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00:00:00So there is something I will show you today, which is the science of accelerated change.
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00:00:05And 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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00:00:12Many of you are using "SAFe" framework, or using "SCRUM" framework, or using your own approaches now.
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00:00:17The problem here is if you do not understand the science behind accelerated change,
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00:00:23and you don't understand how it impacts people, then you're going to struggle with this.
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00:00:29Now, some of the things that probably happened in the last two years, especially after COVID,
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00:00:37is that you start seeing companies more aggressively trying to compete in markets, laying off people,
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00:00:44trying to compete, and trying to make more pressure on people.
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00:00:47There are a lot of number of disruptions, so maybe things change from one week to another, etc.
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00:00:53Now, I have good news for you. We have a solution for these situations.
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00:00:57I have another news that we might or might not want to hear,
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00:01:02is 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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00:01:09When I'm talking about existing frameworks, I'm talking about "SAFe" framework, and specifically "SCRUM".
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00:01:13SAFE and SCRAM, when you start reading the book, who started reading the book?
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00:01:19Did anyone start? Or not yet?
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00:01:21Oh, Ronny, you did not. And how did you start reading the book? Not yet? You didn't have time?
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00:01:29Unfortunately, I couldn't have tried, but I couldn't download it.
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00:01:35Oh, you cannot. For legal reasons, you cannot, but then you can get the one for Kindle.
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00:01:42I think it's $3. Unfortunately, we don't have a deal with Amazon, but you can get the Kindle version.
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00:01:48Now, remember that if you pass all the tests, when you get the final exam,
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00:01:53you become a certified enterprise agility practitioner and enter university cover your exam.
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00:01:59Now, acceleration in market change, the game, because most frameworks are,
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00:02:08I think this is going to be really interactive.
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00:02:11So let me, I will be copying from the book, and I will be doing that live.
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00:02:18So I will basically change this conversation.
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00:02:22And basically, I am now copying one of the graphics, which is the trivalue matrix.
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00:02:28And then I will try to explain some of our partners, one of our partners in Argentina.
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00:02:34We were working with him, his name is Walter Schraver.
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00:02:39We were working, he worked for a big consultancy company in Argentina.
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00:02:47He basically is in charge of dealing with companies all the time.
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00:02:53He 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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00:03:04And then I will use this now. What I'm doing now, you're not seeing this,
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00:03:08but what I'm doing is I'm copying these into the presentations.
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00:03:13So I'm creating the presentation at this time.
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00:03:16So I will show you something which is the trivalie matrix.
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00:03:20Let me see. There you are. I don't know why it's not updated.
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00:03:24Let me try to see what's going on here.
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00:03:26Oh, yes. Okay, I will show you the trivalie matrix.
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00:03:30So you can say what the hell is this?
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00:03:33All right, so left-hand side. Let's start with the very basic.
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00:03:39This is the top left, top right. Our company is focused on revenue.
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00:03:44And these companies, and before I start, you can agree and you can also disagree with this. This is life.
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00:03:52So company focused on revenue only. They try to optimize whatever they do.
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00:03:58They take a value stream, they take a bunch of people and they try to optimize it.
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00:04:02Now, whatever the company does, they try to optimize it.
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00:04:05Generally, they talk about resources instead of people.
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00:04:09They try to protect their revenue and increase revenue.
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00:04:13And they massively try to reduce costs. This is what these companies are.
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00:04:18So when market accelerates, these companies are in the worst position ever.
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00:04:23Because a company which is a profit-centric,
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00:04:27they generally try to focus on reducing the cost all the time.
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00:04:36Now, obviously, there is a problem here is when the market accelerates,
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00:04:42you need a lot of creativity of how to solve situations.
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00:04:46And then most of these companies, they work like a machine.
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00:04:51They focus, they have these paradigm of organizations as a machine.
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00:04:55So they think that, you see that, oh, we fire this team, we save some money,
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00:05:02but they are also destroying this shared knowledge.
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00:05:05These companies are in the worst scenario when market accelerates.
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00:05:09What does it mean not market accelerates?
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00:05:11Well, it means that the number of situations you experience and changes
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00:05:15are so much higher than before.
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00:05:18And they concretely talk about market disruptions.
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00:05:22It can disrupt your market. Your market can be disrupted,
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00:05:26and they can disrupt your product.
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00:05:28Now, I'm going to talk about the difference between current frameworks
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00:05:32and product disruption and business model disruption,
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00:05:36which is a completely different idea.
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00:05:39So are we okay with the top left?
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00:05:42Everyone, I think, is working in a company that is trying to focus on revenue.
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00:05:50Now, on the left-hand side, we have the models that are based on agile principles,
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00:05:57and this is what we call classic agility.
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00:06:01Now, classic agility is coming from 2000.
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00:06:04In 2000, there are a couple of things very important to understand.
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00:06:08First, market at that time, it was not like now,
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00:06:12with artificial intelligence, short work cycles, madness, were completely different.
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00:06:17Second, the bunch of guys, and I'm saying guys because they were all males,
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00:06:23the bunch of guys were very clever, but they were coming from information technology.
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00:06:29So we are missing many parts from neuroscience of change, from psychology, and other areas.
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00:06:35And the third thing is that they were just male from two countries or three countries,
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00:06:39and the world is really globalized now,
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00:06:42and in organizations, we are looking for equity, diversity, and neurodiversity.
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00:06:47So in a place where we have equity, diversity, and neurodiversity, ideas flow.
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00:06:52Now, classic agility is restricted.
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00:06:56Now, we started building at the top of this, we have frameworks like "SAFe" framework or "SCRUM" framework,
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00:07:01they have been trying to adapt.
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00:07:03Now, even if they adapt and improve, they are based on the same foundations.
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00:07:07So they are customer centric, and they try to delight your customers,
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00:07:12provide, you know, focus on the customer.
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00:07:16Now, you can say, Erich, what's wrong with this?
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00:07:19Okay, so this is what we call univalue companies.
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00:07:22Univalue companies are based on one type of value.
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00:07:25In reality, they have more types of value,
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00:07:28but at the end of the day, when they have to make a decision, they focus on one of them.
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00:07:34So companies at the top, they focus on, you know, if I need to make money,
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00:07:38I don't have any other option, I fire people.
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00:07:40Company at the top, at the bottom, if I need to finish a product
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00:07:44because I need to bring more value to the customer,
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00:07:47and I need to bring my employees the weekends, or many weekends to work,
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00:07:50I will bring them.
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00:07:51Are we happy with this explanation?
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00:07:54And can you hear me well?
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00:07:56Give me a thumb.
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00:07:58Okay, something that you have here also is, we have this reaction here.
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00:08:02Let me see if I can put that.
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00:08:05I don't know, it's working.
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00:08:06Yes, it is working.
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00:08:07So you have the reactions that you can use.
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00:08:09All right, so this is the first thing.
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00:08:11Now, the problem is, well, there are several issues.
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00:08:15First of all, and I want you to remember this,
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00:08:19you cannot solve the problem with something which originally created part of the problem.
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00:08:25Right?
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00:08:26So revenue focus are very good, but create a problem.
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00:08:30And some problem that you can see in companies,
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00:08:32massively laying off people at the moment.
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00:08:35Customer centric, it creates other issues also.
