Podcast appearances and mentions of rod collins

Rod Collins is an author and a leading expert on the self-managed organization and the future of business. He is a regular blog contributor on Substack where he explores how technological innovations continue to transform the rules for how successful businesses work. His latest book, Nobody Is Smarter Than Everybody: Why Self-Managed Teams Make Better Decisions and Deliver Extraordinary Results, highlights the innovative tools and practices used by a new breed of business leaders who understand that peer-to-peer networks are far more effective than top-down hierarchies. Rod is the former Chief Operating Executive of the Blue Cross Blue Shield Federal Employee Program, one of the nation's largest and most successful business alliances. Under his leadership, the business experienced its greatest five-year growth period in its 60-year history. Click here to purchase Nobody Is Smarter Than Everybody. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode my conversation is with former CEO and author Rod Collins as we discuss his new book, Nobody Is Smarter Than Everybody. Rod Collins presents a compelling case for the transformative power of collective intelligence and peer-to-peer networks, likening their revolutionary impact to Einstein's Theory of Relativity. This trailblazing book challenges outdated norms and underscores the importance of these strategies in today's complex business environment. Tune in as we explore Collins' fresh perspectives on leadership, innovation, and collaboration. Discover how a fresh look at these concepts are essential for the future of work and leadership. Learn how collective intelligence can be the key to unlocking potential in your organization. View the video version on Spotify or YouTube: https://youtu.be/atpsMBZDRDk ABOUT ROD COLLINS Contact: https://www.linkedin.com/in/rodcollinsauthor/ https://rodcollins.net/ Rod Collins is a leading expert and thought leader on the future of business transformation. Rod's books, blogs, podcasts, and speeches inspire through their use of storytelling and leading-edge ideas. Rod's most recent research is around how the exponential growth of the Internet of Things, developments in blockchain technology, and advances in artificial intelligence will merge together into an integrated network that will become the platform for a human-machine symbiosis that enables an extraordinary leap in human intelligence and the transformation of all human institutions. ABOUT PODCAST HOST, NINA SUNDAY Connect with Nina Sunday on LinkedIn HERE: https://www.linkedin.com/in/ninasunday/ You can suggest a guest, ask a question, make a comment, subscribe to Nina's newsletter, "Second Curve Thinking".   To subscribe to Nina Sunday's personal blog go to https://www.brainpowertraining.com.au/ and scroll to bottom of the page to register.    To learn more about face-to-face training programs with Nina Sunday or one of her experienced Facilitators from Brainpower Training Pty Ltd in Australia Pacific, visit: https://www.brainpowertraining.com.au/signature-programs/ To visit Nina Sunday's speaker site for global speaking bookings visit: https://www.ninasunday.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Rod Collins is back! In this episode, the former COO of Blue Cross Blue Shield and futurist explores the critical shift from hierarchically structured authority to collective and collaborative networks. Learn the pitfalls of digital feudalism and how pioneering companies like Google have strayed from their original ideals.This episode promises insights into leveraging collective intelligence for true innovation and the inevitable decline of traditional hierarchical models. Rod's book 'Nobody is Smarter Than Everybody' was published by guest Rod Collins. Listen to this compelling discussion on rethinking (and changing) how power is used as workplaces evolve to keep up with the digital era where no one person can solve anything. Diverse intelligence is needed. So is order, which is not to be confused with direction. You'll gain valuable insights for professionals, leaders, and anyone interested in the impact of collective intelligence and the evolution of organizational structures. A few highlights: Leveraging collective intelligence: "Power with" rather than "power over" can amplify the collective intelligence of groups, leading to more innovative and effective outcomes.The importance of autonomy and order: Hint: it is not either/or.The implications of digital feudalismThe decline of hierarchical management structuresThe necessity for companies to evolveRod's book is available through the usual outlets. https://rodcollins.net/Support this podcast with the Tips Jar!!Contact or follow host Dawna Jones on one or more of these channels:Linkedin: https://www.linkedin.com/in/dawnahjones/Twitter: EPDawna_JonesInstagram: https://www.instagram.com/insightful_dawna/Navigating Uncertainty Newsletter: https://dawnajones.substack.com/Medium: @dawnajonesWebsite: https://www.dawnajones.comSupport this show http://supporter.acast.com/insight-to-action-inspirational-insights-podcast. Hosted on Acast. See acast.com/privacy for more information.

Doug Kirkpatrick and Rod Collins combine expertise with self-managed governance and collective intelligence to provide a bridge between traditional business mechanisms with respectful approaches for intelligent people. Learn why the transformative concept of synergistic control, replaces traditional control mechanisms to engage collaborative achievement. We talk about the principles guiding self-managed companies, decision rights, and the heightened responsibility that accompanies this evolution.The autonomy of choice: Your free will is applied within your organization and for selecting workplaces that fit you.Leadership evolution: shift from dictatorial leadership to a facilitative approach.Embrace collective intelligence, challenge conventional thinking, and prioritize understanding.For Rod's article on Substack see https://rodcollins.substack.com/p/collective-intelligence-will-enableHarnessing Agility - Embracing Possibilities Contact or follow host Dawna Jones on one or more of these channels:Linkedin: https://www.linkedin.com/in/dawnahjones/Twitter: EPDawna_JonesInstagram: https://www.instagram.com/insightful_dawna/Navigating Uncertainty Newsletter: https://dawnajones.substack.com/Medium: @dawnajonesWebsite: www.dawnajones.comSupport this show http://supporter.acast.com/insight-to-action-inspirational-insights-podcast. Hosted on Acast. See acast.com/privacy for more information.

