even chapter six,
    • 00:31:33
      the 12 accelerated change principle
    • 00:31:35
      that allow you to create your own framework.
    • 00:31:37
      Because one of the things we wanted with enterprise agility
    • 00:31:39
      for consultants to be able to create their own frameworks,
    • 00:31:43
      customized for the company.
    • 00:31:45
      How do you know if it's gonna work?
    • 00:31:47
      Well, what I decided is to create 12 principles.
    • 00:31:50
      If you follow those principles,
    • 00:31:52
      or some of those principles,
    • 00:31:54
      you can create any framework you want for your clients.
    • 00:31:57
      And it's gonna work fine.
    • 00:31:59
      All right.
    • 00:32:00
      Are we clear with explanation so far?
    • 00:32:05
      Yeah, all right.
    • 00:32:05
      Yeah, enough of that.
    • 00:32:07
      Budget,
    • 00:32:08
      uh,
    • 00:32:09
      budget,
    • 00:32:10
      said,
    • 00:32:11
      no wonder that we are an exhausted society
    • 00:32:14
      from all these change waves.
    • 00:32:15
      Yeah, exactly.
    • 00:32:16
      Exactly.
    • 00:32:17
      And this is what it produced.
    • 00:32:20
      Having these waves produce burnout,
    • 00:32:24
      produce massive layoff.
    • 00:32:25
      And see what I tell you the pattern.
    • 00:32:28
      And I knew that the pattern is Google fired
    • 00:32:31
      100000 people
    • 00:32:34
      And then two months after,
    • 00:32:35
      they needed to rehire people.
    • 00:32:39
      Right?
    • 00:32:39
      Why it happens is because markets are shifting.
    • 00:32:44
      And then you probably need these skills again.
    • 00:32:46
      But as they move and they panic,
    • 00:32:48
      they move to the,
    • 00:32:49
      you remember the trivalue matrix,
    • 00:32:51
      they move to the top.
    • 00:32:53
      Right?
    • 00:32:53
      So most companies,
    • 00:32:54
      when they fire someone,
    • 00:32:56
      unless they are in a very bad situation,
    • 00:32:57
      they could probably need to refire and rehire those people.
    • 00:33:01
      All right.
    • 00:33:02
      So let's move on.
    • 00:33:03
      I have no idea what's coming up.
    • 00:33:04
      So after we understand that enterprise agility
    • 00:33:06
      is an ecosystem,
    • 00:33:07
      I feel so much better.
    • 00:33:08
      Because I know that it's not gonna
    • 00:33:10
      just solve software problems.
    • 00:33:12
      It's not gonna just allow me to sprint better.
    • 00:33:16
      And it's not gonna just allow me
    • 00:33:18
      to reduce waste in my company.
    • 00:33:21
      All right?
    • 00:33:22
      Or without using names,
    • 00:33:24
      I won't just mention it in that.
    • 00:33:25
      So it's an ecosystem.
    • 00:33:27
      Now, one of the important things
    • 00:33:30
      I wanted to mention here,
    • 00:33:31
      and I think I'm missing,
    • 00:33:33
      I will talk about this,
    • 00:33:34
      but I do miss something here,
    • 00:33:37
      and I will mention that before.
    • 00:33:39
      So some people ask me,
    • 00:33:42
      what the science of accelerating change?
    • 00:33:44
      The science of accelerating change in enterprise agility
    • 00:33:46
      is a whole topic.
    • 00:33:47
      Okay, this is like,
    • 00:33:49
      I ended up with an Onion book.
    • 00:33:50
      In an Onion book,
    • 00:33:51
      if you go into something,
    • 00:33:52
      and then you ended up in something else.
    • 00:33:54
      So the science of accelerating change
    • 00:33:57
      is what you need in order to help your companies
    • 00:34:00
      to deal with a new situation, right?
    • 00:34:02
      Now, the science of accelerating change
    • 00:34:05
      has three different areas.
