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The Learning Consortium for the Creative Economy February 19, 2015 Webinar will start 3 minutes a8er the hour
The Learning Consortium for the Creative Economy
February 19, 2015
Webinar will start 3 minutes a8er the hour
Who is presen<ng today? What is the Learning Consor<um?
• Steve Denning is a board member of Scrum Alliance and combines several decades of management experience at the World Bank with many years of consul<ng and research on leadership and management issues. He now writes for Forbes.com. He is the author of eight books, including The Leader’s Guide To Radical Management (2010) and The Leader’s Guide To Storytelling (2010). • Jay Goldstein is an adjunct lecturer in entrepreneurship at McCormick School of Engineering at Northwestern University. He teaches Entrepreneurial Selling and Scaling with the applica<on of advanced Agile mind-‐sets and methods; he is a serial entrepreneur and was a founding partner in Jabbok River Group, which invests in early-‐stage companies to accelerate innova<on and growth. • Michael Pacanowsky is the director of the Center for Innova<ve Cultures at the Bill and Vieve Gore School of Business at Westminster College in Salt Lake City, Utah. He is also the Gore-‐Giovale Chair in Business Innova<on at Westminster College. He worked for several decades with W. L. Gore and Associates. 2
A. B. C. D.
Agenda A. Recap on the Crea<ve Economy B. Ques<ons on the Crea<ve Economy C. Scaling of Scrum and Agile D. Progress on the Learning Consor<um
The Learning Consor<um for the Crea<ve Economy A. B. C. D.
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Poll result from January 21 webinar: I am most interested in: Par<cipate in webinars on the Crea<ve Economy …………….. 37% Being informed about the Learning Consor<um ………......... 30% Par<cipate in a community of prac<ce …………………………….. 13% Establishing/leading such a community of prac<ce ………….. 7% Par<cipate in online discussion ………………………………………… 6%
The Learning Consor<um for the Crea<ve Economy A. B. C. D.
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Poll I par.cipated in the January 21 webinar Yes No
The Learning Consor<um for the Crea<ve Economy A. B. C. D.
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The ver<cal world of tradi<onal management
• Roles • Rules • Plans • Reports
Boss
Individuals
What is the Crea<ve Economy? A. B. C. D.
Turbulent environment
Liabili<es
Complexity
Inefficient
Lacking agility
Average = inadequate
Non-‐collabora<ve
Linear plans
Dispiri<ng to staff
Customer is absent
What is the Crea<ve Economy? A. B. C. D.
Horizontal mindset Ver<cal mindset
What is the Crea<ve Economy? A. B. C. D.
The firm Customer
Firm
The Copernican Revolu<on in management
It is leading to vast economic, social and poli<cal change
What is the Crea<ve Economy? A. B. C. D.
Customer
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Delighting customers
Goal
Role Communications From controller
to enabler
From bureaucracy to Agile, Scrum, Lean
From command to conversations
From value to values
Coordination Values
The elements are interlocking
Transparency Improvement Sustainability
The Crea<ve Economy
Managers are controllers
of individuals
Bureaucracy: rules, plans, reports
Top down commands
Efficiency, cost cumng
Make money for shareholders
Goal
Role
Coordination Communications
Tradi<onal Management
Values
The transi<on to the Crea<ve Economy is more difficult than it looks A. B. C. D.
The transi<on is under way at the team level
Boss
Individuals
What is the Crea<ve Economy?
Bureaucracy
Product owner
Team` Customer
Agile/Scrum
A. B. C. D.
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Cloud
Plaoorm Teams Networks Ecosystems
Customer
The transi<on is also under way at the level of the firm
What is the Crea<ve Economy?
Tradi<onal economy Crea<ve economy
A. B. C. D.
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Boss Boss Boss
Boss
Boss
Boss
Plugging Scrum teams into a bureaucracy creates fric<on
Product owner Team Customer
There are many par<al transi<ons What is the Crea<ve Economy?
Scrum
A. B. C. D.
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Poll result from January 21
What is the Crea<ve Economy? A. B. C. D.
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Yes 40% No 7% In part 36% Not sure 3% Not relevant 13%
Where I work, there is tension between way Scrum teams are run and the way the rest of the organiza<on is managed.