The Cumberland Throw and The Tip Sheet were proud to be part of the 2023 Blue & Gold Alliance Reunion Luncheon at Jacks Bar & Grill on the weekend. While Forty20 was busy taking photos, Sixties was working the microphone as he caught up with a cracking group of former players and officials. It kicks off with the youngest player in attendance as Joel Reddy has a sprawling chat with Sixties. An old crowd favourite and long range try scoring machine in Giulio Pomponio then jumps in before rugged backrower Chris King has a yarn. Rod Collins, captain of the 1988 Presidents Cup premiership team, is up next with Troy Campbell following him up. Bill Richards and Denis Fitzgerald close out the podcast as Sixties chats to two of the elder statesmen of the BGA.

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Welcoming back repeat guest, Rod Collins, former CEO, author of "Wiki Management" and thought leader on the future of business transformation. To listen to Rod's other iconoclastic episodes, go to episodes 59 and 72 of Manage Self, Lead Others. To view the video version go to https://www.youtube.com/watch?v=e8Q_s7HNFxg Episode 59: https://youtu.be/F7AFj9Upl9w Self-managing Teams and Collective Intelligence. Episode 72: https://youtu.be/9BOkUFczYtA The Digital Fork in the Road TALKING POINTS In the 21st century the sustainable competitive advantage is not operational efficiency, it's the capacity to adapt to change. == “Nobody is smarter than everybody” is the fundamental design principle for self-managed, peer-to-peer networks. The contrasting design principle for centralized hierarchies is “trust authority”. These are two very different ways of designing organizations. When you give the elite few command and control authority to shut down dissenting views you create an incredible intelligence blind spot that could be fatal to a company. And when you leverage the elite few, you're leveraging their unconscious cognitive biases. === If you have a networked organization, you're a team of teams (to use General Stanley McChrystal's language). And so rather than be organized by departments, you're organized by cross functional teams. These teams typically have anywhere from 7 to 12 people. Jeff Bezos has an analogy called the Two Pizza Rule - team should never be larger than can be fed by two pizzas === The Gore company uses collective intelligence to do its performance appraisal process. Rather than a five page document assessing people 1 to 5, Gore uses a simple process. Everyone is rated by about 20 people and everybody will rate about 20 people. These are people you closely work with on a day to day basis. They ask one question, rate this person's contribution to the company. This 11,000 person company today still maintains its boss list self management structure because gore is made up of of a collection of units that average about 100 and 50 people. === Vote in our poll: https://poll.fm/10150676 Of this list of 11 behaviours, which toxic behaviour at work will most derail a team? === ABOUT ROD COLLINS Rod Collins is a leading expert and thought leader on the future of business transformation. Rod's books, blogs, podcasts, and speeches inspire through their use of storytelling and leading-edge ideas. Rod's most recent research is around how the exponential growth of the Internet of Things, developments in blockchain technology, and advances in artificial intelligence will merge together into an integrated network that will become the platform for a human-machine symbiosis that enables an extraordinary leap in human intelligence and the transformation of all human institutions. https://rodcollins.net/  === ABOUT HOST, NINA SUNDAY CSP Nina's catchphrase is: 'Workplace culture hides in plain sight. Is yours flourishing?' Invite Nina Sunday CSP and Certified Virtual Presenter as a speaker for your conference, virtually or in-person, on Positive Workplace Culture and Co-creating Team Working Agreements. Contact: nina@ninasunday.com or info@brainpowertraining.com.au Visit https://ninasunday.com or https://www.brainpowertraining.com.au/ As Founder/Owner of Brainpower Training Pty Ltd you can arrange for Nina or one of her Facilitators Australia-wide to deliver a face-to-face customised program on Communication, Productivity, Leadership or Teamwork. Author of ‘Workplace Wisdom for 9 to thrive; the 12 soft skills everyone needs to know for workplace success' The Manage Self, Lead Others podcast is mainly for experienced and aspiring managers to explore ways to elevate and transform team culture. Nina Sunday speaks with key experts from Australia and across the globe who share their insights in self-leadership and leading Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Elevate Your Leadership podcast, former Blue Cross Blue Shield Chief Executive Rod Collins discusses futuristic concepts of leadership that are being employed today by highly successful companies. Applying his concept that no one is in charge, Rod details his process for conducting collective intelligence workshops to advance company initiatives based on the collective intelligence and contributions of everyone on the team. He outlines the four characteristics necessary to leverage collective intelligence. Rod authored Wiki Management: A Revolutionary New Model for a Rapidly Changing and Collaborative World, which highlights the innovative tools and practices used by a new breed of business leaders to sustain extraordinary performance in a world reshaped by digital disruption. His next book, No One is Smarter Than Everyone, will be out next year. Learn more about your ad choices. Visit megaphone.fm/adchoices