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00:08:40When you focus so much on the customer, you don't focus on other areas of the company,
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00:08:44and it might create some dysfunctional culture.
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00:08:47Obviously, if you don't focus on your customer, your company doesn't work.
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00:08:51So the idea is to create a balance.
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00:08:54Now, as we move to accelerated market,
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00:08:57as the markets are accelerating, I will show you soon how markets accelerated.
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00:09:00Then what happened here is that you make people work more,
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00:09:06because you need to deliver more to your customer,
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00:09:09you put a lot of pressure on people.
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00:09:11Second, if you are in the profit at the top, you fire people.
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00:09:15Now, companies look great between these two.
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00:09:17So you have to have in mind that customer centric companies,
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00:09:21when they have a lot of pressure, they tend to move to the top quadrant.
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00:09:26See what happened with Google, Netflix, or other companies.
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00:09:30The other way, we love our employees, we love our people,
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00:09:33and then suddenly from one day to another, they fire 120,000 people.
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00:09:37Are we happy with this explanation?
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00:09:40Any question about the left?
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00:09:42Do you think I'm missing anything here, Greg, if we're going for the right?
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00:09:47Just explaining the Univalue company, and this is the trivalue model.
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00:09:53Left-hand is a Univalue.
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00:09:57At the end of the day, the company focuses on one type,
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00:09:59even though there are more values.
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00:10:02At the end of the day, when the company has a lot of pressure,
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00:10:04they go for one type of value.
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00:10:06Now, what we move to, as you can see on the right-hand side,
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00:10:11is low uncertainty in the linear market,
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00:10:14that you don't have disruption.
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00:10:16You might have some disruption, but in this market,
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00:10:18when you have a disruption, for you is an exception.
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00:10:20Someone released a product which is free now,
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00:10:23but then it's not going to happen again.
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00:10:26Well, like you, that's not going to happen again.
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00:10:29Then, when we are moving into the right-hand side,
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00:10:33you cannot solve the problem of what you are seeing now in organizations
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00:10:38without changing the financial and value creation model.
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00:10:42One of the biggest issues for fallacy here,
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00:10:46I hope I said that the right words in English.
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00:10:48Sometimes I make the words,
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00:10:51is that they can solve something with something that created,
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00:10:54they originally created the problem.
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00:10:56Customer-centric started using short-work cycles
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00:10:59and created an acceleration in the market,
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00:11:01and more innovation with design thinking, etc.
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00:11:04That created also some other issues.
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00:11:07You cannot really solve the problem with the same,
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00:11:09if everything you have in your place,
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00:11:12and probably it happened to you, is a hammer,
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00:11:14you see everything as a nail.
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00:11:17Probably it happened to you,
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00:11:19try to do something with their, you know,
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00:11:21how many knives I broke it,
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00:11:23trying to screw,
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00:11:26because I didn't have a screwdriver,
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00:11:28I tried to screw something, I broke the tip of the knife.
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00:11:31So, probably happened to you.
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00:11:33Okay, so, first of all,
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00:11:35once we understand that market accelerated,
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00:11:37you might,
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00:11:39yeah, sure, you can share in the WhatsApp group
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00:11:44any of the text here.
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00:11:46You can also share these ideas if you want in LinkedIn.
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00:11:49You can make captures of the screens.
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00:11:52So, the screens are free for you to distribute,
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00:11:55to elaborate.
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00:11:57Also, if you want to write some article,
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00:11:59contact us, we might be able to also publish it
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00:12:01in our newsletter.
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00:12:03So, once we understand that market are behaving different,
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00:12:06I'll show you in a few minutes how they behave
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00:12:08and the numbers, etc.
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00:12:10You need to understand that the value of creation model,
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00:12:12how companies create value,
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00:12:14and how they don't need to change.
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00:12:16Any company in the left-hand side,
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00:12:18where they feel a lot of pressure,
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00:12:20even if they have customer focus,
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00:12:22they move to the top quadrant and start firing people.
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00:12:25I will write with the translation of the left.
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00:12:28Yes?
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00:12:30Do you look very serious today?
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00:12:32What do you think, Greg?
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00:12:34Everyone looks very serious today.
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00:12:36Oh my God.
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00:12:38Okay, so let's try to move to the following one.
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00:12:43So, on the right-hand side,
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00:12:45we have a different model, how we create value.
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00:12:48So, it's called Trivalue company.
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00:12:51I was working for a long time in this model.
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00:12:54On the trivalue company,
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00:12:56the idea is easy and you have a lot of science in the book,
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00:13:00the psychology behind, the types of agility,
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00:13:04and I saw there were a lot of...
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00:13:06We were talking about sustainability levels.
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00:13:09Okay? Let me copy from...
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00:13:11I'm just copying here from the book.
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00:13:13I'm creating the slides,
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00:13:15where I'm talking to you and I'm also...
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00:13:19I'm also reusing some slides I had.
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00:13:22So, let me add one more slide here,
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00:13:26and then I come back to this slide.
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00:13:29Let me copy a graphic now.
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00:13:32When I started talking about sustainability levels,
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00:13:35I think most of you were really, really interested to know
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00:13:38about sustainability levels.
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00:13:40And I think one of the important things about sustainability levels,
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00:13:43let me show you what the sustainability levels are very, very quickly.
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00:13:48I'm not going to go into detail.
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00:13:50I'll show you the screenshot, so you know what I'm talking about.
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00:13:53The enterprise agility has six different types of sustainability.
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00:13:57Enterprise agility is an ecosystem, not a framework.
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00:14:01A framework has a very certain part.
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00:14:03Enterprise agility has raised all these.
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00:14:05Enterprise agility can be connected with any framework,
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00:14:08and all the concepts and ideas and models
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00:14:11we do have in the book recommendation
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00:14:13for people using safe as-cram and others.
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00:14:16And the sustainability levels, if you're interested to know more,
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00:14:20this is what the other framework is called maturity levels,
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00:14:23and you can see where your company is.
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00:14:26When you identify which maturity level,
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00:14:30sustainability level your company is,
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00:14:32then you can start understanding what to do.
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00:14:35Now in the book also we talk about the psychology of the company,
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00:14:38how safe they are, how flexible they are,
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00:14:41which areas to improve, which technologies they have, et cetera.
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00:14:43So you know how to move a company from one to another.
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00:14:46Okay, so let's go back.
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00:14:49Any question about left before I move to right?
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00:14:53No? Okay.
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00:14:55Okay, so then, as market accelerates,
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00:14:59uncertainty is really high.
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00:15:02So it changes the way that you need to deal with uncertainty.
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00:15:07Sorry, Erich, we're not only seeing the science of accelerated change,
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00:15:13we're not seeing sustainability slides, if that's what you're showing.
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00:15:16Oh, yes, I went back to the previous one.
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00:15:19Are you seeing the Trivalue company again?
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00:15:22Yeah? Okay, yeah, I went back to the previous one.
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00:15:26It was just something I wanted to show you, to connect with that.
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00:15:29Thank you Greg for that.
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00:15:31Let me know if I'm not on the right slide.
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00:15:34So as markets accelerate, the problem is framework like Scram or Safe,
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00:15:43they try to over-focus on the customer and try to deliver more,
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00:15:46and try to put something faster in the market,
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00:15:49and start creating pressure on people and certain structures.