    • 00:34:08
      Neuroscience of change,
    • 00:34:10
      where you need to understand
    • 00:34:11
      how the brain reacts to accelerate the change.
    • 00:34:13
      The brain, that's not reacting the same way
    • 00:34:15
      to linear change that accelerate the change.
    • 00:34:17
      The type of structures you need in the company
    • 00:34:19
      are different,
    • 00:34:20
      and how you deal with this is different, right?
    • 00:34:22
      Neuroscience of change,
    • 00:34:23
      if you don't know,
    • 00:34:24
      is the study of the brain
    • 00:34:26
      and how the brain react to external situations.
    • 00:34:30
      And we do have a lot of neuroscience of change.
    • 00:34:32
      Now, in my book,
    • 00:34:33
      I did a massive effort to explain it
    • 00:34:37
      in a very simple, very, very simple language.
    • 00:34:41
      And I will talk about why is inter-independency
    • 00:34:44
      the an inclusive framework
    • 00:34:45
      and what it means for you,
    • 00:34:46
      which is something very important.
    • 00:34:48
      Now, this is the first area.
    • 00:34:49
      The second area,
    • 00:34:50
      let me go to the left-hand side at the bottom,
    • 00:34:53
      is behavioral science.
    • 00:34:55
      We are really, really advancing behavioral science
    • 00:34:58
      and the models, right?
    • 00:35:01
      I think it's very important here
    • 00:35:07
      because when we are talking about behavioral science,
    • 00:35:12
      we are making sure that we understand,
    • 00:35:14
      I don't know why the language change.
    • 00:35:16
      I'll give me one second.
    • 00:35:19
      Language change settings.
    • 00:35:22
      I don't know what language change here.
    • 00:35:27
      All right, I don't know.
    • 00:35:29
      So, when we are talking about behavioral science,
    • 00:35:33
      yes, there are some initiatives
    • 00:35:36
      like business agility from the Business Agility Institute.
    • 00:35:39
      We're gonna add in some basic concepts
    • 00:35:42
      of behavioral science.
    • 00:35:44
      But compared to enterprise agility,
    • 00:35:46
      I think that enterprise agility is super advanced
    • 00:35:49
      with all the models we have for this.
    • 00:35:52
      Well, other models or frameworks
    • 00:35:55
      started adding some few concepts
    • 00:35:57
      we have several years already,
    • 00:35:59
      more than three years on developing theories
    • 00:36:01
      on behavioral science.
    • 00:36:02
      Behavioral science is trying to understand
    • 00:36:04
      why people do what they do
    • 00:36:07
      and try to understand how to change behaviors.
    • 00:36:08
      So basically, if you understand behavioral science,
    • 00:36:12
      you can, it's more malleable your culture.
    • 00:36:15
      All right, and we do have a lot.
    • 00:36:17
      I think we have a day four or five years,
    • 00:36:19
      we're four or five years ahead
    • 00:36:21
      of the other people in the markets.
    • 00:36:26
      And we also provide some recommendation
    • 00:36:28
      for adding these into other frameworks.
    • 00:36:31
      And then the other one,
    • 00:36:33
      so does anyone want to ask any question about this?
    • 00:36:39
      No, okay, so let's go.
    • 00:36:41
      And the other one is what we call strategic mobility.
    • 00:36:45
      This is a new term, strategic mobility
    • 00:36:47
      is a very important part of enterprise agility.
    • 00:36:50
      Yes, Greg.
    • 00:36:52
      And this got a question.
    • 00:36:54
      I'm so sorry, I thought that you have reached this side
    • 00:36:58
      of strategic mobility.
    • 00:37:00
      So that's why I rose my hand.
    • 00:37:03
      So please go ahead, sorry.
    • 00:37:06
      No, no, no, I'm going for that.
    • 00:37:07
      I'm going for that.