Rod Collins is an author and keynote speaker whose work in organizational effectiveness is focused on changing organizations from hierarchies to self-guided teams of peer-to-peer networks. Democratizing work like this is the way of the future, according to Rod. I worked in a famous example of this kind of culture, and we discussed it in some depth. We also talked about how much more effective it is to have such teams focused on customers and customer value. Learn more about your ad choices. Visit megaphone.fm/adchoices

When the past is a proxy for the future, business leaders can look backwards to forecast the future and build a strategy. But what happens when the past is no longer a proxy for the future? Rod Collins highlights some of the innovative tools and practices used by a new breed of business leader.

“In rapidly changing times, dexterity to speed is your key to adaptability.” Rod Collins In today's episode, we are joined by Rod Collins, a returning guest. Rod's initial episode was released on February 14th, 2022. The topic of conversation was ‘The Benefits of Flat Organizational Structures.' Today, our discussion focuses on the strengths of running a collective intelligence workshop when you're trying to solve problems or coming up with new ideas. If you have not listened to the earlier recording, I highly suggest giving it a listen and then following up with this episode. Rod is a leading expert on digital transformation in the future of business. He is the host of The Thinking Differently podcast on the C-suite Radio Network, where he explores how technological innovations continue to transform the rules of how successful businesses. Rod is a regular blog contributor on Substack and the author of Wiki Management, a revolutionary new model for a rapidly changing and collaborative world, highlighting the innovative tools and practices used by a new breed of business leaders to sustain extraordinary performance in a world reshaped by digital disruption. Rod is the former chief operating executive of the Blue Cross Blue Shield Federal Employee program, one of the nation's largest and most successful business alliances. Under his leadership, the business experienced the most significant five-year growth period in its 60-year history. A collective intelligence workshop gets a microcosm of the business in the room. Everybody who would touch on the business's project, process, and initiative must be in the meeting room. We come up with a way to develop good ideas where we put them into groups to discuss their ideas. At the end of the sessions, each table reports the vision they have settled on. As a decision-maker in a rapidly changing world, you want the best picture, which helps move things along. After identifying the ideas, we open them up to agreements and disagreements because we want creative energy. The members are also allowed to present their grievances to uncover unknowns that always mess up projects. By having the whole system in the room, things get to be handled in real-time and rapidly, and it helps to drive unanimous consensus. In rapidly changing times, dexterity to speed is your key to adaptability. My experience is that collective intelligence is more significant than one person providing answers, and frequently this is the power of a network.  To learn more and for the complete show notes, visit: petermargaritis.com Learn more about your ad choices. Visit megaphone.fm/adchoices

#IoT #internetofthings #ai #artificialintelligence #blockchain We've arrived at an existential choice; a digital fork in the road. To build more intelligent organizations, we trust that nobody is smarter than everybody, leverage collective intelligence, and invest collaborative power rather than coercive power. Bitcoin and Blockchain as it exists today is in its primitive form, equivalent to 1903 when the Wright Brothers flew the Wright flyer in Kitty Hawk. We can choose to build the Internet of Things and Artificial Intelligence applications on blockchain platforms. === All through history humans have almost exclusively chosen one type of social system, the command and control management model; a centralized, top down hierarchy. They decided to leverage the intelligence of the elite few. They make central plans and ascribe coercive power to enable them to enforce both ideological conformity and compliance. For most of us we can't conceive how anything would be done if nobody was in charge. When you practice collaborative power, you welcome diversity of opinion. When you build collaborative power in networks, all voices matter. Nobody is smarter than everybody. A fundamental human need is autonomy. And one of the problems with hierarchies is it kills autonomy, and in the process kills innovation, The organizing principle of centralized top-down hierarchies is to trust authority. We give power to the intelligent few. But when they don't welcome diversity of opinion and encourage ideological conformity, they bake in the unconscious biases of the experts. When you encourage everybody's voice and look to discover common ground, then you are more likely to arrive at real common ground, When you leverage collective intelligence you move past biases to come to a higher level solution than any lone individual could ever devise. #Internetofthings, #AI #blockchain #BITCOIN https://rodcollins.net/ ABOUT HOST, NINA SUNDAY CSP Contact: nina@ninasunday.com or info@brainpowertraining.com.au https://linktr.ee/ninasunday Invite Nina Sunday CSP as a virtual speaker for your conference globally, or in-person in Australia, or to lead a one-day workshop or series. Visit https://ninasunday.com or https://www.brainpowertraining.com.au/ Author of ‘Workplace Wisdom for 9 to thrive; the 12 soft skills everyone needs to know for workplace success' The Manage Self, Lead Others podcast is mainly for experienced and aspiring managers to explore ways to elevate and transform team culture. Nina Sunday speaks with key experts from Australia and across the globe who share their insights in self-leadership and leading others. Learn more about your ad choices. Visit megaphone.fm/adchoices

