Podcast appearances and mentions of steven spear

En este episodio conversamos con Mat Jovanovic, Director de Estrategia de Cloud Corporativo en MAPFRE. Abordamos la importancia de la automatización en una empresa global como Mapfre, explorando cómo se transforman los procesos internos, se impulsa la colaboración entre equipos y se abordan los desafíos técnicos. Mat nos revela las estrategias para cambiar la cultura corporativa y cómo están utilizando la automatización no solo para reducir tiempos, sino también para generar valor de negocio.Este es el episodio 15 de la temporada 5.Tabla de Contenidos01:31 - Quién es Mat Jovanovic02:42 - ¿Por qué la automatización es crítica?04:50 - Cambiando la mentalidad interna06:06 - Primeros pasos: Automatizando la provisión en AWS09:34 - ROI y enfrentando la resistencia al cambio13:45 - Convenciendo a Seguridad: Cómo ganar su apoyo14:16 - Equipos multidisciplinares: La clave del éxito15:52 - Automatizando los CABs: Desbloqueando la agilidad19:00 - Estandarización de herramientas para desarrolladores20:08 - De Comunidades a Catálogos de Automatización21:15 - Desafíos globales: Gestionando stacks entre países23:35 - IA Playground: Un espacio para fallar y aprender25:48 - Mentalidad de ‘Fail Fast, Fail Cheap'25:51 - Lecciones aprendidas en proyectos de IA29:34 - Estandarizando IaC para acelerar el desarrollo32:47 - El trade-off de la estandarización34:32 - Platform Engineering: La nueva estrategia35:38 - Arquitectura base y servicios core de AWS38:57 - Buenas prácticas con Arquitecturas de Referencia39:34 - Priorización de funcionalidades en un entorno cambiante41:40 - Estrategias de control de costes en la nube46:07 - Evitando las ‘alucinaciones' en modelos de IA48:41 - Tendencias emergentes en automatización50:53 - Recomendaciones finales de MatEventos:- AWS Cloud Experience Day Lisboa: https://aws.amazon.com/pt/events/cloud-days/portugal/ - AWS re:Invent: https://reinvent.awsevents.com/Redes Sociales Invitado:- LinkedIN: https://www.linkedin.com/in/matejajovanovic/- Twitter: @MatJovanovic- Blog: matscloud.com Links mencionados en este episodio:- AWS re:Invent 2023 - Building serverless-first applications with MAPFRE [Spanish] https://youtu.be/hlVXZwknZNc?si=EPVtHx3zeflM7M7c - Canal de Marcia: https://www.youtube.com/@marcia_/videos- Jops de Mapfre: https://jobs.mapfre.com/- Ask Your Developer, Jeff Lawson: https://amzn.eu/d/0UCW2Vb- Phoenix Project, Gene Kim: https://amzn.eu/d/8Y49g4o- Unicorn Project, Gene Kim: https://amzn.eu/d/238n8xR- Wiring the Winning Organization, Gene Kim, Steven Spear: https://amzn.eu/d/6evSKob✉️ Si quieren escribirnos pueden hacerlo a este correo: podcast-aws-espanol@amazon.comPodes encontrar el podcast en este link: https://aws-espanol.buzzsprout.com/O en tu plataforma de podcast favoritaMás información y tutoriales en el canal de youtube de Charlas Técnicas☆☆ NUESTRAS REDES SOCIALES ☆☆

Free Resource!Download the supplement guide to Steven's book, "Creating a Model Line" on our website under resources:https://www.enterpriseexcellenceacademy.com/downloadsSummary KeywordsProblems, book, Toyota, organisation, solve, slow, leader, simplification, enterprise, amplification, system, great, create, wrote, talked, piece, winning, Paul, control, starts.IntroductionWelcome to episode 177 of the Enterprise Excellence Podcast. Considering the uncertainty ahead, setting our organisations up to win in today's world is so important. Many organisations feel stuck, slow, or find it difficult to move forward fast enough. It is a pleasure to have Mr Steven Spear on the show with us today to talk about his new book, Wiring the Winning Organisation: Unleashing our Collective Greatness Through Slowification, Simplification and Amplification. Steven is a Senior Lecturer at MIT's Sloan School of Management and founder of the company See to Solve; he is internationally recognised as an expert in leadership, innovation and operational excellence. Steven's research has been acknowledged with five Shingo Prizes. I look forward to this conversation on such an important topic; let's get into the episode. Action ItemsDownload the supplement guide to the book, Creating a Model Line on our website under resources:https://www.enterpriseexcellenceacademy.com/downloads ContactsBrad: Connect via LinkedIn or call him at 0402 448 445 or email bjeavons@iqi.com.au. Visit Dr Steven Spear at https://seetosolve.com/What's next?1.     Download the new resources https://www.enterpriseexcellenceacademy.com/downloads2.     Join our next community meeting.  https://www.enterpriseexcellenceacademy.com/community.3.     Listen to another podcast, #129 Diversity in Leadership & Enterprise Excellence with CEO of Paralympics Australia Catherine Clark, https://www.enterpriseexcellenceacademy.com/podcast/episode/7a159cdb/129-catherine-clark-diversity-in-leadership-and-enterprise-excellence To learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

 Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the  government and other large organizations compete and drive growth.  He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF).  Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI   Contact Information   ·         LinkedIn: Ali Hawks on LinkedIn ·         LinkedIn Peter Newell on LinkedIn ·         Website:  The Common Mission Project UK ·         Website: BMNT US ·         Website: BMNT UK   Books & Resources ·         Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao ·         Value Proposition Canvas ·         Business Model Canvas ·         Hacking for Defense ·         Hacking for Allies ·         AUKUS DIN ·         Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman ·         Huberman Lab Podcast ·         Allie K. Miller ·         Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear ·         The Friction Project - Bob Sutton, Huggy Rao Episode Transcript  Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here.  Pete Newell  Thanks so much for the invite.  Ali Hawks  Yeah. Thank you for having us.  Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today?  Pete Newell  So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to  the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started.  Ula Ojiaku  Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you?  Ali Hawks  So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK.  I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia.  Ula Ojiaku  Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far?  Ali Hawks  I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you?  Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more.  Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like.  Ula Ojiaku What's your view, Ali?  Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone.  Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

Today I'm talking to Gene Kim. Over the years Gene's work has had a huge influence on me. From books he authored and co-authored including The Unicorn Project, Phoenix Project, DevOps Handbook, and Accelerate, to his advocacy and community building with the DevOps Enterprise Summit, now called the Enterprise Technology Leadership Summit. I recently finished reading Gene's latest book Wiring the Winning Organization which he co-wrote with Steven Spear. The themes of slowification, simplification, and amplification have already started to seep into my day-to-day conversations. The book is filled with case studies, but also creative metaphors like Gene and Steven moving a couch, which is where our chat starts. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cutlefish.substack.com

Could the secret to organizational success be as simple as going back to basics? Gene Kim and Steven Spear's new book, Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification presents practical, grounded research on organizational management and design. Gene is the chair of the Enterprise Technology Leadership Summit and Steven teaches at MIT Sloan.Gene and Steven walk Greg through the three mechanisms of successful organizational design: slowify, simplify, and amplify. They also discuss how the field of organizational design has evolved and what still needs to evolve with management education. *unSILOed Podcast is produced by University FM.*Episode Quotes:Three mechanisms of a successful organizational designWe now have everything we need to be able to describe the three mechanisms that must be in place in any high-performing system. You got to slowify, meaning we move the most difficult problems from production into planning and practice, where work can be redone. We can do experiments. We can learn where we can simplify where we actually divide up the problems. We partition them so that they are easier to solve. And there's three dimensions of that. And then there's amplification, this overlay of how do we create a system that can amplify even the weakest signals so that when someone needs help or when there's danger that we can quickly detect and correct or ideally prevent from happening again. What the term ‘slowification' means38:39 The reason why we had to create the word ‘slowification' is that we have a lot of adages for slow down to speed up or stop sawing to sharpen the saw, and the absence of the word prevents us from doing it or thinking it. (38:46) But the whole notion is creating time to be able to solve tough problems not in production but in planning and practice. To solve architectural problems, not during the normal sprint or what have you, but actually making time for the architectural spike or the period of technical debt reduction to enable people to do their work easily and well.The wrong way to measure successA lot of these metric-driven organizations, the pit they fall into is they don't account for the return on investment of discovery. They measure activity but not accomplishment.The great advantages of technology in management educationAnd now, because we can do education at a distance, we can do asynchronous education, we can have education which is interspersed with either structured experiences or just natural experiences that people have. We can now actually teach one by one as needed as ready situation where information is pulled from the instructor to time and place and situation where it's needed, rather than being forced by the instructor in a formulation that the instructor thinks is right but may have nothing to do with the readiness of the student.Show Links:Recommended Resources:Decoding the DNA of the Toyota Production System | Harvard Business ReviewChristina Maslach on unSILOed Gary Klein on unSILOedDr. Richard ShannonRon WestrumKim ClarkNyquist–Shannon sampling theoremGuest Profile:Gene Kim's WebsiteSteven Spear's profile at MIT SloanTheir Work:Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and AmplificationGene's Books:Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology OrganizationsThe DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business WinThe Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of DataSteve's Book:The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition 