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00:15:53Safe is integrating, and there are other frameworks,
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00:15:58but most of the frameworks on the left-hand side is what we call classic agility,
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00:16:02or they come from those theories.
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00:16:04Now, if you assume that you cannot solve the problem with the same tool,
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00:16:07then you need to find other tools.
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00:16:09Now, as you move to the right-hand side, we have the Trivalue company.
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00:16:12The Trivalue company has three types of value,
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00:16:15and the three types of value are equally important,
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00:16:20which is customer value, workforce wellbeing value, and company value.
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00:16:24I'm not going to go very deep into that,
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00:16:26but we also have dimensions in each of these.
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00:16:31So we do have kind of OKRs to measure each of these ones, right?
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00:16:36And you can find these on Chapter 8.
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00:16:42Chapter 8, it has all the OKRs of what you measure.
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00:16:46Now, there are two things companies need to know
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00:16:50when dealing with the accelerated market.
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00:16:54It's present, how I deal if there is a disruption in the market now,
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00:16:58and my people are all nervous, they don't know what to do,
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00:17:01and someone released a product competing with my product,
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00:17:04maybe three is better than mine, and the second is future thinking,
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00:17:07how I deal with future disruption,
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00:17:09like how I prepare my own essential for the future.
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00:17:12This is what is called future thinking.
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00:17:14There's a whole massive chapter, it's Chapter 9.
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00:17:18OK, and future thinking, if you're using this time thinking, it's an evolution.
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00:17:23Now, I would also say, oh, Greg has the book.
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00:17:26Now, unfortunately, show the size of the book.
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00:17:30I started writing this book at 20 pages,
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00:17:33and then I ended up with a massive, massive book.
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00:17:37All right, so if you can get it on paper,
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00:17:40get it on paper because you can highlight it.
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00:17:42We are getting zero profit now from the book,
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00:17:44just to, you know, there are many folks we know,
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00:17:47they lost their jobs and we try to help them.
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00:17:49OK, so after said that, the Trivalue company has OKR,
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00:17:55so you can call it OKR, Spot Indicators,
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00:18:00and then we have also what we call Futures, right,
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00:18:04and Futures is to deal with the future.
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00:18:06I'm not going to go that deep into that,
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00:18:09but there is a whole, whole path in that way.
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00:18:11We might do several workshops if you are for this.
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00:18:15Now, as we move to the right, there are two behaviors
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00:18:19that companies need to do and need to feel comfortable about it.
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00:18:24The first one, when you are on the left-hand side
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00:18:26and you use the Scrum of Safe, Scrum of Safe
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00:18:28can deal with disruption in products.
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00:18:31So someone create a better product, so I put more innovation.
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00:18:34But Scrum of Safe, or any others on the left-hand side,
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00:18:37cannot deal with business model disruption.
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00:18:41So we have two kinds of disruptions.
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00:18:43Product disruption and business model disruption.
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00:18:46Product disruption is someone did put something better
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00:18:49than my product or, you know, I changed the product,
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00:18:52I offer something else.
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00:18:54Now, what is business model disruption?
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00:18:56Business model disruption is I was creating shoes,
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00:18:59and then someone started bringing shoes from other countries.
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00:19:02It's one-tenth of the price of my shoes and are better quality.
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00:19:08So I cannot keep selling shoes.
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00:19:10I cannot change the business model.
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00:19:13So when you change the business model,
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00:19:17Enterprise AGD has 12 principles based on science.
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00:19:21I think it's principle 11 or 12.
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00:19:23It teaches you how to deal with adjacent markets.
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00:19:27So you are producing something in one market.
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00:19:30Someone disrupts your market.
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00:19:32You need to move to another market.
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00:19:34The best way is to move to an adjacent market.
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00:19:37that are very similar.
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00:19:38There maybe you cannot produce shoes anymore,
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00:19:40but you can produce boots or something similar.
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00:19:44And you use the same skills,
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00:19:45you don't need to fire people.
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00:19:47All right, I will talk about this maybe in the future.
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00:19:50Now, these are the two behavior you want to see
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00:19:53in a company export to exponential change,
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00:19:55which is the capability of being able
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00:19:57to recreate the business model.
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00:19:59So my business model is not working anymore.
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00:20:02I need to recreate.
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00:20:04So maybe I was selling one piece of software
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00:20:07and that piece of software now is free.
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00:20:08Everyone offers for free.
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00:20:09I cannot keep going in that direction
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00:20:11otherwise I will fail, right?
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00:20:13Now most of companies on the left hand side,
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00:20:16when they are exposed to a situation like this,
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00:20:18the first reaction is to fire people.
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00:20:20See what Google did when they have chatGPD.
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00:20:23They fire thousands of people.
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00:20:25Now, I will talk about waves in a few minutes.
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00:20:28See how far we are in the, we have half an hour more.
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00:20:31So remember to move.
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00:20:33I will stand up just later to move my body.
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00:20:36I need to just oxygenate myself.
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00:20:38So feel free to do the same.
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00:20:39So in companies where the business model is disrupted,
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00:20:44if they are on the left hand side,
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00:20:45they generally fire people, okay?
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00:20:47On the reduced cost or like a company I work for,
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00:20:51we could not print more than X pages per month
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00:20:56because you know, this kind of city situation,
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00:21:00they wanted to save in paper.
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00:21:02So this is, these kind of strength things
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00:21:04that start happening in companies.
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00:21:06Now, behavior, two behavior we need in companies
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00:21:09exposed to accelerated change is
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00:21:11being able to recreate the business model.
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00:21:13This is not the same as disrupting your product.
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00:21:17So safe and scrum can deal with product disruption,
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00:21:21but they cannot deal with business model disruption.
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00:21:23So, what it means is strategically adapt to the new reality.
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00:21:28And the strategically means also adapt in a sustainable way.
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00:21:33And again, in here we need to look after your workforce,
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00:21:36your company and your customer.
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00:21:38And the second thing is try to disrupt the whole market.
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00:21:41Try to create things that disrupt the market.
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00:21:43These are two behaviors that are needed in,
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00:21:47when we're talking about exponential market
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00:21:48and you cannot get it, okay?
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00:21:50I'm not gonna go too deep with this,
-
00:21:52but we do also have an enterprise agility,
-
00:21:55something called the three universal outcomes
-
00:21:58of enterprise agility.
-
00:21:59We also explain how to incorporate this
-
00:22:01into your frameworks.
-
00:22:02And it's always innovative, always ready,
-
00:22:05always responsive and always innovative.
-
00:22:07This is when we were trying to talk about
-
00:22:10kind of high level OKRs.
-
00:22:12There are just three OKRs that apply to any company,
-
00:22:15no matter what, which kind of company it is, right?
-
00:22:21And this is what we call the three universal outcomes
-
00:22:23of enterprise agility.
-
00:22:24And it helps us align where we are.
-
00:22:26And there is a whole chapter about the psychology
-
00:22:29of all these three.
-
00:22:31These ones are always ready.
-
00:22:33Okay, great, you say that because you know,
-
00:22:36I want to hear that for myself.
-
00:22:38Yes.
-
00:22:40Go for the, we have three universal values.
-
00:22:44It's always ready.
-
00:22:45Outcomes, outcomes, outcomes.
-
00:22:47Sorry, outcomes.
-
00:22:49Always ready.