    • 00:37:09
      So if you see, we need three different areas
    • 00:37:12
      to create any framework or model.
    • 00:37:14
      We need to understand how the brain reacts.
    • 00:37:16
      You need to understand the psychology of behaviors.
    • 00:37:19
      And we need to understand how individuals act
    • 00:37:21
      in a social aspect too, right?
    • 00:37:23
      So social psychology, neuroscience.
    • 00:37:25
      So when you change your strategy,
    • 00:37:28
      imagine your business model was disrupted,
    • 00:37:31
      not even your products, your product, you can solve it.
    • 00:37:33
      Your business model, people don't know
    • 00:37:35
      if they're gonna be working next month
    • 00:37:37
      because you know, suddenly you cannot sell anything.
    • 00:37:40
      At this point, as a leader,
    • 00:37:42
      you need to do something crucial.
    • 00:37:44
      And we do have a name in enterprise agility,
    • 00:37:47
      which is quick, quick realignment.
    • 00:37:50
      You need to realign people with a new strategy very quickly.
    • 00:37:54
      When you realign people,
    • 00:37:55
      you need to understand that people need to be safe
    • 00:37:57
      because if people, you are running people,
    • 00:37:59
      they say, we are going in that direction.
    • 00:38:00
      And you see there is a cliff there.
    • 00:38:02
      And then he's not a good idea.
    • 00:38:05
      So realigning people with a new strategy is crucial.
    • 00:38:09
      Now realigning people or your company
    • 00:38:11
      with a new strategy in the past,
    • 00:38:13
      it took months to realign the whole company.
    • 00:38:16
      Now one of the problems we have with exponential change
    • 00:38:19
      is that you have several weeks or months,
    • 00:38:21
      maybe in two months, you need to realign the whole company.
    • 00:38:24
      So the question is how do I do realign the whole company
    • 00:38:28
      and people, obviously people with low levels of stress?
    • 00:38:33
      Right?
    • 00:38:34
      Now, strategic mobility is a new concept
    • 00:38:37
      which is part of social science
    • 00:38:39
      and the other part of my theories in accelerated change
    • 00:38:42
      is how I do realign people to a new situation
    • 00:38:46
      with low levels of stress
    • 00:38:48
      and people start loving what they do.
    • 00:38:51
      So it's walking in what direction, this direction,
    • 00:38:53
      you know, imagine you're walking and it's dark,
    • 00:38:57
      you don't know what's happening there.
    • 00:38:58
      And then suddenly it says,
    • 00:38:59
      no, walk with me in this other direction.
    • 00:39:02
      Strategic mobility has a lot to do
    • 00:39:04
      with the new theory of leadership we have,
    • 00:39:09
      which is called, we have a framework called M,
    • 00:39:12
      leadership framework.
    • 00:39:13
      We have this framework for a few years,
    • 00:39:15
      already M is from mobility.
    • 00:39:17
      If you cannot remobilize people or mobilize people
    • 00:39:20
      in a company exposed to exponential change,
    • 00:39:23
      even if you have the best frameworks, you're dead.
    • 00:39:26
      Okay?
    • 00:39:27
      I will clear with this with mobility.
    • 00:39:31
      So mobility, how to realign people and walk as a leader,
    • 00:39:35
      tell people to move in a different direction
    • 00:39:37
      and realign them.
    • 00:39:38
      Yeah, Andy, go ahead.
    • 00:39:40
      Yeah, sorry to interrupt you again.
    • 00:39:43
      No, you don't say sorry, come on.
    • 00:39:44
      Could you please just underline a couple of sentences
    • 00:39:48
      between behavioral science and the strategic mobility?
    • 00:39:52
      It looks like a bit combined to each other.
    • 00:39:57
      Yeah, they are combined.
    • 00:39:58
      They are combined.
