The Science of Accelerated Change Webinar Recording

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So there is something I will show you today, which is the science of accelerated change.

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And I will explain to you... you're going to say, oh, now I understand why I'm having many problems with the frameworks.

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Many of you are using "SAFe" framework, or using "SCRUM" framework, or using your own approaches now.

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The problem here is if you do not understand the science behind accelerated change,

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and you don't understand how it impacts people, then you're going to struggle with this.

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Now, some of the things that probably happened in the last two years, especially after COVID,

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is that you start seeing companies more aggressively trying to compete in markets, laying off people,

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trying to compete, and trying to make more pressure on people.

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There are a lot of number of disruptions, so maybe things change from one week to another, etc.

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Now, I have good news for you. We have a solution for these situations.

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I have another news that we might or might not want to hear,

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is that if you don't add the science of accelerated change into your existing frameworks, you're going to struggle with this.

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When I'm talking about existing frameworks, I'm talking about "SAFe" framework, and specifically "SCRUM".

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SAFE and SCRAM, when you start reading the book, who started reading the book?

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Did anyone start? Or not yet?

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Oh, Ronny, you did not. And how did you start reading the book? Not yet? You didn't have time?

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Unfortunately, I couldn't have tried, but I couldn't download it.

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Oh, you cannot. For legal reasons, you cannot, but then you can get the one for Kindle.

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I think it's $3. Unfortunately, we don't have a deal with Amazon, but you can get the Kindle version.

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Now, remember that if you pass all the tests, when you get the final exam,

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you become a certified enterprise agility practitioner and enter university cover your exam.

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Now, acceleration in market change, the game, because most frameworks are,

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I think this is going to be really interactive.

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So let me, I will be copying from the book, and I will be doing that live.

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So I will basically change this conversation.

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And basically, I am now copying one of the graphics, which is the trivalue matrix.

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And then I will try to explain some of our partners, one of our partners in Argentina.

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We were working with him, his name is Walter Schraver.

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We were working, he worked for a big consultancy company in Argentina.

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He basically is in charge of dealing with companies all the time.

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He used this to explain to everyone how the situation changed and how things are at the moment, how things are evolving.

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And then I will use this now. What I'm doing now, you're not seeing this,

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but what I'm doing is I'm copying these into the presentations.

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So I'm creating the presentation at this time.

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So I will show you something which is the trivalie matrix.

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Let me see. There you are. I don't know why it's not updated.

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Let me try to see what's going on here.

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Oh, yes. Okay, I will show you the trivalie matrix.

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So you can say what the hell is this?

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All right, so left-hand side. Let's start with the very basic.

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This is the top left, top right. Our company is focused on revenue.

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And these companies, and before I start, you can agree and you can also disagree with this. This is life.

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So company focused on revenue only. They try to optimize whatever they do.

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They take a value stream, they take a bunch of people and they try to optimize it.

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Now, whatever the company does, they try to optimize it.

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Generally, they talk about resources instead of people.

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They try to protect their revenue and increase revenue.

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And they massively try to reduce costs. This is what these companies are.

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So when market accelerates, these companies are in the worst position ever.

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Because a company which is a profit-centric,

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they generally try to focus on reducing the cost all the time.

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Now, obviously, there is a problem here is when the market accelerates,

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you need a lot of creativity of how to solve situations.

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And then most of these companies, they work like a machine.

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They focus, they have these paradigm of organizations as a machine.

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So they think that, you see that, oh, we fire this team, we save some money,

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but they are also destroying this shared knowledge.

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These companies are in the worst scenario when market accelerates.

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What does it mean not market accelerates?

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Well, it means that the number of situations you experience and changes

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are so much higher than before.

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And they concretely talk about market disruptions.

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It can disrupt your market. Your market can be disrupted,

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and they can disrupt your product.

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Now, I'm going to talk about the difference between current frameworks

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and product disruption and business model disruption,

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which is a completely different idea.

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So are we okay with the top left?

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Everyone, I think, is working in a company that is trying to focus on revenue.

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Now, on the left-hand side, we have the models that are based on agile principles,

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and this is what we call classic agility.