-
00:22:51Always, it's truly in the morning over here.
-
00:22:54Always responsive and always innovative.
-
00:22:59And when we were talking about always ready,
-
00:23:01it's readiness on people and the company.
-
00:23:03But we did a lot of research.
-
00:23:05Human beings are not prepared for exponential changes
-
00:23:09in the market.
-
00:23:10So we had to do a lot of research on neuroscience
-
00:23:13to try, hi, Irina, how are you?
-
00:23:15I'm in the, I'm just here to say.
-
00:23:18She's another partner from enterprise agility university.
-
00:23:22She's in North Macedonia.
-
00:23:24Hi everyone.
-
00:23:25Hi folks,
-
00:23:26Just wanted to disrupt this two folks conversation
-
00:23:28because it's something that came to my mind
-
00:23:30when Greg said always ready, always responsive
-
00:23:32and always innovative.
-
00:23:33This is what Greg in reality is.
-
00:23:35He's always ready, even in 2 a.m. for our group.
-
00:23:40And always responsive and always innovative.
-
00:23:43It's such a pleasure to work with Greg all the years along.
-
00:23:46So, so if we're interrupting you guys, I'm still there.
-
00:23:49No, this is very, very important
-
00:23:51because it's very important what Ire na is saying.
-
00:23:53One of the problems the company have
-
00:23:55is how you make people be always ready.
-
00:23:58Because it needs, we did a lot of studies
-
00:24:01and we have a lot of study.
-
00:24:02You're gonna see in the book, Neuroscience,
-
00:24:05of how you can come and have people who are always ready
-
00:24:08with low levels of stress.
-
00:24:10That's the key because when people start feeling stress,
-
00:24:14the amount of cortisol in the brain increases.
-
00:24:17And then there is the accelerated change principle number.
-
00:24:20One would have 12 accelerated change principles
-
00:24:22in enterprise agility,
-
00:24:23which allows you to create your own frameworks.
-
00:24:25And the one is says that when levels of cortisol increase,
-
00:24:29the person feel stress,
-
00:24:30they are able to see different perspectives.
-
00:24:32Now, when people start feeling stress,
-
00:24:34innovation decreases and business value decreases
-
00:24:37and people start fighting and protecting themselves.
-
00:24:39That this is for another,
-
00:24:40we have so many things we can talk about.
-
00:24:42Okay, so it always ready.
-
00:24:44It means the capacity of an organization
-
00:24:46of people to be able to be ready for whatever it comes.
-
00:24:50And that requires the science of accelerated change.
-
00:24:55If you don't understand the science,
-
00:24:57you cannot have people who are always ready for change.
-
00:25:01Because being always ready for change,
-
00:25:04it means have higher lower levels of cortisol
-
00:25:07and stress all the time.
-
00:25:08Okay, but let's move on.
-
00:25:10I don't want to stay here forever.
-
00:25:11Okay, so,
-
00:25:15just confirm that you can see now
-
00:25:17how the artificial intelligence has increased
-
00:25:20in the last few years.
-
00:25:21Can you see that?
-
00:25:22Okay, so on the right hand side is,
-
00:25:24on the left hand side,
-
00:25:25we have some of the curves
-
00:25:27which look like they're growing slowly.
-
00:25:30And the other ones are growing slightly linear
-
00:25:34in the beginning.
-
00:25:35But then when image recognition started,
-
00:25:37you can see image recognition
-
00:25:39start being exponential, right?
-
00:25:42And if you see on the right hand side,
-
00:25:45reading comprehension and language understanding
-
00:25:47is double exponential.
-
00:25:49So imagine that those technologies,
-
00:25:52the number of disruptions are creating in the markets,
-
00:25:56in your companies.
-
00:25:57So you're dealing with something,
-
00:25:58and then two days after you're dealing with something else
-
00:26:01and this start accelerating.
-
00:26:03Any question about this?
-
00:26:05Anything you wanted to add here?
-
00:26:07So this generates impact in your company.
-
00:26:16So the more technology becomes exponential,
-
00:26:23the more your people are gonna need to change and adapt.
-
00:26:27But then if you don't understand the science
-
00:26:29of accelerated change and neuroscience of change,
-
00:26:31then it's very difficult.
-
00:26:32And the procedures, structures, et cetera, right?
-
00:26:35Now, this is where everything started.
-
00:26:38So this is where this presentation started.
-
00:26:40Let me see the time.
-
00:26:41We're gonna finish in 15, 20 minutes.
-
00:26:46All right, so this is what we call waves.
-
00:26:50If you work in a scram or safe
-
00:26:51or any other similar framework,
-
00:26:55you need, you have a sprint,
-
00:26:57and then you finish something,
-
00:26:58you release something in the market,
-
00:26:59and then you start to get, and that generates waves.
-
00:27:02If you pay attention to behaviors in companies,
-
00:27:04there is repetitive, right?
-
00:27:06So it's like a wave.
-
00:27:07So you are at the top,
-
00:27:09people are rushing trying to find requirement
-
00:27:11of whatever, then there is a development,
-
00:27:13then there are some problems.
-
00:27:14But these waves are similar all the time, right?
-
00:27:17Plus, minus, it generates certain waves.
-
00:27:19And these waves is like you're a surfer.
-
00:27:23You can surf the waves.
-
00:27:25Now, the problem is when you're moving
-
00:27:27to exponential markets,
-
00:27:31the waves look like this,
-
00:27:32like this.
-
00:27:36Just ignore what is the broad focus and discipline focus.
-
00:27:41But then, they aren't like that.
-
00:27:43So the difference between one event
-
00:27:45and the other one is very, very big,
-
00:27:47which means that I'm producing something
-
00:27:49and I could have a disruption here.
-
00:27:51I have no idea how to solve it.
-
00:27:53And then I solve it,
-
00:27:54and then there is a disruption,
-
00:27:55but now the difference is larger, right?
-
00:27:58So look at this.
-
00:28:00Imagine you are in the sea,
-
00:28:03you are a surfer,
-
00:28:03you probably can surf this.
-
00:28:06You cannot surf this, right?
-
00:28:09Now, in the book, we talk about the brain
-
00:28:12and two different kind of focus people have
-
00:28:14when this kind of thing happened.
-
00:28:15I'm not gonna go deep,
-
00:28:16but the idea is these waves also produce actions
-
00:28:21in the company, behaviors, demand for requirement,
-
00:28:24demand for things.
-
00:28:26But then the demand between what you need
-
00:28:28and what you got is very big.
-
00:28:31In the previous one, you can surf it.
-
00:28:34Are we okay with this?
-
00:28:35I'm trying to go very easy with explanation.
-
00:28:37Is it clear the waves?
-
00:28:40So an example is you are producing something,
-
00:28:43you're using Safe for Scrum,
-
00:28:45and then someone, a client put a product like yours free,
-
00:28:50and another client put a product which is 10 times better,
-
00:28:53and is one-tenth of the price of yours.
-
00:28:55This is the first way.
-
00:28:57And then you massively make up
-
00:28:59to try to get something better,
-
00:29:01and then suddenly happen,
-
00:29:02but now it's even larger.
-
00:29:05So it creates these waves.
-
00:29:06So these waves, you cannot navigate these waves
-
00:29:10with the current frameworks.