    • 00:39:59
      But then when we're talking about behavioral science,
    • 00:40:02
      we see that many times you can use behavioral science
    • 00:40:05
      from a group perspective
    • 00:40:06
      or from an individual perspective,
    • 00:40:09
      but strategic mobility starts from the social perspective.
    • 00:40:12
      Now, all these three are interconnected.
    • 00:40:16
      Okay.
    • 00:40:17
      But we do have different practices.
    • 00:40:22
      For example, if you want to realign people,
    • 00:40:24
      we have certain frameworks and models.
    • 00:40:27
      If you want to change behaviors, we have others.
    • 00:40:30
      But at the end of the day, as a consultant,
    • 00:40:32
      you're gonna use the three of them.
    • 00:40:33
      But trying to understand the three concepts is important.
    • 00:40:36
      Even if I have good behaviors in my company,
    • 00:40:39
      even if I know how to allow people
    • 00:40:43
      to have low levels of stress,
    • 00:40:46
      if I don't understand how to realign people,
    • 00:40:48
      it's not gonna work.
    • 00:40:50
      So the three of them are interconnected,
    • 00:40:53
      but the focus is different.
    • 00:40:55
      So when you're talking about social mobility,
    • 00:40:58
      it's more about the social part.
    • 00:40:59
      How about take people in a different direction?
    • 00:41:03
      In there, we have something from the M leadership framework.
    • 00:41:07
      It's called a mobilizing purpose.
    • 00:41:09
      A mobilizing purpose is a different type of purpose.
    • 00:41:13
      You create it in a different way,
    • 00:41:14
      which has different activation in the brain
    • 00:41:16
      and social structures, et cetera.
    • 00:41:18
      You create it's naive purpose,
    • 00:41:20
      but this purpose is gonna allow people to move
    • 00:41:22
      because you can change behaviors,
    • 00:41:24
      but it doesn't mean people are gonna cohesively
    • 00:41:26
      work in a different direction, right?
    • 00:41:28
      So for example, I can be running a marathon
    • 00:41:31
      and keep improving my marathon and change my habits.
    • 00:41:35
      This is behavioral science.
    • 00:41:36
      But maybe it doesn't mean I want to work
    • 00:41:39
      with other people together
    • 00:41:40
      and run together in a different direction.
    • 00:41:43
      Is that a little bit more clear, Hamdi?
    • 00:41:45
      Yes, thank you so much.
    • 00:41:46
      I don't know, I'm trying to find out.
    • 00:41:49
      Lots of sentences are very clear and made my mind clear.
    • 00:41:54
      Thank you so much.
    • 00:41:54
      And this is the part.
    • 00:41:56
      Now we have nine more minutes
    • 00:41:58
      I want to cover a few more things.
    • 00:42:01
      So this is very important
    • 00:42:02
      because most of the frameworks and models
    • 00:42:04
      are just on the initial first stage,
    • 00:42:07
      which is behavioral science.
    • 00:42:08
      You can see that you can see other institutes
    • 00:42:11
      or other people talking about business agility
    • 00:42:14
      or scram, talking about behavioral science.
    • 00:42:16
      They started the journey.
    • 00:42:19
      I believe that we have been doing
    • 00:42:21
      I've been doing like four years of research on this.
    • 00:42:23
      So I think they are four years ahead of the market
    • 00:42:29
      and you cannot solve the market now
    • 00:42:30
      with behavioral science only, right?
    • 00:42:34
      All right, so let me try to see.
    • 00:42:42
      Oh, yes.
    • 00:42:43
      Okay, so there is something very important.
    • 00:42:45
      And this is the last thing I will cover.
    • 00:42:48
      And it's two things.
    • 00:42:50
      I'm just copying now from the book.
    • 00:42:53
      So give me just one second.
    • 00:42:55
      Greg, do you want to add anything else
    • 00:42:57
      when I copy the last slide,
    • 00:43:00
      which is where I show you something
    • 00:43:03
      that is gonna make sense of everything we did today?