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Now, classic agility is coming from 2000.

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In 2000, there are a couple of things very important to understand.

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First, market at that time, it was not like now,

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with artificial intelligence, short work cycles, madness, were completely different.

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Second, the bunch of guys, and I'm saying guys because they were all males,

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the bunch of guys were very clever, but they were coming from information technology.

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So we are missing many parts from neuroscience of change, from psychology, and other areas.

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And the third thing is that they were just male from two countries or three countries,

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and the world is really globalized now,

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and in organizations, we are looking for equity, diversity, and neurodiversity.

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So in a place where we have equity, diversity, and neurodiversity, ideas flow.

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Now, classic agility is restricted.

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Now, we started building at the top of this, we have frameworks like "SAFe" framework or "SCRUM" framework,

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they have been trying to adapt.

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Now, even if they adapt and improve, they are based on the same foundations.

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So they are customer centric, and they try to delight your customers,

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provide, you know, focus on the customer.

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Now, you can say, Erich, what's wrong with this?

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Okay, so this is what we call univalue companies.

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Univalue companies are based on one type of value.

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In reality, they have more types of value,

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but at the end of the day, when they have to make a decision, they focus on one of them.

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So companies at the top, they focus on, you know, if I need to make money,

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I don't have any other option, I fire people.

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Company at the top, at the bottom, if I need to finish a product

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because I need to bring more value to the customer,

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and I need to bring my employees the weekends, or many weekends to work,

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I will bring them.

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Are we happy with this explanation?

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And can you hear me well?

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Give me a thumb.

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Okay, something that you have here also is, we have this reaction here.

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Let me see if I can put that.

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I don't know, it's working.

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Yes, it is working.

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So you have the reactions that you can use.

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All right, so this is the first thing.

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Now, the problem is, well, there are several issues.

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First of all, and I want you to remember this,

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you cannot solve the problem with something which originally created part of the problem.

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Right?

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So revenue focus are very good, but create a problem.

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And some problem that you can see in companies,

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massively laying off people at the moment.

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Customer centric, it creates other issues also.

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When you focus so much on the customer, you don't focus on other areas of the company,

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and it might create some dysfunctional culture.

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Obviously, if you don't focus on your customer, your company doesn't work.

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So the idea is to create a balance.

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Now, as we move to accelerated market,

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as the markets are accelerating, I will show you soon how markets accelerated.

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Then what happened here is that you make people work more,

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because you need to deliver more to your customer,

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you put a lot of pressure on people.

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Second, if you are in the profit at the top, you fire people.

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Now, companies look great between these two.

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So you have to have in mind that customer centric companies,

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when they have a lot of pressure, they tend to move to the top quadrant.

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See what happened with Google, Netflix, or other companies.

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The other way, we love our employees, we love our people,

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and then suddenly from one day to another, they fire 120,000 people.

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Are we happy with this explanation?

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Any question about the left?

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Do you think I'm missing anything here, Greg, if we're going for the right?

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Just explaining the Univalue company, and this is the trivalue model.

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Left-hand is a Univalue.

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At the end of the day, the company focuses on one type,

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even though there are more values.

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At the end of the day, when the company has a lot of pressure,

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they go for one type of value.

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Now, what we move to, as you can see on the right-hand side,

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is low uncertainty in the linear market,

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that you don't have disruption.

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You might have some disruption, but in this market,

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when you have a disruption, for you is an exception.

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Someone released a product which is free now,

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but then it's not going to happen again.

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Well, like you, that's not going to happen again.

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Then, when we are moving into the right-hand side,

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you cannot solve the problem of what you are seeing now in organizations

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without changing the financial and value creation model.

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One of the biggest issues for fallacy here,

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I hope I said that the right words in English.

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Sometimes I make the words,

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is that they can solve something with something that created,

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they originally created the problem.

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Customer-centric started using short-work cycles

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and created an acceleration in the market,

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and more innovation with design thinking, etc.

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That created also some other issues.

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You cannot really solve the problem with the same,

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if everything you have in your place,

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and probably it happened to you, is a hammer,

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you see everything as a nail.