Have you ever wondered why some organizations consistently outperform others? And why, even when using the same tools and methodologies, some companies are able to leverage them to achieve success whereas at others they just become the flavor of the month?If you are curious about the answers, you won't want to miss this episode with Steve Spear and Gene Kim where we unpack what makes companies “great” and explore key concepts in their new book, “Wiring the Winning Organization: Liberating our Collective Greatness through Slowification, Simplification, and Amplification”. Together, we peel back the layers of organizational innovation and problem-solving to focus on the critical – and often missing elements – for high performance.Tune in to discover the role that management systems and leadership play in shaping an organization's success, and the mechanisms that enable innovation, problem-solving, and collaboration across large, complex organizations.It makes no difference what you call it  – lean, agile, DevOps –  wiring your organization to win always comes back to the principles of good leadership.If you are a leader, an operational excellence practitioner, or simply someone aspiring to create and thrive in a winning organization, this is an episode you can't afford to miss.In this episode you'll learn:What defines a winning organization and separates great organizations from “not great” onesHow to navigate from the “danger zone” to the “winning zone” The three layers of organizational problem-solving and continuous improvement The critical role of leadership and management systems in creating conditions for successThe sociotechnical mechanisms of winning organizations: slowification, simplification, and amplificationThree questions leaders should ask daily to enable a profound organizational transformationLeadership behavior shifts to be more effective in wiring your organization – and team –  to winHit play now to discover how you can build a high-performing organization and wire your organization for greatness.BONUS: Register by January 17th to win one of 15 signed copies of Wiring the Winning Organization. Details here:  http://chainoflearning.com/8About my guests:Steve Spear is a senior lecturer at the MIT Sloan School of Management and is a renowned thought leader in the field of organizational excellence and high-performance organizations. Gene Kim is a Wall Street Journal bestselling author and former CTO of TripWire, specializing in improving software development and IT management for high-performing technology organizations.Links:Episode webpage and book giveaway registration: https://chainoflearning.com/8Book “Wiring the Winning Organization”: https://itrevolution.com/product/wiring-the-winning-organization/Connect with Steve on LinkedIn: https://www.linkedin.com/in/stevespear/ Connect with Gene on LinkedIn: https://www.linkedin.com/in/realgenekim/ My Book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/ Connect with me: https://www.linkedin.com/in/kbjanderson/Work with me: https://kbjanderson.com/Timestamps 01:30 Introduction of Steve Spear and Gene Kim03:41 Definition of a winning organization04:02 Understanding what high-performance is06:10 Disparities in organizational performance and the role of management systems07:53 Common mechanisms of performance 09:55 The three layers10:06 Social circuitry11:13 Capability and competency13:50  The socio part of the sociotechnical system14:05 Mr. Yoshino's paint mistake story15:49 Paul O'Neill's three critical questions for leaders18:50 The role of leaders in creating conditions that enable individuals to succeed19:07 How to move from the danger zone to the winning zone19:17 Slowification, simplification, and amplification21:29  Culture of learning and improvement through social circuitry25:30 How slowfication helps winning organizations30:24 The performance paradox and learning zones31:17 The importance of simulating disasters 33:03 Misuse of terminology and principles i.e., “lean”35:12 Interrelationship between management practices37:18 Lessons learned from the writing and collaboration process43:09 Steve and Gene's behaviors to be more effective in wiring winning organizations47:17 Breaking the telling habit

Season 4 kicks off with a conversation with Gene Kim, author of several renowned books, including "The Phoenix Project," "The DevOps Handbook," and most recently, "Wiring the Winning Organization." In this episode, Gene candidly shares the trials behind writing what he considers one of his most challenging books, why it was a joy to partner with Steven Spear as a co-author, and the key principles needed for creating high-performing teams.Illustrating these ideas, Gene and Conor draw on examples from diverse realms, including the intricacies of software development, the complexities of healthcare, the socio-technical system behind Amazon's success, and everyday tasks like moving a couch. Note: This conversation is a follow-up to last year's episode with Steven Spear. You can listen to Steven's episode here. Show Notes:Order your copy today: Wiring The Winning OrganizationGet your free DORA dashboard: DORA Metrics. 100% Free. Forever.Support the show: Subscribe to our Substack Leave us a review Subscribe on YouTube Follow us on Twitter or LinkedIn Offers: Learn about Continuous Merge with gitStream Get your DORA Metrics free forever