    • 00:43:07
      Greg, you want to, or I arena,
    • 00:43:08
      you want to add something here or anyone else?
    • 00:43:14
      I think the behavioral science ones important
    • 00:43:18
      because as we change,
    • 00:43:21
      it's the behaviors that need to adapt.
    • 00:43:26
      And most companies are not doing much with behaviors.
    • 00:43:30
      It's all about shifting frameworks.
    • 00:43:33
      It's changing structure.
    • 00:43:36
      But it's not about the actual behaviors changing.
    • 00:43:40
      So I think that's really important area.
    • 00:43:43
      And one of the models that we have
    • 00:43:45
      is called the boys model, "BOIS".
    • 00:43:50
      And we actually take objectives
    • 00:43:56
      and link them to behaviors
    • 00:43:58
      so that objectives are going to stick.
    • 00:44:00
      It's not just gonna be a one-off type process.
    • 00:44:03
      I think that's quite an important area.
    • 00:44:07
      Let me stop you there for a second, Greg.
    • 00:44:10
      So something we did see doesn't work very well
    • 00:44:13
      is the OKRs.
    • 00:44:14
      So when objectives are changing all the time,
    • 00:44:16
      it doesn't work well.
    • 00:44:17
      So we created something called the behavioral objectives model
    • 00:44:21
      in enterprise agility.
    • 00:44:22
      Behavioral objective model is a model
    • 00:44:24
      which can allow you to use objectives
    • 00:44:33
      in highly changing environment.
    • 00:44:36
      We do have also a training called behavioral objective model.
    • 00:44:38
      Boom, it's called boom, "BOM".
    • 00:44:41
      B-O-M is the future of OKRs
    • 00:44:44
      because OKR cannot deal with.
    • 00:44:46
      And Ismail and Sirai Mahal also did the training there.
    • 00:44:49
      So you can raise your hands so people know you.
    • 00:44:54
      Behavioral objective model is part of this ecosystem.
    • 00:44:59
      Now, let me go for the last part.
    • 00:45:01
      This is where I start connecting everything.
    • 00:45:03
      All right, so the first problem we have,
    • 00:45:07
      and then you're gonna probably acknowledge this,
    • 00:45:10
      is that for the last few years,
    • 00:45:12
      when you have a scientist talking about organizations,
    • 00:45:15
      it was very confusing with papers
    • 00:45:17
      and language we did not understand.
    • 00:45:19
      We have a leader, they talk a different language,
    • 00:45:21
      we have a change consultant,
    • 00:45:22
      we talk a different language, right?
    • 00:45:24
      Now, it was very difficult for them to understand and connect.
    • 00:45:28
      And this is one of the issues we do have at the moment.
    • 00:45:33
      How I make sure that I connect very well these three people.
    • 00:45:39
      So enterprise agility did something great,
    • 00:45:42
      which is what we called, oh my God, I forgot now,
    • 00:45:49
      an inclusive framework.
    • 00:45:52
      What is an inclusive framework?
    • 00:45:53
      OK, so what we did with enterprise agility
    • 00:45:56
      was very, very difficult piece.
    • 00:45:57
      And we kind of have definitions,
    • 00:46:00
      and all the definitions can be understood,
    • 00:46:04
      and we have keywords, and can be understood by a scientist,
    • 00:46:07
      by a leader, and by a change consultant, or anyone else.
    • 00:46:10
      Now, what we do with that,
    • 00:46:12
      if we use some science from language,
    • 00:46:15
      that I also started in doing exponential change.
    • 00:46:18
      So then now, when a scientist talk to a leader,
    • 00:46:20
      and a leader talk to a change consultant,
    • 00:46:22
      the three of them, or any other one,
    • 00:46:24
      they can understand each other, they can sync up, right?