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Probably it happened to you,

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try to do something with their, you know,

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how many knives I broke it,

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trying to screw,

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because I didn't have a screwdriver,

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I tried to screw something, I broke the tip of the knife.

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So, probably happened to you.

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Okay, so, first of all,

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once we understand that market accelerated,

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you might,

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yeah, sure, you can share in the WhatsApp group

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any of the text here.

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You can also share these ideas if you want in LinkedIn.

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You can make captures of the screens.

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So, the screens are free for you to distribute,

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to elaborate.

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Also, if you want to write some article,

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contact us, we might be able to also publish it

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in our newsletter.

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So, once we understand that market are behaving different,

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I'll show you in a few minutes how they behave

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and the numbers, etc.

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You need to understand that the value of creation model,

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how companies create value,

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and how they don't need to change.

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Any company in the left-hand side,

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where they feel a lot of pressure,

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even if they have customer focus,

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they move to the top quadrant and start firing people.

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I will write with the translation of the left.

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Yes?

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Do you look very serious today?

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What do you think, Greg?

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Everyone looks very serious today.

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Oh my God.

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Okay, so let's try to move to the following one.

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So, on the right-hand side,

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we have a different model, how we create value.

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So, it's called Trivalue company.

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I was working for a long time in this model.

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On the trivalue company,

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the idea is easy and you have a lot of science in the book,

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the psychology behind, the types of agility,

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and I saw there were a lot of...

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We were talking about sustainability levels.

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Okay? Let me copy from...

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I'm just copying here from the book.

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I'm creating the slides,

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where I'm talking to you and I'm also...

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I'm also reusing some slides I had.

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So, let me add one more slide here,

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and then I come back to this slide.

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Let me copy a graphic now.

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When I started talking about sustainability levels,

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I think most of you were really, really interested to know

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about sustainability levels.

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And I think one of the important things about sustainability levels,

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let me show you what the sustainability levels are very, very quickly.

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I'm not going to go into detail.

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I'll show you the screenshot, so you know what I'm talking about.

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The enterprise agility has six different types of sustainability.

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Enterprise agility is an ecosystem, not a framework.

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A framework has a very certain part.

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Enterprise agility has raised all these.

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Enterprise agility can be connected with any framework,

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and all the concepts and ideas and models

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we do have in the book recommendation

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for people using safe as-cram and others.

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And the sustainability levels, if you're interested to know more,

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this is what the other framework is called maturity levels,

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and you can see where your company is.

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When you identify which maturity level,

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sustainability level your company is,

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then you can start understanding what to do.

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Now in the book also we talk about the psychology of the company,

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how safe they are, how flexible they are,

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which areas to improve, which technologies they have, et cetera.

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So you know how to move a company from one to another.

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Okay, so let's go back.

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Any question about left before I move to right?

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No? Okay.

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Okay, so then, as market accelerates,

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uncertainty is really high.

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So it changes the way that you need to deal with uncertainty.

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Sorry, Erich, we're not only seeing the science of accelerated change,

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we're not seeing sustainability slides, if that's what you're showing.

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Oh, yes, I went back to the previous one.

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Are you seeing the Trivalue company again?

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Yeah? Okay, yeah, I went back to the previous one.

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It was just something I wanted to show you, to connect with that.

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Thank you Greg for that.

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Let me know if I'm not on the right slide.

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So as markets accelerate, the problem is framework like Scram or Safe,

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they try to over-focus on the customer and try to deliver more,

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and try to put something faster in the market,

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and start creating pressure on people and certain structures.

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Safe is integrating, and there are other frameworks,

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but most of the frameworks on the left-hand side is what we call classic agility,

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or they come from those theories.

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Now, if you assume that you cannot solve the problem with the same tool,

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then you need to find other tools.

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Now, as you move to the right-hand side, we have the Trivalue company.

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The Trivalue company has three types of value,

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and the three types of value are equally important,

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which is customer value, workforce wellbeing value, and company value.

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I'm not going to go very deep into that,

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but we also have dimensions in each of these.