-
00:29:12And this is what we need,
-
00:29:13the science of accelerated change and new ideas of models.
-
00:29:18Now, enterprise agility is not a framework,
-
00:29:19it's not like Safe.
-
00:29:20Enterprise agility is a comprehensive,
-
00:29:23organizational, social and business model
-
00:29:25that enables your company to adapt,
-
00:29:28to accelerate the change
-
00:29:29and exponential market conditions,
-
00:29:31while prioritizing workforce wellbeing,
-
00:29:33customer needs and overall company value.
-
00:29:36So what is the difference between an ecosystem?
-
00:29:43So enterprise agility is an ecosystem,
-
00:29:45and a framework.
-
00:29:45Well, I was talking to Davis now many years ago,
-
00:29:49and we agree that if we want to solve many of the problems
-
00:29:52we are having a situation,
-
00:29:53we're having now, you cannot have some rigid framework, right?
-
00:29:57You need to have something like a puzzle,
-
00:30:00where you have a smaller framework
-
00:30:02than you plug in or plug out,
-
00:30:04you know, you plug in when you need it.
-
00:30:05Now, many of these, the framework models we created,
-
00:30:09you can insert them into your existing reality,
-
00:30:12even if it is in safe, scrambling or whatever.
-
00:30:16So I'll give you an example.
-
00:30:19Imagine a company,
-
00:30:20and this is something we were discussing in the group,
-
00:30:23where leaders cannot fail.
-
00:30:26They don't feel like failing is good, right?
-
00:30:29Well, we have a lot of research
-
00:30:30in terms of something called intellectual humility.
-
00:30:35And we do now know
-
00:30:39how to increase intellectual humility in leaders.
-
00:30:41We have a framework called the Lighthouse Model.
-
00:30:43So what you do is you take this framework
-
00:30:45and you plug it in,
-
00:30:47no matter if you are in safe or you're in a scrub.
-
00:30:50Right?
-
00:30:51The models and framework can be plugged in any situation.
-
00:30:54And why is an ecosystem?
-
00:30:56It's an ecosystem because it impacts everything, right?
-
00:31:01It completely, and then we are talking about burnout.
-
00:31:03Who said that?
-
00:31:04Let me talk about burnout.
-
00:31:05It was you, Greg?
-
00:31:06Greg, yes.
-
00:31:08So we are talking about burnout.
-
00:31:12And then we are exhausting many of the resources.
-
00:31:17So everything is interconnected.
-
00:31:19You cannot solve the problem with the existing models.
-
00:31:22So enterprise agility have a super holistic.
-
00:31:24And when you go to chapter eight at nine,
-
00:31:26and you learn about the spot indicators,
-
00:31:29you learn about future thinking.
-
00:31:31And when you go, even chapter six,
-
00:31:33the 12 accelerated change principle
-
00:31:35that allow you to create your own framework.
-
00:31:37Because one of the things we wanted with enterprise agility
-
00:31:39for consultants to be able to create their own frameworks,
-
00:31:43customized for the company.
-
00:31:45How do you know if it's gonna work?
-
00:31:47Well, what I decided is to create 12 principles.
-
00:31:50If you follow those principles,
-
00:31:52or some of those principles,
-
00:31:54you can create any framework you want for your clients.
-
00:31:57And it's gonna work fine.
-
00:31:59All right.
-
00:32:00Are we clear with explanation so far?
-
00:32:05Yeah, all right.
-
00:32:05Yeah, enough of that.
-
00:32:07Budget,
-
00:32:08uh,
-
00:32:09budget,
-
00:32:10said,
-
00:32:11no wonder that we are an exhausted society
-
00:32:14from all these change waves.
-
00:32:15Yeah, exactly.
-
00:32:16Exactly.
-
00:32:17And this is what it produced.
-
00:32:20Having these waves produce burnout,
-
00:32:24produce massive layoff.
-
00:32:25And see what I tell you the pattern.
-
00:32:28And I knew that the pattern is Google fired
-
00:32:31100000 people
-
00:32:34And then two months after,
-
00:32:35they needed to rehire people.
-
00:32:39Right?
-
00:32:39Why it happens is because markets are shifting.
-
00:32:44And then you probably need these skills again.
-
00:32:46But as they move and they panic,
-
00:32:48they move to the,
-
00:32:49you remember the trivalue matrix,
-
00:32:51they move to the top.
-
00:32:53Right?
-
00:32:53So most companies,
-
00:32:54when they fire someone,
-
00:32:56unless they are in a very bad situation,
-
00:32:57they could probably need to refire and rehire those people.
-
00:33:01All right.
-
00:33:02So let's move on.
-
00:33:03I have no idea what's coming up.
-
00:33:04So after we understand that enterprise agility
-
00:33:06is an ecosystem,
-
00:33:07I feel so much better.
-
00:33:08Because I know that it's not gonna
-
00:33:10just solve software problems.
-
00:33:12It's not gonna just allow me to sprint better.
-
00:33:16And it's not gonna just allow me
-
00:33:18to reduce waste in my company.
-
00:33:21All right?
-
00:33:22Or without using names,
-
00:33:24I won't just mention it in that.
-
00:33:25So it's an ecosystem.
-
00:33:27Now, one of the important things
-
00:33:30I wanted to mention here,
-
00:33:31and I think I'm missing,
-
00:33:33I will talk about this,
-
00:33:34but I do miss something here,
-
00:33:37and I will mention that before.
-
00:33:39So some people ask me,
-
00:33:42what the science of accelerating change?
-
00:33:44The science of accelerating change in enterprise agility
-
00:33:46is a whole topic.
-
00:33:47Okay, this is like,
-
00:33:49I ended up with an Onion book.
-
00:33:50In an Onion book,
-
00:33:51if you go into something,
-
00:33:52and then you ended up in something else.
-
00:33:54So the science of accelerating change
-
00:33:57is what you need in order to help your companies
-
00:34:00to deal with a new situation, right?
-
00:34:02Now, the science of accelerating change
-
00:34:05has three different areas.
-
00:34:08Neuroscience of change,
-
00:34:10where you need to understand
-
00:34:11how the brain reacts to accelerate the change.
-
00:34:13The brain, that's not reacting the same way
-
00:34:15to linear change that accelerate the change.
-
00:34:17The type of structures you need in the company
-
00:34:19are different,
-
00:34:20and how you deal with this is different, right?
-
00:34:22Neuroscience of change,
-
00:34:23if you don't know,
-
00:34:24is the study of the brain
-
00:34:26and how the brain react to external situations.
-
00:34:30And we do have a lot of neuroscience of change.
-
00:34:32Now, in my book,
-
00:34:33I did a massive effort to explain it
-
00:34:37in a very simple, very, very simple language.
-
00:34:41And I will talk about why is inter-independency
-
00:34:44the an inclusive framework
-
00:34:45and what it means for you,
-
00:34:46which is something very important.
-
00:34:48Now, this is the first area.
-
00:34:49The second area,
-
00:34:50let me go to the left-hand side at the bottom,
-
00:34:53is behavioral science.
-
00:34:55We are really, really advancing behavioral science
-
00:34:58and the models, right?
-
00:35:01I think it's very important here
-
00:35:07because when we are talking about behavioral science,
-
00:35:12we are making sure that we understand,
-
00:35:14I don't know why the language change.
