Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.
SIDEARM: Self-organizing for Innovation, Decisions, Engagement, Action, and Risk Mitigation
Transcript of SIDEARM: Self-organizing for Innovation, Decisions, Engagement, Action, and Risk Mitigation
What's The Problem?
What's Are We Proposing?
What Do We Get?
Self-organizing for Innovation, Decisions,
Engagement, Action, and Risk Mitigation
We want the big problem to "act small"
Scope / Scale
Tools & Technologies
“The recent failure rate of chief executives in big American companies points in the same direction. A large proportion of CEOs of such companies appointed in the past ten years were fired as failures within a year or two. But each of these people had been picked for his proven competence, and each had been highly successful in his previous jobs. This suggests that the jobs they took on had become undoable. The American record suggests not human failure but systems failure. Top management in big organizations needs a new concept.”
- Peter Drucker
Silicon Valley Ecosystem
Open Source Development
A Silicon Valley-like ecosystem wrapped around an organization’s operational “source code”
“Almost the only class of complex system in the universe that is not purely self-organizing is the modern business corporation and other hierarchical organizations modeled on it.”
- Richard Koch, “The Natural Laws of Business”
• Adaptive speed
• Empowered employees with passion and engagement
• Bottom-up innovation
• Camaraderie and energy of small teams
• Worthwhile challenges that stretch talent
• Large complex projects
• Robustness / Efficient error handling
• High functionality
> More Robust
> Mature (More Developed)
More Fluid Communications
Better Error Handling
"Given enough eyeballs,
all bugs are shallow"
If we can't make the problem "small", can we enable the organization act nimbly?
Can we compress the organization?
Two complementary and compatible compressions
Horizontal Compression -- Visual Models
Vertical Compression -- Bossless Organization
"Bigger is better"
Artifacts from a simpler time
Nodes, conflicts, delays, shifts