“If you are leveraging collective intelligence, respecting diversity, and fighting dissenting ideas, you are going to uncover the unknown unknowns more quickly and likely come up with better results.” Rod Collins My guest today is Rod Collins. Rod is a leading expert on digital transformation and the future of business. He's the host of the Thinking Differently podcast on the C suite Radio Network, where he explores how technological innovations continue to transform the rules of how successful businesses work. Rod is a regular blog contributor on Substack and the author of Wiki Management, a revolutionary new model for a rapidly changing and collaborative world, highlighting the innovative tools and practices used by a new breed of business leaders to sustain extraordinary performance in a world reshaped by digital disruption. Rod is a former Chief Operating Executive of the Blue Cross Blue Shield federal employee program, one of the nation's largest and most successful business alliances. Under his leadership, the business experienced the most significant five-year growth period in a 60-year history. Today, our conversation centers around the concept of self-managed distributed network corporate structures versus the traditional hierarchy of power and control corporate structure. There are two fundamental ways that organizations can be set up. For the last 150 years, most organizations have followed one model: the centralized, top-down Command and Control hierarchy. The self-managed distributed network is the second model practiced by a smaller number of companies that are more adaptive to change. The form of power that works in the hierarchy is coercive power. In networks, their design principle is nobody smarter than everybody, and so they leverage collective intelligence, and the way things get done is through collective power. One difference between a self-managed network and a top-down hierarchy is that the individual unit of work is the particular person in order. In contrast, in networks, the unit of work is the team.  The networks are more likely to grow in rapidly changing times because networks can adapt better. In hierarchies, the basis for strategy is central planning, and once those plans are formulated, they tend to be fixed and compliance enforced. They approach the process through iterative discovery in the network, which is very important in rapidly changing times. Regarding leadership, the prototype for the leader in the hierarchy is the individual hero who will come in and save the company. In networks, leadership is a team function. The team can maximize its strengths by pulling in the appropriate optimal talent to take the effort forward, which means everyone gets to experience being a leader. As with all C-Suite leaders, the CEO does not direct the company's activity, but the role of the CEO is to play facilitative training and maintain the unique culture to make sure that this team-based self-management approach is preserved. To learn more, and for the complete show notes, visit: petermargaritis.com Learn more about your ad choices. Visit megaphone.fm/adchoices

This exciting episode my guest is futurist and author, Rod Collins, former CEO, and host of the Thinking Differently podcast on C-Suite Radio Network. Rod describes how business leaders can access an untapped resource in their organizations: the collective intelligence of their own people. Rob goes into detail about a sequence of activities to lead a Collective Intelligence off-site event as a large group process to achieve consensus on handling a challenging problem. This process can rapidly uncover common ground and discover insights to craft breakthrough solutions.  Rod's books include Wiki Management, highlighting tools and practices of a revolutionary new management model, and ‘Leadership in a Wiki World', which illustrates how leaders can leverage the power of collective intelligence to sustain extraordinary performance in rapidly changing markets. Contact Rod Collins: https://www.linkedin.com/in/rodcollinsauthor/ Thinking Differently podcast: https://podcasts.apple.com/us/podcast/thinking-differently-with-rod-collins/id1551830342 ABOUT HOST, NINA SUNDAY CSP Contact: nina@ninasunday.com | info@brainpowertraining.com.au Author of ‘Workplace Wisdom for 9 to thrive; the 12 soft skills everyone needs to know for workplace success', Nina frequents the speaking stage, in-person in Australia/New Zealand and virtually to international audiences from a professional studio on transforming team culture. With a Bachelor of Arts and Diploma in Education, and graduate of the 3-year program of the Australian Film, TV and Radio School, Nina worked as a Production Manager in television, before founding the training organisation, Brainpower Training Pty Ltd, now leading a team of Facilitators Australia-wide. Nina is a past chapter president of Professional Speakers Australia, a CSP (Certified Speaking Professional) and twice-certified CVP (Certified Virtual Presenter), which means she can present virtually for any timezone globally. If Manage Self, Lead Others inspires you, book Nina as a virtual speaker for your conference globally. In person in Australia visit https://ninasunday.com . Brainpower Training's face-to-face and online workshops in Productivity, Communication, Leadership or Change and will take your team to the next level. Visit: https://www.brainpowertraining.com.au/training-topics/ Nina hosts 30-Day Challenges in Priority Management https://www.brainpowertraining.com/challenge-priority-management online for any timezone, and coming soon, Business Writing and Customer Service Challenges. Follow Nina Sunday on LinkedIn: https://www.linkedin.com/in/ninasunday/ The Manage Self, Lead Others podcast is mainly for experienced and aspiring managers to explore ways to elevate and transform team culture. Nina Sunday speaks with key experts from Australia and across the globe who share their insights in self-leadership and leading others. Learn more about your ad choices. Visit megaphone.fm/adchoices