-
00:35:16I'll give me one second.
-
00:35:19Language change settings.
-
00:35:22I don't know what language change here.
-
00:35:27All right, I don't know.
-
00:35:29So, when we are talking about behavioral science,
-
00:35:33yes, there are some initiatives
-
00:35:36like business agility from the Business Agility Institute.
-
00:35:39We're gonna add in some basic concepts
-
00:35:42of behavioral science.
-
00:35:44But compared to enterprise agility,
-
00:35:46I think that enterprise agility is super advanced
-
00:35:49with all the models we have for this.
-
00:35:52Well, other models or frameworks
-
00:35:55started adding some few concepts
-
00:35:57we have several years already,
-
00:35:59more than three years on developing theories
-
00:36:01on behavioral science.
-
00:36:02Behavioral science is trying to understand
-
00:36:04why people do what they do
-
00:36:07and try to understand how to change behaviors.
-
00:36:08So basically, if you understand behavioral science,
-
00:36:12you can, it's more malleable your culture.
-
00:36:15All right, and we do have a lot.
-
00:36:17I think we have a day four or five years,
-
00:36:19we're four or five years ahead
-
00:36:21of the other people in the markets.
-
00:36:26And we also provide some recommendation
-
00:36:28for adding these into other frameworks.
-
00:36:31And then the other one,
-
00:36:33so does anyone want to ask any question about this?
-
00:36:39No, okay, so let's go.
-
00:36:41And the other one is what we call strategic mobility.
-
00:36:45This is a new term, strategic mobility
-
00:36:47is a very important part of enterprise agility.
-
00:36:50Yes, Greg.
-
00:36:52And this got a question.
-
00:36:54I'm so sorry, I thought that you have reached this side
-
00:36:58of strategic mobility.
-
00:37:00So that's why I rose my hand.
-
00:37:03So please go ahead, sorry.
-
00:37:06No, no, no, I'm going for that.
-
00:37:07I'm going for that.
-
00:37:09So if you see, we need three different areas
-
00:37:12to create any framework or model.
-
00:37:14We need to understand how the brain reacts.
-
00:37:16You need to understand the psychology of behaviors.
-
00:37:19And we need to understand how individuals act
-
00:37:21in a social aspect too, right?
-
00:37:23So social psychology, neuroscience.
-
00:37:25So when you change your strategy,
-
00:37:28imagine your business model was disrupted,
-
00:37:31not even your products, your product, you can solve it.
-
00:37:33Your business model, people don't know
-
00:37:35if they're gonna be working next month
-
00:37:37because you know, suddenly you cannot sell anything.
-
00:37:40At this point, as a leader,
-
00:37:42you need to do something crucial.
-
00:37:44And we do have a name in enterprise agility,
-
00:37:47which is quick, quick realignment.
-
00:37:50You need to realign people with a new strategy very quickly.
-
00:37:54When you realign people,
-
00:37:55you need to understand that people need to be safe
-
00:37:57because if people, you are running people,
-
00:37:59they say, we are going in that direction.
-
00:38:00And you see there is a cliff there.
-
00:38:02And then he's not a good idea.
-
00:38:05So realigning people with a new strategy is crucial.
-
00:38:09Now realigning people or your company
-
00:38:11with a new strategy in the past,
-
00:38:13it took months to realign the whole company.
-
00:38:16Now one of the problems we have with exponential change
-
00:38:19is that you have several weeks or months,
-
00:38:21maybe in two months, you need to realign the whole company.
-
00:38:24So the question is how do I do realign the whole company
-
00:38:28and people, obviously people with low levels of stress?
-
00:38:33Right?
-
00:38:34Now, strategic mobility is a new concept
-
00:38:37which is part of social science
-
00:38:39and the other part of my theories in accelerated change
-
00:38:42is how I do realign people to a new situation
-
00:38:46with low levels of stress
-
00:38:48and people start loving what they do.
-
00:38:51So it's walking in what direction, this direction,
-
00:38:53you know, imagine you're walking and it's dark,
-
00:38:57you don't know what's happening there.
-
00:38:58And then suddenly it says,
-
00:38:59no, walk with me in this other direction.
-
00:39:02Strategic mobility has a lot to do
-
00:39:04with the new theory of leadership we have,
-
00:39:09which is called, we have a framework called M,
-
00:39:12leadership framework.
-
00:39:13We have this framework for a few years,
-
00:39:15already M is from mobility.
-
00:39:17If you cannot remobilize people or mobilize people
-
00:39:20in a company exposed to exponential change,
-
00:39:23even if you have the best frameworks, you're dead.
-
00:39:26Okay?
-
00:39:27I will clear with this with mobility.
-
00:39:31So mobility, how to realign people and walk as a leader,
-
00:39:35tell people to move in a different direction
-
00:39:37and realign them.
-
00:39:38Yeah, Andy, go ahead.
-
00:39:40Yeah, sorry to interrupt you again.
-
00:39:43No, you don't say sorry, come on.
-
00:39:44Could you please just underline a couple of sentences
-
00:39:48between behavioral science and the strategic mobility?
-
00:39:52It looks like a bit combined to each other.
-
00:39:57Yeah, they are combined.
-
00:39:58They are combined.
-
00:39:59But then when we're talking about behavioral science,
-
00:40:02we see that many times you can use behavioral science
-
00:40:05from a group perspective
-
00:40:06or from an individual perspective,
-
00:40:09but strategic mobility starts from the social perspective.
-
00:40:12Now, all these three are interconnected.
-
00:40:16Okay.
-
00:40:17But we do have different practices.
-
00:40:22For example, if you want to realign people,
-
00:40:24we have certain frameworks and models.
-
00:40:27If you want to change behaviors, we have others.
-
00:40:30But at the end of the day, as a consultant,
-
00:40:32you're gonna use the three of them.
-
00:40:33But trying to understand the three concepts is important.
-
00:40:36Even if I have good behaviors in my company,
-
00:40:39even if I know how to allow people
-
00:40:43to have low levels of stress,
-
00:40:46if I don't understand how to realign people,
-
00:40:48it's not gonna work.
-
00:40:50So the three of them are interconnected,
-
00:40:53but the focus is different.
-
00:40:55So when you're talking about social mobility,
-
00:40:58it's more about the social part.
-
00:40:59How about take people in a different direction?
-
00:41:03In there, we have something from the M leadership framework.
-
00:41:07It's called a mobilizing purpose.
-
00:41:09A mobilizing purpose is a different type of purpose.
-
00:41:13You create it in a different way,
-
00:41:14which has different activation in the brain
-
00:41:16and social structures, et cetera.
-
00:41:18You create it's naive purpose,
-
00:41:20but this purpose is gonna allow people to move
-
00:41:22because you can change behaviors,
-
00:41:24but it doesn't mean people are gonna cohesively
-
00:41:26work in a different direction, right?
-
00:41:28So for example, I can be running a marathon
-
00:41:31and keep improving my marathon and change my habits.
-
00:41:35This is behavioral science.
-
00:41:36But maybe it doesn't mean I want to work
-
00:41:39with other people together
-
00:41:40and run together in a different direction.
-
00:41:43Is that a little bit more clear, Hamdi?
-
00:41:45Yes, thank you so much.
-
00:41:46I don't know, I'm trying to find out.
-
00:41:49Lots of sentences are very clear and made my mind clear.