    • 00:46:28
      So one of the things we need to understand
    • 00:46:29
      is if people speak different languages,
    • 00:46:32
      you know, if a neuroscientist comes and says,
    • 00:46:35
      OK, let's try to increase neuroplasticity in people,
    • 00:46:39
      because, you know, you start talking about neurons,
    • 00:46:42
      and all these kind of things, maybe a leader,
    • 00:46:44
      he could say, well, this is like an extraterrestrial guy
    • 00:46:47
      coming from, you know, some secret base in America.
    • 00:46:50
      So now what we did with enterprise agility,
    • 00:46:55
      this is crucial, we created a lingua franca.
    • 00:47:00
      OK, so now, all the three people, scientists,
    • 00:47:04
      leaders, change consultant, HR,
    • 00:47:06
      everyone can speak the same language.
    • 00:47:08
      It was very difficult while we achieved it.
    • 00:47:10
      And we put definitions in a way
    • 00:47:12
      that everyone can understand it, right?
    • 00:47:15
      Obviously then, the leader can evolve it more into strategy,
    • 00:47:18
      the scientist, it takes these ideas into do more research,
    • 00:47:21
      and the change consultant
    • 00:47:22
      need to implement changes in the company.
    • 00:47:25
      So in here, enterprise agility is the first,
    • 00:47:30
      I believe, is the first inclusive framework in the world,
    • 00:47:33
      which tried to have a common language
    • 00:47:35
      for these three completely different groups,
    • 00:47:37
      which are leaders, change professionals,
    • 00:47:41
      and scientists, obviously, and anyone else, right?
    • 00:47:45
      And then when they talk between them,
    • 00:47:46
      everyone can understand each other, right?
    • 00:47:49
      This is, from my perspective, the first change.
    • 00:47:52
      And while we need that, we need that,
    • 00:47:54
      we're gonna be finishing guys in four minutes.
    • 00:47:57
      I'm sorry for the delay.
    • 00:48:01
      While we did that, because we believe
    • 00:48:03
      that when everything is changing,
    • 00:48:04
      we need to sync up as many heads as we can.
    • 00:48:07
      And we cannot have silos,
    • 00:48:09
      where because scientists have a great idea,
    • 00:48:12
      but does not know how to communicate it to a leader,
    • 00:48:14
      or a change consultant has an idea,
    • 00:48:16
      but have no idea how to talk to a leader,
    • 00:48:18
      talking about the strategy and other things,
    • 00:48:20
      so it's not gonna work, right?
    • 00:48:22
      So enterprise agility is an inclusive framework,
    • 00:48:25
      I do believe is the first inclusive framework in the world.
    • 00:48:27
      Now, we do have three areas in enterprise agility,
    • 00:48:32
      which are the science of accelerated change,
    • 00:48:35
      the second area is component to build
    • 00:48:37
      or strengthen people or organizations.
    • 00:48:39
      Imagine that you're a change consultant
    • 00:48:41
      and you want to build a framework.
    • 00:48:43
      So you have in all that part,
    • 00:48:45
      you do have all the bases you need to follow,
    • 00:48:50
      to step to create your frameworks.
    • 00:48:52
      And then we have frameworks already we created
    • 00:48:54
      for you to sense the market, et cetera.
    • 00:48:57
      And then we have the enterprise utility dynamics,
    • 00:48:59
      which is a very high level of the aspects
    • 00:49:04
      of enterprise agility, aspects are domains.
    • 00:49:07
      We have four domain leadership strategy
    • 00:49:10
      change individuals, and this is a very high level, all right?
    • 00:49:15
      And this is everything I have for you today.
    • 00:49:20
      I hope at least it opens a little bit,
    • 00:49:22
      but before, I think it's very, very important
    • 00:49:25
      to understand that we're trying to create
    • 00:49:27
      this community to help you.
    • 00:49:29
      So we're gonna be building the next couple of weekends
    • 00:49:33
      with different talks.
    • 00:49:36
      We have a lot of competent people helping.