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So we do have kind of OKRs to measure each of these ones, right?

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And you can find these on Chapter 8.

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Chapter 8, it has all the OKRs of what you measure.

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Now, there are two things companies need to know

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when dealing with the accelerated market.

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It's present, how I deal if there is a disruption in the market now,

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and my people are all nervous, they don't know what to do,

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and someone released a product competing with my product,

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maybe three is better than mine, and the second is future thinking,

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how I deal with future disruption,

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like how I prepare my own essential for the future.

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This is what is called future thinking.

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There's a whole massive chapter, it's Chapter 9.

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OK, and future thinking, if you're using this time thinking, it's an evolution.

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Now, I would also say, oh, Greg has the book.

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Now, unfortunately, show the size of the book.

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I started writing this book at 20 pages,

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and then I ended up with a massive, massive book.

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All right, so if you can get it on paper,

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get it on paper because you can highlight it.

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We are getting zero profit now from the book,

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just to, you know, there are many folks we know,

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they lost their jobs and we try to help them.

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OK, so after said that, the Trivalue company has OKR,

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so you can call it OKR, Spot Indicators,

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and then we have also what we call Futures, right,

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and Futures is to deal with the future.

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I'm not going to go that deep into that,

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but there is a whole, whole path in that way.

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We might do several workshops if you are for this.

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Now, as we move to the right, there are two behaviors

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that companies need to do and need to feel comfortable about it.

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The first one, when you are on the left-hand side

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and you use the Scrum of Safe, Scrum of Safe

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can deal with disruption in products.

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So someone create a better product, so I put more innovation.

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But Scrum of Safe, or any others on the left-hand side,

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cannot deal with business model disruption.

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So we have two kinds of disruptions.

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Product disruption and business model disruption.

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Product disruption is someone did put something better

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than my product or, you know, I changed the product,

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I offer something else.

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Now, what is business model disruption?

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Business model disruption is I was creating shoes,

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and then someone started bringing shoes from other countries.

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It's one-tenth of the price of my shoes and are better quality.

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So I cannot keep selling shoes.

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I cannot change the business model.

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So when you change the business model,

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Enterprise AGD has 12 principles based on science.

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I think it's principle 11 or 12.

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It teaches you how to deal with adjacent markets.

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So you are producing something in one market.

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Someone disrupts your market.

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You need to move to another market.

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The best way is to move to an adjacent market.

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that are very similar.

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There maybe you cannot produce shoes anymore,

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but you can produce boots or something similar.

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And you use the same skills,

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you don't need to fire people.

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All right, I will talk about this maybe in the future.

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Now, these are the two behavior you want to see

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in a company export to exponential change,

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which is the capability of being able

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to recreate the business model.

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So my business model is not working anymore.

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I need to recreate.

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So maybe I was selling one piece of software

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and that piece of software now is free.

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Everyone offers for free.

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I cannot keep going in that direction

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otherwise I will fail, right?

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Now most of companies on the left hand side,

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when they are exposed to a situation like this,

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the first reaction is to fire people.

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See what Google did when they have chatGPD.

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They fire thousands of people.

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Now, I will talk about waves in a few minutes.

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See how far we are in the, we have half an hour more.

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So remember to move.

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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,

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if they are on the left hand side,

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they generally fire people, okay?

00:20:47

On the reduced cost or like a company I work for,

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we could not print more than X pages per month

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because you know, this kind of city situation,

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they wanted to save in paper.

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So this is, these kind of strength things

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that start happening in companies.

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Now, behavior, two behavior we need in companies

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exposed to accelerated change is

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being able to recreate the business model.

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This is not the same as disrupting your product.

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So safe and scrum can deal with product disruption,

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but they cannot deal with business model disruption.

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So, what it means is strategically adapt to the new reality.

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And the strategically means also adapt in a sustainable way.

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And again, in here we need to look after your workforce,

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your company and your customer.

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And the second thing is try to disrupt the whole market.

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Try to create things that disrupt the market.

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These are two behaviors that are needed in,

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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,

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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.

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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.

Transcription