Phoenix Project author, Gene Kim, joins us on Troubleshooting Agile to discuss the groundbreaking theories of organizational management described in his new book, Wiring the Winning Organization. In this episode (part one of three), Gene talks about his mission to improve the way work is done at the world's largest organizations, how that led to his collaboration with coauthor Dr. Steven Spear, and their “parsimonious” theories of workplace organization. Links: Wiring the Winning Organization: https://itrevolution.com/product/wiring-the-winning-organization/ Twitter: https://twitter.com/RealGeneKim - LinkedIn: https://www.linkedin.com/in/realgenekim/ -------------------------------------------------- About Our Guest Gene Kim is a Wall Street Journal bestselling author, researcher, and multiple award-winning CTO. He has been studying high-performing technology organizations since 1999 and was the founder and CTO of Tripwire for 13 years. He is the author of six books, The Unicorn Project (2019), and co-author of the Shingo Publication Award winning Accelerate (2018), The DevOps Handbook (2016), and The Phoenix Project (2013). Since 2014, he has been the founder and organizer of DevOps Enterprise Summit, studying the technology transformations of large, complex organizations. -------------------------------------------------- Order your copy of our book, Agile Conversations at agileconversations.com Plus, get access to a free mini training video about the technique of Coherence Building when you join our mailing list. We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us at info@agileconversations.com -------------------------------------------------- About Your Hosts Douglas Squirrel and Jeffrey Fredrick first met while working together at TIM group in 2013. A decade later, they remain united in their passion for growing organisations through better conversations. Squirrel is an advisor, author, keynote speaker, coach, and consultant, helping companies of all sizes make huge, profitable improvements in their culture, skills, and processes. You can find out more about his work here: https://douglassquirrel.com/index.html Jeffrey is Vice President of Engineering at ION Analytics, Organiser at CITCON, the Continuous Integration and Testing Conference, author and speaker. You can connect with him here: https://www.linkedin.com/in/jfredrick/

ในสภาพแวดล้อมทางธุรกิจที่มีการแข่งขันสูง องค์กรต่าง ๆ ต่างแสวงหาวิธีที่จะมีข้อเปรียบเหนือคู่แข่งอยู่เสมอ ในขณะที่ปัจจัยด้านการเข้าถึงข้อมูล แหล่ง supplier เริ่มมีผลน้อยลงเรื่อย ๆ ศาสตราจารย์ Steven Spear จาก MIT Sloan School of Management ก็ได้เน้นย้ำถึงบทบาทสำคัญของระบบการบริหารองค์กร เพราะเขามองว่าเมื่อสิ่งอื่นเท่ากันแล้ว ระบบการบริหารจัดการองค์กรจะกลายเป็นสิ่งเดียวหลัก ๆ ที่ทำให้แต่ละองค์กรนั้นมีความแตกต่าง Podcaster: ท็อป - ณัฐวุฒิ หาญสุวัฒน์ A Cup of Culture ———– #วัฒนธรรมองค์กร #corporateculture #organizationalculture

Glenn Wilson, author of "DevSecOps: A leader's guide to producing secure software without compromising flow, feedback, and continuous improvement" discusses our upcoming trip to Japan. We are both becoming huge fans of Katie Anderson (see my last podcast), and we are attending her Japan trip. I asked him why he signed up for the trip. In addition, we discuss Katie's book and how it's a perfect complement to Mike Rother's Toyota Kata and Steven Spear's High Velocity Edge. You might find some bonus material if you're an Umberto Eco fan. Links:Glenn WilsonGlenn's DevSecOps BookKatie AndersonKatie's Japan Trip