-
00:41:54Thank you so much.
-
00:41:54And this is the part.
-
00:41:56Now we have nine more minutes
-
00:41:58I want to cover a few more things.
-
00:42:01So this is very important
-
00:42:02because most of the frameworks and models
-
00:42:04are just on the initial first stage,
-
00:42:07which is behavioral science.
-
00:42:08You can see that you can see other institutes
-
00:42:11or other people talking about business agility
-
00:42:14or scram, talking about behavioral science.
-
00:42:16They started the journey.
-
00:42:19I believe that we have been doing
-
00:42:21I've been doing like four years of research on this.
-
00:42:23So I think they are four years ahead of the market
-
00:42:29and you cannot solve the market now
-
00:42:30with behavioral science only, right?
-
00:42:34All right, so let me try to see.
-
00:42:42Oh, yes.
-
00:42:43Okay, so there is something very important.
-
00:42:45And this is the last thing I will cover.
-
00:42:48And it's two things.
-
00:42:50I'm just copying now from the book.
-
00:42:53So give me just one second.
-
00:42:55Greg, do you want to add anything else
-
00:42:57when I copy the last slide,
-
00:43:00which is where I show you something
-
00:43:03that is gonna make sense of everything we did today?
-
00:43:07Greg, you want to, or I arena,
-
00:43:08you want to add something here or anyone else?
-
00:43:14I think the behavioral science ones important
-
00:43:18because as we change,
-
00:43:21it's the behaviors that need to adapt.
-
00:43:26And most companies are not doing much with behaviors.
-
00:43:30It's all about shifting frameworks.
-
00:43:33It's changing structure.
-
00:43:36But it's not about the actual behaviors changing.
-
00:43:40So I think that's really important area.
-
00:43:43And one of the models that we have
-
00:43:45is called the boys model, "BOIS".
-
00:43:50And we actually take objectives
-
00:43:56and link them to behaviors
-
00:43:58so that objectives are going to stick.
-
00:44:00It's not just gonna be a one-off type process.
-
00:44:03I think that's quite an important area.
-
00:44:07Let me stop you there for a second, Greg.
-
00:44:10So something we did see doesn't work very well
-
00:44:13is the OKRs.
-
00:44:14So when objectives are changing all the time,
-
00:44:16it doesn't work well.
-
00:44:17So we created something called the behavioral objectives model
-
00:44:21in enterprise agility.
-
00:44:22Behavioral objective model is a model
-
00:44:24which can allow you to use objectives
-
00:44:33in highly changing environment.
-
00:44:36We do have also a training called behavioral objective model.
-
00:44:38Boom, it's called boom, "BOM".
-
00:44:41B-O-M is the future of OKRs
-
00:44:44because OKR cannot deal with.
-
00:44:46And Ismail and Sirai Mahal also did the training there.
-
00:44:49So you can raise your hands so people know you.
-
00:44:54Behavioral objective model is part of this ecosystem.
-
00:44:59Now, let me go for the last part.
-
00:45:01This is where I start connecting everything.
-
00:45:03All right, so the first problem we have,
-
00:45:07and then you're gonna probably acknowledge this,
-
00:45:10is that for the last few years,
-
00:45:12when you have a scientist talking about organizations,
-
00:45:15it was very confusing with papers
-
00:45:17and language we did not understand.
-
00:45:19We have a leader, they talk a different language,
-
00:45:21we have a change consultant,
-
00:45:22we talk a different language, right?
-
00:45:24Now, it was very difficult for them to understand and connect.
-
00:45:28And this is one of the issues we do have at the moment.
-
00:45:33How I make sure that I connect very well these three people.
-
00:45:39So enterprise agility did something great,
-
00:45:42which is what we called, oh my God, I forgot now,
-
00:45:49an inclusive framework.
-
00:45:52What is an inclusive framework?
-
00:45:53OK, so what we did with enterprise agility
-
00:45:56was very, very difficult piece.
-
00:45:57And we kind of have definitions,
-
00:46:00and all the definitions can be understood,
-
00:46:04and we have keywords, and can be understood by a scientist,
-
00:46:07by a leader, and by a change consultant, or anyone else.
-
00:46:10Now, what we do with that,
-
00:46:12if we use some science from language,
-
00:46:15that I also started in doing exponential change.
-
00:46:18So then now, when a scientist talk to a leader,
-
00:46:20and a leader talk to a change consultant,
-
00:46:22the three of them, or any other one,
-
00:46:24they can understand each other, they can sync up, right?
-
00:46:28So one of the things we need to understand
-
00:46:29is if people speak different languages,
-
00:46:32you know, if a neuroscientist comes and says,
-
00:46:35OK, let's try to increase neuroplasticity in people,
-
00:46:39because, you know, you start talking about neurons,
-
00:46:42and all these kind of things, maybe a leader,
-
00:46:44he could say, well, this is like an extraterrestrial guy
-
00:46:47coming from, you know, some secret base in America.
-
00:46:50So now what we did with enterprise agility,
-
00:46:55this is crucial, we created a lingua franca.
-
00:47:00OK, so now, all the three people, scientists,
-
00:47:04leaders, change consultant, HR,
-
00:47:06everyone can speak the same language.
-
00:47:08It was very difficult while we achieved it.
-
00:47:10And we put definitions in a way
-
00:47:12that everyone can understand it, right?
-
00:47:15Obviously then, the leader can evolve it more into strategy,
-
00:47:18the scientist, it takes these ideas into do more research,
-
00:47:21and the change consultant
-
00:47:22need to implement changes in the company.
-
00:47:25So in here, enterprise agility is the first,
-
00:47:30I believe, is the first inclusive framework in the world,
-
00:47:33which tried to have a common language
-
00:47:35for these three completely different groups,
-
00:47:37which are leaders, change professionals,
-
00:47:41and scientists, obviously, and anyone else, right?
-
00:47:45And then when they talk between them,
-
00:47:46everyone can understand each other, right?
-
00:47:49This is, from my perspective, the first change.
-
00:47:52And while we need that, we need that,
-
00:47:54we're gonna be finishing guys in four minutes.
-
00:47:57I'm sorry for the delay.
-
00:48:01While we did that, because we believe
-
00:48:03that when everything is changing,
-
00:48:04we need to sync up as many heads as we can.
-
00:48:07And we cannot have silos,
-
00:48:09where because scientists have a great idea,
-
00:48:12but does not know how to communicate it to a leader,
-
00:48:14or a change consultant has an idea,
-
00:48:16but have no idea how to talk to a leader,
-
00:48:18talking about the strategy and other things,
-
00:48:20so it's not gonna work, right?
-
00:48:22So enterprise agility is an inclusive framework,
-
00:48:25I do believe is the first inclusive framework in the world.
-
00:48:27Now, we do have three areas in enterprise agility,
-
00:48:32which are the science of accelerated change,
-
00:48:35the second area is component to build
-
00:48:37or strengthen people or organizations.
-
00:48:39Imagine that you're a change consultant
-
00:48:41and you want to build a framework.
-
00:48:43So you have in all that part,
-
00:48:45you do have all the bases you need to follow,
-
00:48:50to step to create your frameworks.
-
00:48:52And then we have frameworks already we created
-
00:48:54for you to sense the market, et cetera.