It's time to rethink how you remain competitive in a digitally transformed marketplace. The Digital Revolution has created a radical paradigm shift in the way the world of business works - are you prepared?  We are at the beginning of an unprecedented inflection point in the development of civilization—the transition from the first human epoch where centralized hierarchies that leveraged individual intelligence were the basis of social organization to the second human epoch whose social structures will be highly sophisticated distributed networks capable of rapidly leveraging human and artificial collective intelligence.  Guest speaker is - Rod Collins  Author & Keynote Speaker and Host of the Salt Flats Innovation Podcast See omnystudio.com/listener for privacy information. Learn more about your ad choices. Visit megaphone.fm/adchoices

It's time to rethink how you remain competitive in a digitally transformed marketplace. The Digital Revolution has created a radical paradigm shift in the way the world of business works - are you prepared?  We are at the beginning of an unprecedented inflection point in the development of civilization—the transition from the first human epoch where centralized hierarchies that leveraged individual intelligence were the basis of social organization to the second human epoch whose social structures will be highly sophisticated distributed networks capable of rapidly leveraging human and artificial collective intelligence.  Guest speaker is - Rod Collins  Author & Keynote Speaker and Host of the Salt Flats Innovation Podcast See omnystudio.com/listener for privacy information.

Top-down hierarchies are the business structure for the longest time, and though it is already tried and tested, such a model may cause unhealthy employee competition and untargeted work. Because of this, Rod Collins believes that leaders must start applying a network structure within their teams. The Chief Innovation Facilitator at Salt Flats sits down with Dr. Tracey Jones to discuss how this specific business model gives room for deeper collaborative work, better employee relationships, and streamlined tasking. With such an efficient strategy, leaders can expect better results and higher productivity. Learn more about your ad choices. Visit megaphone.fm/adchoices

Introduced by Rod Collins, Jaine Toth tells stories from her childhood. Why would anyone call her mother the Red Witch anyway?  Jaine Toth's upcoming book is The Arts, A Key to Spiritual Transformation. Look for her at BahaiYeachings.org.

Introduced by Rod Collins, Jaine Toth tells stories from her childhood. Why would anyone call her mother the Red Witch anyway?  Jaine Toth's upcoming book is The Arts, A Key to Spiritual Transformation. Look for her at BahaiYeachings.org.

Miss Dee Dee introduces Rod Collins who reads from his novella, Chasing Cars. Chasing Cars is a continuation of Next of Kin, for which he won a blue ribbon at the 2019 Pinal County Fair.  

In this episode of the Salt Flats Innovation Podcast, Rod Collins is joined by Justin Jarvinen Chief Strategist and Head of Business Design & Ventures at Salt Flats.