Paul Salmon joins us once again to share with us a plethora of reading options as we go into the holiday season! Do you want great books about delivery and leadership? Well you're in luck! This episode is packed full of them. Leadership Is Language: The Hidden Power of What You Say and What You Don't by L. David Marquet https://www.amazon.com/Leadership-Language-Changes-Difference-Results-ebook/dp/B07KMQ6CVW https://davidmarquet.com/leadership-is-language-book/ https://intentbasedleadership.com/leadership-is-language-one-pager-resource/ Finite and Infinite Games – January 5, 2013 by James Carse https://www.amazon.com/Finite-Infinite-Games-James-Carse/dp/1476731713 Was the basis for: The Infinite Game – October 15, 2019 by Simon Sinek https://www.amazon.com/Infinite-Game-Simon-Sinek/dp/073521350X Security Chaos Engineering, https://www.verica.io/sce-book/ Free (requires registration) Some books I am looking forward to reading: DevOps handbook 2nd Ed - Out today. https://www.amazon.com/DevOps-Handbook-World-Class-Reliability-Organizations-dp-1950508404 Ron Westrum's upcoming book on information flow in organisations (date not announced) Previous work: Ron's paper - A typology of organisational cultures https://qualitysafety.bmj.com/content/qhc/13/suppl_2/ii22.full.pdf Podcast - Patterns of Generative Cultures: How They Can Be Destroyed and the Importance of Trust (long ~2 hours )https://www.podbean.com/ew/pb-j6tt3-1029713 The collaboration of Gene Kim and Steven Spear around organisational structure and dynamics. Previous Work Steven Spear - High Velocity Edge https://www.amazon.com/The-High-Velocity-Edge-Second-Edition/dp/B09BG1H1ST Podcast - The Topography of Problems, and the Importance of Distributed Problem Solving (1 hour) https://www.podbean.com/ew/pb-jk967-e4eb49 Paul's Goodreads https://www.goodreads.com/user/show/76334798-paul-salmon --- Send in a voice message: https://anchor.fm/joekub/message