What is the Crea<ve Economy? A. B. C. D.
Poll:
Where I work, there is tension between way Scrum teams are run and the way the rest of the organiza<on is managed.
Yes No Not sure
To some extent
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Not relevant to my firm
Boss Boss Boss
Boss
Boss
Boss
Plugging Scrum teams into a bureaucracy creates fric<on
Product owner Team Customer
There are many par<al transi<ons What is the Crea<ve Economy?
Scrum
A. B. C. D.
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Q. Where did the term, "Crea<ve Economy" come from? Is there a beqer term? -‐ Sue
Ques<ons on the Crea<ve Economy A. B. C. D.
Q. Is there a beqer term? A. Possibili<es include:
-‐ Agile? -‐ the Innova<on Economy? -‐ Innova<on Management? -‐ the Crea<ve Economy?
Ques<ons on the Crea<ve Economy A. B. C. D.
Q. So what needs to change at the "C" level of a public company to align the paradigm shi8 now under way at the Scrum team level? – Kurt
Ques<ons on the Crea<ve Economy A. B. C. D.
Delighting customers
Goal
Role Communications From controller
to enabler
From bureaucracy to Agile, Scrum, Lean
From command to conversations
From value to values
Coordination Values
The elements are interlocking
Transparency Improvement Sustainability
The Crea<ve Economy
Managers are controllers
of individuals
Bureaucracy: rules, plans, reports
Top down commands
Efficiency, cost cumng
Make money for shareholders
Goal
Role
Coordination Communications
Tradi<onal Management
Values
The transi<on to the Crea<ve Economy is more difficult than it looks A. B. C. D.
“Maximizing shareholder value” Jack Welch former CEO of GE has called it “the dumbest idea in the world.” Vinci Group Chairman and CEO Xavier Huillard has called it “totally idio<c.” Alibaba CEO Jack Ma has said that “customers are number one; employees are number two and shareholders are number three.” Paul Polman, CEO of Unilever [has denounced “the cult of shareholder value.” John Mackey at Whole Foods has condemned businesses that “view their purpose as profit maximiza<on and treat all par<cipants in the system as means to that end.” Just two weeks ago, Marc Benioff, CEO of Salesforce declared that this s<ll-‐pervasive business theory is “wrong.”
What is the Crea<ve Economy?
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A. B. C. D.
Economics is driving change
ROA and ROIC on US firms 1965-‐2011: Deloiqe Center for the Edge
For more and more firms, the ques<on is: change or die
What is the Crea<ve Economy?
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A. B. C. D.
Q. Is tradi<onal leadership is willing to lose power moving to Agile where the power resides in the team? – Fernando, Michael
Ques<ons on the Crea<ve Economy A. B. C. D.
Boss
Individuals
Bureaucracy
Product owner
Team` Customer
Agile/Scrum
Q. Have the firms you some<mes cite as exemplars like Apple, Amazon, Google or Salesforce really made the transi<on? Aren’t they just as bureaucra<c as the old dinosaurs?
What is the Crea<ve Economy?
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A. B. C. D.
Q. Is W.L. Gore & Associates an example of a firm that has made the journey to the Crea<ve Economy?
What is the Crea<ve Economy?
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A. B. C. D.
Q. Does this have anything to do about “scaling”?
What is the Crea<ve Economy? Scaling… A. B. C. D.
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Teams Enterprise
What is the Crea<ve Economy? Scaling… A. B. C. D.
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Converged Agile Values
and Principals
Lean…
XP Scrum
?
(S.ll in Divergent stage)
Unscaling…
LeSS
SAFe
At the TEAM Level At the ENTERPRISE Level
Boss Boss Boss
Boss
Boss
Boss
Product owner Team Customer
Fric<on in 88% of Cases
What is the Crea<ve Economy? Scaling…
Scrum
A. B. C. D.
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Scaling at the level of: 1. mul<ple teams working on the same product 2. mul<ple teams working on different products 3. cultural change throughout the organiza<on
What is the Crea<ve Economy? Scaling… A. B. C. D.