Emily Bache on Maintainable, Rod Collins on With Great People, Dominica DeGrandis on Troubleshooting Agile, Ariel Caplan on Greater Than Code, and Dave Aronson on Maintainable. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. And, if you haven’t done it already, don’t forget to hit the subscribe button, and if you like the show, please tell a friend or co-worker who might be interested. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting December 9, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. EMILY BACHE ON MAINTAINABLE The Maintainable podcast featured Emily Bache with host Robby Russell. Robby started out by asking Emily about common traits of maintainable software. She says that maintainable software has a design, is well tested, has names that relate to the domain, has had thought given to having levels of abstraction, and is the kind of code you would like to read. Robby asked Emily what developers get wrong when talking about technical debt. She says that some developers label as technical debt any code they don’t like or didn’t write themselves. Other developers don’t even admit that there is any such thing. This is problematic because there really is code that is bad, code that most developers would have trouble understanding. She says that your decisions regarding technical debt have to be driven by the needs of the users of the software. Code you don’t need to change doesn’t need to be improved.  They talked about examples of bad code and Emily mentioned Terry Hughes’ Gilded Rose refactoring kata as an example of horrible code that she uses to educate others. She herself invented a tennis refactoring kata and a Yahtzee refactoring kata that I got to try out myself in her workshop at the Agile Testing Days conference in November.  Robby asked whether these exercises are meant to be done alone or with others. Emily says it is always more fun to code with other people and you learn more. She says coding is a social activity. Very little code today is written by individuals. It is written by teams. Doing exercises like the tennis kata in a group lets you have discussions about design and code smells without it being personal and then you will have practiced such discussions for when it really matters in your production code. Robby and Emily talked about the individual genius developer and Emily says that while there are definitely still instances of software built by geniuses working alone, the best software today is often built by teams from the start. This led her to talk about mob programming, which she favors because it forces you to explain your ideas in words. You have to become good at communicating, in words, about software design and coding constructs. She says she didn’t have that skill when she started mob programming. Robby stated that he wasn’t familiar with mob programming. Emily explained that, as in pair programming, you have two people working together at the same machine, but in mob programming you have more than two people and, because of the increased number of people, you need an increase in structure. One piece of structure is that the driver, who is typing at the keyboard, cannot follow their own ideas about what to write. Instead, the navigator, a designated person in the mob, communicates what code should be written. The rest of the mob supports the navigator and the driver and you regularly rotate the roles. For the mob to work, the navigator has to get good at communicating in words, not just with the driver, but also with the rest of the mob so that they can assist and can take over when the navigator rotates to the driver role and the driver returns to the mob. They discussed how often to rotate and Emily says it varies from team to team, but her preference is to rotate every four or five minutes. As an aside, at the Agile Testing Days conference this past November, I got to experience a mob programming workshop led by Emily in which I got to be a member of the mob and rotate through the roles of navigator and driver and I highly recommend seeking out opportunities to experience this style of work if you get the chance. They talked about her work as a technical agile coach and how she splits her time among multiple teams at a given engagement, working with each team for two hours every day. These teams would work as a mob on their production code and she would sit in the mob and either take the navigator role, coach the navigator and driver, or simply observe. This allows her to help teams to learn practices like writing tests, doing refactoring, improving their design, breaking their work into small pieces, committing often, writing good messages, and all the stuff you need to do to be agile. They also do one hour coding dojos.  Being a guest in other teams’ codebases, she says, you have to be respectful because even when you see that the code is bad, you don’t know why it got that way. The first thing she does when she joins a new team is ask to see their code, their unit tests, and the code they find most difficult to work with. Robby asked Emily to reflect on the various projects she has participated in and describe common issues that affect most teams’ code and processes. Emily says she sees a lot teams struggling to meet expectations and not taking enough time to really communicate with each other and improve. Most software developers really want to do a good job and are under a lot of deadline pressure that works against doing a good job. Software development is a marathon and you have to make sure you are learning and your processes are improving as you go. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/emily-bache-its-always-more-fun-to-code-with-others/id1459893010?i=1000457798211 Website link: https://maintainable.fm/episodes/emily-bache-its-always-more-fun-to-code-with-others-PtzH4tY7 ROD COLLINS ON WITH GREAT PEOPLE The With Great People podcast featured Rod Collins with host Richard Kasperowski. Rod says that, in the 20th century, if you wanted to scope out the future, you looked backwards. You understood your business, product, and market metrics and forecasted from that because, in those days, the past was a proxy for the future. Today, the world is rapidly changing and planning can become a strategic trap. Planning is no longer the foundation of strategy. The basis of strategy today is discovery. Richard asked why Rod calls himself an information curator and Rod said that no one person can see into the future, but if you have processes that leverage the collective intelligence across experts, non-experts, and what Rod calls unusual suspects, it gets businesses to ask the right questions and find the unknown unknowns. Rod says that most leadership teams, especially senior leadership teams, don’t spend sufficient time on business strategy. When your challenge in a business environment is discovering the unknown unknowns, you cannot afford to meet only once a year to think about business strategy. Rod had his own leadership teams meet about strategy for a whole day every two weeks. Rod asks, “How much of a CEO’s time is spent bridging gaps between the various units because they are not getting along?” Meeting for a day every two weeks pays itself back many times because senior leaders are able to handle issues among themselves without involving the CEO. There is esprit de corps, a history that gets created among the leadership team, and the collaborative way of working together becomes the natural way of conducting business. Rod says that the leadership training of the last five decades is focused on the individual. Most train strategic leaders to hold their hierarchical authoritative power in such a way that it is beneficial, but treat leadership as fundamentally residing within the individual. Rod thinks that part of the transformation of 21st century business is the unit of leadership changing from the individual to the team. Leadership training, as a consequence, needs to happen in the context of full teams. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/rod-collins-innovation-discovery-how-to-do-it-right/id1262784541?i=1000457926652 Website link: https://soundcloud.com/withgreatpeople/episode28 DOMINICA DEGRANDIS ON TROUBLESHOOTING AGILE The Troubleshooting Agile podcast featured Dominica DeGrandis with hosts Douglas Squirrel and Jeffrey Fredrick. Squirrel and Jeffrey asked Dominica what she means by time theft. She says that time theft is the interruptions and context switching that often comes from conflicting priorities, unknown dependencies, and unplanned work. For example, you may go to work and have back-to-back meetings and cannot get your real work done until you put the kids to bed or on Sunday afternoon. As Squirrel says, “You can’t do your work at work.” It prevents you from getting into the flow state described by Csikszentmihalyi. If you ask people what prevents them from getting their work done, they often say it is because they are overloaded. She told the story of working with a team of 41 engineers working on 33 projects at the same time, building out six data centers in six countries in six months. They were carrying the duty pager and were interrupted so much that they put two project managers in front of them to protect them from the inbound demand, but their mutual dependencies within the organization interrupted them too. The project managers put a big Kanban board up and, every time an engineer was interrupted, they put a post-it on the board. In a week, they had 92 interruptions and the majority were due to product managers wanting to know the status of their project. Every day, people were walking past this board and this is how you get visibility on your problem. Making the work visible provoked the necessary conversations to inspire change. The change that occurred was taking one of each specialist, moving them into a different building and asking them their biggest pain points. Because work was being started without finishing previous work, they had a lot of projects at 90%. This isolated team was able to finish 10% of the projects in four weeks. As a build engineer, Dominica used to rant about teams not having enough automated testing but it got her nowhere, but once she started capturing the data, taking a scientific and systems-thinking approach, and presenting her data-backed case to leadership, the result blew her away. She got budget, she got headcount, and she got empathy. Jeffrey said that people often find themselves on an us/them divide and this is not what Dominica found once she could present the data to leadership. The problem is that people don’t have the shared information to work from and, in making the work visible, she was generating information that nobody had before. Squirrel says he worries that people will use the metrics to beat people up. Dominica says this is why we want to focus on business outcomes and not activity metrics. A lot of proxy metrics are captured because it comes with the tool, but these metrics don’t tell you how much business value a team is providing for the company. Dominica likes to use a balanced set of flow metrics such as cycle time and flow efficiency. Squirrel asked why the business leaders would be interested in such metrics. Dominica gave the example of business leadership thinking they need to hire more developers because the teams they have are not delivering fast enough. If you are measuring flow efficiency, development time is usually a low percentage of flow time, so adding more developers would not help cycle time at all. You need to know where your bottleneck is and measuring flow efficiency helps you make these kinds of business decisions. Jeffrey asked where someone should start in making work visible and reducing time theft. Dominica starts with the question of what prevents a team from getting work done. Decide on a few small experiments of four to six weeks to address these problems, find that one person on the business side who can be your ally and maybe sponsor these experiments, and address their business pain. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/making-work-visible-with-dominica-degrandis/id1327456890?i=1000458010204 Website link: https://soundcloud.com/troubleshootingagile/making-work-visible-with-dominica-degrandis ARIEL CAPLAN ON GREATER THAN CODE The Greater Than Code podcast featured Ariel Caplan with hosts Jamey Hampton, John K Sawers, and Jacob Stoebel. Ariel says his superpower is extreme irritability. He had to learn when to address the things that irritated him and when to let them go. He started a daily writing practice of noting what irritated him that day and also what he liked. He connected his superpower to accessibility. He says you can develop in yourself a sensitivity to examples of poor accessibility like the use of red and green as the only means to present certain information in a user interface. Ariel has been working on developing the corporate values for the company he works for. Ariel says that company values are often viewed with skepticism and he gave an example: a company had the values of communication, respect, integrity, and excellence, according to their annual report in 2000. The name of the company was Enron. John talked about helping his team of about 25 people come up with their team values to use as an interviewing rubric. He liked asking about values in interview questions because there is no wrong answer and, by asking the candidate what a good demonstration of a particular value is, it allows you to evaluate how they think that the value would play out instead of having them guess the magic answer to a tricky interview question. Jamey added that it is important to revisit your list of core values every so often. His company, Artemis, grew from ten to thirty employees and decided to revisit their values. Some of the values did not change fundamentally, but changed meaningfully in the way they were expressed. Ariel asked about when is it time to delete a value from your list and Jamey described how the original list of Artemis’ “values” included company goals like “we help indoor growers succeed”. These got removed because they weren’t really values, but they remain corporate goals.  Ariel says he pays attention to who is impacted and has to change their behavior because of a value. He gave as an example the values of grit, determination, and hard work and how this gets abused to put pressure on the front-line workers. Another example is a value like: “we challenge people; we ask questions; etc.” A better value might be “we create an environment where it is safe to ask questions, safe to challenge ideas, and safe to take risks.” The first example puts the pressure on the front-line workers to behave a certain way, while the second puts the pressure on management to create a better environment. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/158-exploring-company-values-with-ariel-caplan/id1163023878?i=1000458078372 Website link: https://www.greaterthancode.com/exploring-company-values DAVE ARONSON ON MAINTAINABLE The Maintainable podcast featured Dave Aronson with host Robby Russell. Robby asked Dave what his definition of software quality is. Dave addresses quality for the vast majority of software as a list of six aspects that form the acronym ACRUMEN: appropriate, correct, robust, usable, maintainable, and efficient. The N means nothing. Appropriate means doing what the stakeholders need it to do, where the term stakeholder refers to users, customers, operations personnel, and others. Where Appropriate refers to doing the right job, Correct means doing the job right. He uses the analogy of being asked to write a checkers program and, in response, writing the world’s greatest chess program. It can be as correct, robust, usable, maintainable, and efficient as anyone could ever possibly want, but if you wanted a checkers program, you are not going to be happy with it. In ACRUMEN terms, the chess program is not appropriate. Alternatively, a perfectly reasonable checkers program that may even have a few bugs is probably going to suite your needs better than a fantastic chess program. For Robust, he is mostly referring to security. He uses the CIA triad (confidentiality, integrity, and availability). The program should not reveal information, alter information, or become unavailable when it is not supposed to. Regarding Usable, Dave says it is not just the end user that needs to find the software usable; things like an API should be usable as well. In ACRUMEN, Maintainable means easy to change with low fear of error and low chance of error even for a novice programmer new to the project. Fortunately, the vast majority of software engineering advice is aimed squarely at this. For the last letter in the acronym, E for Efficient, Dave says there are more resources to make efficient use of than CPU cycles. There is, of course, disk space and network bandwidth, but also the user’s patience and brainpower, and the company’s money. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/dave-aronson-putting-the-m-in-acrumen/id1459893010?i=1000455264616 Website link: https://maintainable.fm/episodes/dave-aronson-putting-the-m-in-acrumen-n_6lX9fc LINKS Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