    • 00:49:42
      And the idea is that we can take one of these topics,
    • 00:49:46
      develop it.
    • 00:49:47
      Something that I wanted to also to show you today,
    • 00:49:51
      before we leave, let me stop sharing,
    • 00:49:53
      is that I know some of you already used it.
    • 00:49:57
      We do also have HANA.
    • 00:50:00
      So HANA is our artificial intelligence.
    • 00:50:03
      So HANA was trained with all these models.
    • 00:50:06
      And HANA can do very, very complex things.
    • 00:50:09
      For example, HANA is always trying to see
    • 00:50:11
      if there are options not to fire people in the company
    • 00:50:14
      and get the drought comes or to solve problems.
    • 00:50:17
      So how you access HANNA, HANNA is fully trained.
    • 00:50:22
      Let me show you here, HANNA.
    • 00:50:25
      HANNA is there.
    • 00:50:26
      So you start a new conversation with HANNA
    • 00:50:29
      and then you can write something.
    • 00:50:30
      Hi, HANNA, for example, HANNA.
    • 00:50:32
      I do have a team where two members don't want to change.
    • 00:50:41
      I'm making it up, right?
    • 00:50:43
      And there is no clear leadership.
    • 00:50:49
      What should I do?
    • 00:50:53
      And then you can start with something very generic like this.
    • 00:50:57
      And then you can also ask which frameworks
    • 00:51:00
      from enterprise activity you can use
    • 00:51:04
      and it's gonna connect it.
    • 00:51:05
      She's very nice.
    • 00:51:06
      She has a very nice personality
    • 00:51:08
      and it has a massive, massive, massive dataset.
    • 00:51:11
      She's able to deal with very complex situations.
    • 00:51:15
      Okay, look at this.
    • 00:51:17
      So it seems that you're facing a challenge with 2T,
    • 00:51:20
      blah, blah, blah.
    • 00:51:21
      It's important to approach with focus
    • 00:51:23
      on building a healthy team dynamic, et cetera.
    • 00:51:25
      So behind this is running all our models
    • 00:51:27
      to create this answer.
    • 00:51:29
      Facility of recommendation, clarify the vision,
    • 00:51:31
      foster blah, blah, blah, provide support,
    • 00:51:34
      find leadership catalysts.
    • 00:51:36
      And then start recommending some of the models.
    • 00:51:38
      They change journey pyramid,
    • 00:51:39
      which is the favorite breaks model.
    • 00:51:43
      We're gonna be talking about that.
    • 00:51:44
      It's a powerful framework for companies to build up change.
    • 00:51:49
      So please feel free.
    • 00:51:50
      We are supporting people around the world to use HANA.
    • 00:51:53
      HANNA can take very, very complex situations
    • 00:51:56
      and provide new ideas, all right?
    • 00:51:59
      Now, before you leave, if at any point,
    • 00:52:03
      I try to create, separate the community
    • 00:52:06
      from the enterprise activity university,
    • 00:52:08
      but at the same time, I try to also support our trainers.
    • 00:52:12
      So great is starting a training
    • 00:52:15
      on the enterprise activity next month.
    • 00:52:18
      If you want to know more, you talk to Greg, right?
    • 00:52:23
      And then just talk to him.
    • 00:52:24
      He could be able to help.
    • 00:52:27
      And Irina is around there.
    • 00:52:29
      She's starting after that.
    • 00:52:31
      So depending, you know, which location,
    • 00:52:34
      maybe if you're America or Asia, you go with Greg,
    • 00:52:37
      or if you're in Europe, you can talk to Irina, right?
    • 00:52:41
      And then we also provide this in Spanish with Walter.
    • 00:52:44
      Walter is not here today.
    • 00:52:45
      So these folks are also supporting the community.
    • 00:52:49
      And we do also have a room where you can meet anyone.
    • 00:52:52
      If in the chat room, you need some help,
    • 00:52:56
      you can just go and meet someone there, right?
