Building the Future in Twelve Easy Pieces
The five– make that the twelve things you need to build an effective organisation for change:
organisations
“I did my best.”
Great! Was it any good? What are you going to do to make your best get better? This might be about: Improving concrete skills Working… Read More »“I did my best.”
Resource: The Data of Long-lived Institutions from The Long Now Foundation
This is an interesting set of pieces of information about the kinds of institutions that last a really long time, and the strategies that allow… Read More »Resource: The Data of Long-lived Institutions from The Long Now Foundation
The Toolkit – Part 1: Foundations (13) – blood and bone
This post is part of the working draft of the DriverlessCrocodile Toolkit (read more here). I’d love comments, links to resources related to the theme,… Read More »The Toolkit – Part 1: Foundations (13) – blood and bone
Tim O’Reilly on debugging your organisation
The skill of debugging is to figure out what you really told your program to do instead of what you thought you told your program… Read More »Tim O’Reilly on debugging your organisation
Steve Blank: definition of a startup
I’m horrified to discover that I haven’t posted anything much focusing on Steve Blank’s work on Startups, customer discovery and iteration. His definition of a… Read More »Steve Blank: definition of a startup
A balancing act for leaders (1)
Some types of work that leaders do: Foundational and Directional Work This is the vision and values stuff – identifying needs, thinking through the “why”… Read More »A balancing act for leaders (1)
Seth Godin on slack in systems
If you ask most people who run a factory, or an organisation or a sports team, what they’re looking for is a taut, firm connection… Read More »Seth Godin on slack in systems
Project phase, organisation size and specialisation
A friend shared this great analogy* for how teams work at different project phases. Early phase: Golfing Buddies (2-3 players) In the early phase of… Read More »Project phase, organisation size and specialisation
Friction (2): emotional friction
This is a different kind of friction: the uncertainty, delay and discomfort that comes from lack of trust or understanding. Like bureaucratic or procedural friction,… Read More »Friction (2): emotional friction