Richard Kasperowki interviews Rod Collins. Rod is the director of innovation at Optimity Advisors and innovation curator at Salt Flats. Rod and I talk about the collectivization of strategic leadership in the dynamic business environment of the 21st century. In the world of rapid innovation, we need all intellectual firepower we can get to discover things we had no clue existed! And that is where collective intelligence, or as Rod calls it, Wiki Management, kicks in. Connect with Rod on Twitter at https://twitter.com/collinsrod?lang=en and visit his page at https://optimityadvisors.com/about/leadership/rod-collins. Read the full transcript at https://kasperowski.com/podcast-28-rod-collins/ ‎

Sometimes the most effective advertising is the simplest. Mobile billboard advertising is one of the most effective marketing and advertising tools available, and we spoke with Rod Collins, who has built the business from scratch.

Rod Collins is a Director of Innovation and a leading expert on the future of business. He is also the author of the book 'Wiki Management'. In this episode, Rod talks to Rob Llewellyn about a revolutionary new model for a rapidly changing and collaborative world, and highlights some of the innovative tools and practices used by a new breed of business leaders.

This week, Extreme Value Editor Dan Ferris discusses Facebook's new cryptocurrency, Libra, Elon Musk potentially leaving Twitter, and what the Federal Reserve's decision to keep rates steady means going forward. Our guest Rod Collins discusses how to make sure a tech revolution doesn't undo your own portfolio.

This week, Extreme Value Editor Dan Ferris discusses Facebook’s new cryptocurrency, Libra, Elon Musk potentially leaving Twitter, and what the Federal Reserve’s decision to keep rates steady means going forward. Our guest Rod Collins discusses how to make sure a tech revolution doesn’t undo your own portfolio.

Rod Collins believes that we are in the midst of a epochal change. What does this mean to you? To jobs? To Workplaces? Tracing the path from bureaucracies, how power is being transferred to today’s peer to peer networks, Rod maps out changes to the fundamentals of social dynamics at work. Through original stories about Wikipedia, and Craigslist Rod provides insight into how an idea displaces a business without intending to.You’ll hear:The 3 evolutionary laws of networks that operate in a hyperconnected worldThe 4 attributes required for collective intelligence to emergeThe real meaning of digital transformationThe two massive tasks facing society in response to digital revolution and the need for a new economyThe larger implications of innovation on beliefs and healthWhy a universal basic income is a bad ideaRod Collins is the former Chief Operating Executive of the Blue Cross Blue Shield Federal Employee Program, where we used the principles and the practices of Wiki Management to realize the greatest five-year growth period in the 54-year history of the business. Today he is the Director of Innovation at Optimity Advisors, an international management consulting firm. Author of Wiki Management: A Revolutionary New Model for a Rapidly Changing and Collaborative World (AMACOM Books, 2014) Rod’s passion is to work with forward thinking business leaders who understand that managing great change means changing how we manage. Rod writes a monthly blog for the HuffPost Great Workplace Cultures. He’s done two episodes for Dawna’s other podcasts – The Evolutionary Provocateur. One is on the Death of Command and Control; the second on Wiki-management. Host Dawna Jones designs creative ways to get tough conversations and small to large transformational tasks accomplished. Her expertise lies in using personal and organizational energy for creative and constructive purposes, decision making in complexity and self-realized leadership. www.InsighttoAction.com Follow me on Twitter http://Twitter.com/EPDawna_Jones or LinkedIN: https://www.linkedin.com/in/dawnahjones/The intro music is provided by Mark Romero of www.markromeromusic.com. Mark is the former CEO of a semi-conductor firm whose music has been scientifically tested and proven to create coherence in the body. See acast.com/privacy for privacy and opt-out information.

Rod Collins is the former chief operating executive of the Blue Cross Blue Shield Federal Employee Program (FEP), one of America's largest and most successful business alliances, with over $19 billion in annual revenues. Using the principles and the practices of wiki-management, under Rod's leadership, FEP set new records in operational performance. The secrets? Shifting from leveraging the intelligence of the few to the collective knowledge of the many. Dawna talks to Rod about what wiki-management is and why it is the only game in town for changing how we manage in complexity. Rod is the author of the book Leadership in a Wiki World: Leveraging Collective Knowledge to Make the Leap to Extraordinary Performance.

While external forces are raising sea levels, mass collaboration and social networks of performance are changing how executives perform their role. But what does this all mean to the executive who defines their effectiveness by their ability to control, command and direct? Rod Collins, former Chief Operating Officer for Blue Cross Blue Shield, feels that executives are at a tipping point where to maintain any kind of agility requires replacing command and control with facilitating, enabling and supporting performance. But what does this mean to the average executive? What are the consequences of holding onto control? The image of trying to direct performance while standing in front of a fire hose comes to mind. The benefit of making the change, while messy and uncomfortable at first, gets better with practice says Rod. Besides, you sleep better at night.