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Benefit for Peer-‐to-‐Peer Learning:
A Journey of Discovery
What is the Crea<ve Economy? Scaling… A. B. C. D.
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Scaling Territory
Poll I am op.mis.c that my firm can make the transi.on to the Crea.ve Economy Yes No Not sure Not relevant
What is the Crea<ve Economy?
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A. B. C. D.
C. How can firms learn how to make this difficult transi.on?
One sugges<on:
A Learning Consor<um
What is the Learning Consor<um?
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A. B. C. D.
What is the Learning Consor<um?
What is the Learning Consor<um?
The Learning Consor<um enables firms that are on a journey towards the Crea<ve
Economy with more Agile modes of opera<ng and con<nuous customer-‐focused innova<on to work together to enable each member to op<mize their compe<<veness in a win-‐win
environment using shared resources, experience and trust..
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A. B. C. D.
How the Learning Consor<um will work What is the Learning Consor<um?
We are invi<ng a group of firms to join the Consor<um by end-‐February 2015.
Members will share their progress on the shi8 to the Crea<ve Economy
Members will select the five most interes.ng firms for site visits.
Site visits will take place from April through September 2015.
An on-‐line conversa.on space for members will be established.
An informal advisory panel will be available for consulta<on by members.
A conference will be organized later in 2015.
A report on findings of the consor<um will be prepared in consulta<on with members 34
A. B. C. D.
What are the benefits of joining the Consor<um ? What is the Learning Consor<um?
Member Direct benefits 1. Peer-‐to-‐peer learning on site visits 2. A forum for trusted conversa.ons in a safe space 3. Informal learning from other par.cipants 4. On-‐line learning in real-‐.me 5. The Learning Consor.um conference and report Indirect benefits 1. Member-‐determined agenda 2. Access to core-‐team and the informal advisory panel 3. Assurance of state-‐of-‐the-‐art exper.se 4. Brand recogni.on as an innova.ve company 5. Enhanced personal networks in management innova.on 35
A. B. C. D.
How can you help?
Q. Who are the likely members of the Learning Consor.um?
A. B. C. D.
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Who can join the Learning Consor<um?
What is the Learning Consor<um?
Any organiza.on can join that is:
• Wan.ng to accelerate its journey towards the Crea<ve Economy
• Keen to learn from other prac<<oners on the same journey
• Willing to share its experience with other prac<<oners
• Able to pay an administra.ve fee (now fixed at US $ 7,500)
• Willing to accept the Code of Ethics, which includes:
No selling of services in the course of the Consor<um
No solicita<on of staff by means of the Consor<um 37
A. B. C. D.
How can you help?
Q. What about including other methodologies like Kanban? – Linda, Ricardo Q. What are the future plans to expand to other places like Africa or La<n America? -‐ Tony Q. What about small firms? -‐ Alex
Q. Can an associa<on join? – Alexander Q. Is the fee reasonable? -‐ Chris<na
A. B. C. D.
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How can you help?
Q. Are you looking for C-‐suite par<cipants in the Learning Consor<um? People lower down may not have needed influence. – Jeff Q. Would par<cipa<ng in the Learning Consor<um make sense for consul<ng organiza<ons? – Amy Q. Could Registered Educa<onal Providers (REPs) join? – Donna Q. If my organiza<on decides not to join, can I join as an individual? – Iwona
A. B. C. D.
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How can you help the Learning Consor<um? What is the Learning Consor<um?
You could help us iden<fy more member candidates Is your firm
On a journey towards the Crea<ve Economy? Interested in learning from other prac<<oners? Willing to share its experience?
Let us know. We would love to talk with you. Contact: learningconsor<[email protected]
A. B. C. D.
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Ques<ons?
What is the Learning Consor<um? A. B. C. D.
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Poll
How can you help?
I want to be kept informed about progress of the Learning Consor<um
I want to par<cipate in a series of webinars on the Crea<ve Economy
I want to par<cipate in an (asynchronous) online Google group discussion about the Learning Consor<um.
I want to par<cipate in a "community of prac<ce" on the Crea<ve Economy.
I am interested in establishing and leading such a community of prac<ce.
A. B. C. D.
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Thank you for attending The Learning Consortium for the Creative Economy February 19, 2015