    • 00:52:59
      This 24-7 open room, you can say,
    • 00:53:01
      hey, can you go to this room
    • 00:53:02
      and explain to me this concept?
    • 00:53:03
      You can go there, right?
    • 00:53:06
      So that's the idea.
    • 00:53:06
      Do you want to share anything before we...
    • 00:53:08
      I appreciate you.
    • 00:53:09
      You are with me today,
    • 00:53:11
      I'm with Greg and other people,
    • 00:53:12
      you know, the hesitation, and you want to share anything
    • 00:53:17
      before we go, we have two minutes before we go.
    • 00:53:21
      Our first session.
    • 00:53:25
      Hi, my question is, you know, these days we are
    • 00:53:30
      under the bombardment of artificial intelligence chat box.
    • 00:53:34
      So if my question is, if I ask any question to Hannah,
    • 00:53:39
      is she going to answer from your book
    • 00:53:43
      or collecting some other extra information
    • 00:53:46
      from other resources?
    • 00:53:48
      Okay, so this is how we did this.
    • 00:53:51
      We trained Hannah to follow
    • 00:53:55
      all the enterprise agility principles.
    • 00:53:57
      We provide Hannah with all the enterprise agility models.
    • 00:54:00
      And we also added some additional information
    • 00:54:04
      like other frameworks, like, you know,
    • 00:54:08
      save or come back compared to enterprise agility.
    • 00:54:10
      And we connected it with the science we had.
    • 00:54:13
      So the answer is, Hannah will always try
    • 00:54:18
      to use the sustainability models for your answer.
    • 00:54:22
      All right, so that makes it...
    • 00:54:24
      We love Hannah.
    • 00:54:26
      Yeah, yeah, we love Hanna.
    • 00:54:27
      And what Erich's also done is add some other capabilities
    • 00:54:31
      in there, like he's added some, you know,
    • 00:54:33
      RESUME and curriculum CVs.
    • 00:54:37
      You can ask her to help you create your CV
    • 00:54:39
      and things like that as well.
    • 00:54:40
      He's given us some basics on how to create CVs
    • 00:54:42
      and things like that as well.
    • 00:54:43
      So there's a lot of...
    • 00:54:45
      Yeah, it's a very, very, very large,
    • 00:54:47
      very, very large data set.
    • 00:54:48
      It took almost a year and it was a secret project
    • 00:54:51
      as I didn't know if it would work.
    • 00:54:54
      And then in here for members of the community,
    • 00:54:56
      we also have a lot of resources.
    • 00:54:58
      We have a hundred and something videos.
    • 00:55:01
      So at the EAWC, I Enterprise Agility University community.
    • 00:55:04
      Also the ambassadors, prepare workbooks.
    • 00:55:07
      They have videos.
    • 00:55:08
      The videos are in different languages.
    • 00:55:10
      Like at least we also have Turkish and other languages.
    • 00:55:14
      You know, the videos are at least subtitles.
    • 00:55:16
      And if you go to the very bottom from here,
    • 00:55:19
      you have also enormous database of videos
    • 00:55:24
      and you can search by someone, for example,
    • 00:55:27
      now saying resistance to change.
    • 00:55:31
      And then it's gonna find here everyone
    • 00:55:33
      who said resistance to change at some point, right?
    • 00:55:36
      And all of these are available for free.
    • 00:55:39
      Now, something I will ask you is
    • 00:55:41
      if you have people or other consultant,
    • 00:55:44
      I know you folks are great.
    • 00:55:45
      If you have friends, colleagues
    • 00:55:49
      that you wanted to add in the group,
    • 00:55:51
      please add them because we are trying to build
    • 00:55:55
      the community with great people like you.
    • 00:55:58
      So if you have colleagues, talk to them,
    • 00:56:00
      add them in the group,
    • 00:56:02
      and they're gonna be very useful to keep this community.

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