-
00:48:57And then we have the enterprise utility dynamics,
-
00:48:59which is a very high level of the aspects
-
00:49:04of enterprise agility, aspects are domains.
-
00:49:07We have four domain leadership strategy
-
00:49:10change individuals, and this is a very high level, all right?
-
00:49:15And this is everything I have for you today.
-
00:49:20I hope at least it opens a little bit,
-
00:49:22but before, I think it's very, very important
-
00:49:25to understand that we're trying to create
-
00:49:27this community to help you.
-
00:49:29So we're gonna be building the next couple of weekends
-
00:49:33with different talks.
-
00:49:36We have a lot of competent people helping.
-
00:49:42And the idea is that we can take one of these topics,
-
00:49:46develop it.
-
00:49:47Something that I wanted to also to show you today,
-
00:49:51before we leave, let me stop sharing,
-
00:49:53is that I know some of you already used it.
-
00:49:57We do also have HANA.
-
00:50:00So HANA is our artificial intelligence.
-
00:50:03So HANA was trained with all these models.
-
00:50:06And HANA can do very, very complex things.
-
00:50:09For example, HANA is always trying to see
-
00:50:11if there are options not to fire people in the company
-
00:50:14and get the drought comes or to solve problems.
-
00:50:17So how you access HANNA, HANNA is fully trained.
-
00:50:22Let me show you here, HANNA.
-
00:50:25HANNA is there.
-
00:50:26So you start a new conversation with HANNA
-
00:50:29and then you can write something.
-
00:50:30Hi, HANNA, for example, HANNA.
-
00:50:32I do have a team where two members don't want to change.
-
00:50:41I'm making it up, right?
-
00:50:43And there is no clear leadership.
-
00:50:49What should I do?
-
00:50:53And then you can start with something very generic like this.
-
00:50:57And then you can also ask which frameworks
-
00:51:00from enterprise activity you can use
-
00:51:04and it's gonna connect it.
-
00:51:05She's very nice.
-
00:51:06She has a very nice personality
-
00:51:08and it has a massive, massive, massive dataset.
-
00:51:11She's able to deal with very complex situations.
-
00:51:15Okay, look at this.
-
00:51:17So it seems that you're facing a challenge with 2T,
-
00:51:20blah, blah, blah.
-
00:51:21It's important to approach with focus
-
00:51:23on building a healthy team dynamic, et cetera.
-
00:51:25So behind this is running all our models
-
00:51:27to create this answer.
-
00:51:29Facility of recommendation, clarify the vision,
-
00:51:31foster blah, blah, blah, provide support,
-
00:51:34find leadership catalysts.
-
00:51:36And then start recommending some of the models.
-
00:51:38They change journey pyramid,
-
00:51:39which is the favorite breaks model.
-
00:51:43We're gonna be talking about that.
-
00:51:44It's a powerful framework for companies to build up change.
-
00:51:49So please feel free.
-
00:51:50We are supporting people around the world to use HANA.
-
00:51:53HANNA can take very, very complex situations
-
00:51:56and provide new ideas, all right?
-
00:51:59Now, before you leave, if at any point,
-
00:52:03I try to create, separate the community
-
00:52:06from the enterprise activity university,
-
00:52:08but at the same time, I try to also support our trainers.
-
00:52:12So great is starting a training
-
00:52:15on the enterprise activity next month.
-
00:52:18If you want to know more, you talk to Greg, right?
-
00:52:23And then just talk to him.
-
00:52:24He could be able to help.
-
00:52:27And Irina is around there.
-
00:52:29She's starting after that.
-
00:52:31So depending, you know, which location,
-
00:52:34maybe if you're America or Asia, you go with Greg,
-
00:52:37or if you're in Europe, you can talk to Irina, right?
-
00:52:41And then we also provide this in Spanish with Walter.
-
00:52:44Walter is not here today.
-
00:52:45So these folks are also supporting the community.
-
00:52:49And we do also have a room where you can meet anyone.
-
00:52:52If in the chat room, you need some help,
-
00:52:56you can just go and meet someone there, right?
-
00:52:59This 24-7 open room, you can say,
-
00:53:01hey, can you go to this room
-
00:53:02and explain to me this concept?
-
00:53:03You can go there, right?
-
00:53:06So that's the idea.
-
00:53:06Do you want to share anything before we...
-
00:53:08I appreciate you.
-
00:53:09You are with me today,
-
00:53:11I'm with Greg and other people,
-
00:53:12you know, the hesitation, and you want to share anything
-
00:53:17before we go, we have two minutes before we go.
-
00:53:21Our first session.
-
00:53:25Hi, my question is, you know, these days we are
-
00:53:30under the bombardment of artificial intelligence chat box.
-
00:53:34So if my question is, if I ask any question to Hannah,
-
00:53:39is she going to answer from your book
-
00:53:43or collecting some other extra information
-
00:53:46from other resources?
-
00:53:48Okay, so this is how we did this.
-
00:53:51We trained Hannah to follow
-
00:53:55all the enterprise agility principles.
-
00:53:57We provide Hannah with all the enterprise agility models.
-
00:54:00And we also added some additional information
-
00:54:04like other frameworks, like, you know,
-
00:54:08save or come back compared to enterprise agility.
-
00:54:10And we connected it with the science we had.
-
00:54:13So the answer is, Hannah will always try
-
00:54:18to use the sustainability models for your answer.
-
00:54:22All right, so that makes it...
-
00:54:24We love Hannah.
-
00:54:26Yeah, yeah, we love Hanna.
-
00:54:27And what Erich's also done is add some other capabilities
-
00:54:31in there, like he's added some, you know,
-
00:54:33RESUME and curriculum CVs.
-
00:54:37You can ask her to help you create your CV
-
00:54:39and things like that as well.
-
00:54:40He's given us some basics on how to create CVs
-
00:54:42and things like that as well.
-
00:54:43So there's a lot of...
-
00:54:45Yeah, it's a very, very, very large,
-
00:54:47very, very large data set.
-
00:54:48It took almost a year and it was a secret project
-
00:54:51as I didn't know if it would work.
-
00:54:54And then in here for members of the community,
-
00:54:56we also have a lot of resources.
-
00:54:58We have a hundred and something videos.
-
00:55:01So at the EAWC, I Enterprise Agility University community.
-
00:55:04Also the ambassadors, prepare workbooks.
-
00:55:07They have videos.
-
00:55:08The videos are in different languages.
-
00:55:10Like at least we also have Turkish and other languages.
-
00:55:14You know, the videos are at least subtitles.
-
00:55:16And if you go to the very bottom from here,
-
00:55:19you have also enormous database of videos
-
00:55:24and you can search by someone, for example,
-
00:55:27now saying resistance to change.
-
00:55:31And then it's gonna find here everyone
-
00:55:33who said resistance to change at some point, right?
-
00:55:36And all of these are available for free.
-
00:55:39Now, something I will ask you is
-
00:55:41if you have people or other consultant,
-
00:55:44I know you folks are great.
-
00:55:45If you have friends, colleagues
-
00:55:49that you wanted to add in the group,
-
00:55:51please add them because we are trying to build
-
00:55:55the community with great people like you.
-
00:55:58So if you have colleagues, talk to them,
-
00:56:00add them in the group,
-
00:56:02and they're gonna be very useful to keep this community.