In this episode of The Idealcast, Gene Kim speaks with Dr. Steven Spear on his critiques of several articles from the NY Times and the Wall Street Journal, and their characterization of the impact of “Just in Time” supply chains and the widespread shortages caused by the COVID-19 global pandemic. While the unprecedented health crisis created a widespread shortage of almost everything—from toilet paper to semiconductor chips to raw materials vital for medical materials—with results that impacted everyday life on a global scale, Dr. Spear makes the claim that Just In Time lessened the severity of shortages, as opposed to causing them. The discussion is informed by Spear's work on accelerating learning dynamics within organizations and the Toyota Production System, and from his time observing and working directly with a tier-one Toyota supplier. Kim and Spear dive deep into supply chain dynamics and why they are important to society. The discussion delves into how “just in time” (JIT) manufacturing not only revolutionized manufacturing but also the entire manufacturing supply chain and how it increased (not decreased) resilience, productivity, efficiency, and prosperity.  They also explore the structure and dynamics of these JIT supply chains, as well as the similarities of the famous Netflix Chaos Monkey, famous for helping Netflix build resilient services that can survive even widespread cloud outages and the larger, emerging field of Chaos Engineers (arguably, a subset of resilience engineering). Additionally, they explore Toyota's manufacturing and how its history helped it become one of the least impacted by the semiconductor shortages. They follow that with an examination of the JIT's antithesis and how it's similar to the dynamics found in the Soviet's centrally planned economy, particularly with its IT structure and dynamic results. Kim and Spear tie these things into the three basic tools of finance: net present value, option theory, and portfolio diversification.   ABOUT THE GUESTS Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High-Velocity Edge, and patent holder for the See to Solve Real Time Alert System. A Senior Lecturer at MIT's Sloan School and a Senior Fellow at the Institute, Dr. Spear's work focuses on accelerating learning dynamics within organizations so that they know better and faster what to do and how to do it. This has been informed and tested in practice in multiple industries including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, US Army rapid equipping, and US Navy readiness.   Visit Steve Spear's Website   YOU'LL LEARN ABOUT What are supply chains, why they're so vast and complex, and why they are important to society How Just in time (JIT) manufacturing revolutionize manufacturing, the entire manufacturing supply chain, and the supply chain for basically everything How JIT increased, not deceased, the resilience of the supply chain Why Toyota is one of the auto manufacturers least impacted by the semiconductor shortages, partially as a result of what they learned during the Fukushima earthquake and tsunami in 2011 How the structure and dynamics of the Toyota supply chain are almost exactly the same as the structure and dynamics of great systems discussed in previous episodes, such as the COVID mass vaccination clinic with Trent Green and Team of Teams How Toyota has the ability to reconfigure themselves with a low cost of change How these principles are very similar to Netflix chaos monkey and the entire field of what is now called chaos engineering How the antithesis of  JIT is similar to the dynamics found in the Soviet's centrally planned economy, particularly with its IT structure and results in dynamics How inventory is a substitute for knowledge How this all ties into the three basic tools of finance: net present value, option theory, and portfolio diversification   RESOURCES Announcing New Book from Gene Kim and Dr. Steven J. Spear NPR: Plastic Is The New Toilet Paper For Scientists New York Times: Shopping for Fashion, Six Months On Planet Money: Negative Oil New York Times: How the World Ran Out of Everything New York Times: ‘I've Never Seen Anything Like This': Chaos Strikes Global Shipping Wall Street Journal: Auto Makers Retreat From 50 Years of ‘Just in Time' Manufacturing The Mainframe DevOps Team Saves the Day at Walmart Frontline: Always Low Prices “The Beer Game” by Prof. John D. Sterman Lean manufacturing Baseline: The End of the Just in Time Supply Chain Method Fast Company: Living in Dell Time CNBC: We traced what it takes to make an iPhone, from its initial design to the components and raw materials needed to make it a reality An Econometric Analysis of Inventory Turnover Performance in Retail Services by Vishal Gaur, Marshall L. Fisher, and Ananth Raman Inventory to Sales Ratio Gross Profit Margin Using FRED site to to calculate ratios of inventory to sales from 1946 to now Walmart vs. Amazon Reuters: Half of U.S. auto suppliers face bankruptcy: study 21st Century Jet - Building the Boeing 777 Episode 3 Boeing 777 — The Ultimate History (II) ASTA SOLUTIONS PTY. LTD. 21st Century Jet - Building the Boeing 777 Episode 2 See Every Single Part Inside an iPhone Code as supply chain How Many Millions of Lines of Code Does It Take? Top 15 Biggest Car Manufacturers in the World (1999 - 2017) Moore's Law graphed vs real CPUs & GPUs 1965 - 2019 The Myth of Productivity vs Compliance: How To Have It All  Reuters: How Toyota thrives when the chips are down BBC News: Tesla partners with nickel mine amid shortage fears Fukushima Daiichi nuclear disaster Forbes: Toyota's 'Quake-Proof' Supply Chain That Never Was The Netflix Simian Army Basic Economics by Thomas Sowell Los Angeles Business Journal: Just-in-Time Inventory System Proves Vulnerable to Labor Strife Closed California ports impact on the supply chain “We'd Have to Sink the Ships”: Impact Studies and the 2002 West Coast Port Lockout by Peter V. Hall Reuters: How Toyota thrives when the chips are down “The Simpsons” evolution Example of language of simplification and stabilization   TIMESTAMPS [00:37] Intro [09:07] What Dr. Spear found objectionable in the NYT article [13:41] How JIT increased resilience of the supply chain [17:18] What are supply chains and what makes it so complex [24:11] The economic impact of inventory and recapture [28:17] The impact created by mass adoption of JIT practices [42:00] JIT vs lean manufacturing [44:46] How Toyota could handle the semiconductor shortage [51:19] An example of the resilience of Toyota's supply chain and manufacturing capabilities [57:03] How to motivate everyone to mobilize [1:02:12] What happened with Netflix's chaos monkey and EYE-shin mattress factory plant [1:08:13] Twitter feedback [1:09:37] The link between experimentation at the EYE-shin plant and low cost of change [1:17:30] Four characters of simplification, standardization, stabilization and synchronization [1:20:46] The 2002 West Coast Port Lockout [1:33:43] What triggered this conversation [1:38:57] The opposite of JIT [1:43:11] Three finance theories [1:50:45] How the Soviet's centrally planned economy compares with the four characteristics [1:58:23] A misunderstanding of JIT [2:05:15] Outro

In this week's episode geared towards leaders, founder of See to Solve, MIT senior lecturer and award-winning author Steven Spear shares his rich knowledge of safety success stories to help guide you towards tried and tested approaches to safety. Learn from real life examples, from Toyota's commitment to “coaching the coach” and late Alcoa CEO Paul O'Neill's revolutionary learning culture to the U.S. Navy's smooth sailing operations thanks to a connected task force. What better way to improve your safety leadership and safety culture than to learn from the original trailblazers? About the guest: Steve Spear DBA MS is founder of SaaS firm See to Solve LLC, is a senior lecturer at MIT's Sloan School and is a senior fellow at the Institute for Healthcare Improvement. His work focuses on managing complex enterprises so they can get the maximum benefit of their associates' distributed and collective intelligence. He's author of a number of influential works including The High Velocity Edge, "Decoding the DNA of the Toyota Production System" and "Fixing Healthcare from the Inside Today" both award winners from Harvard Business Review, and articles in Annals of Internal Medicine and USNI Proceedings. He's been advisor to the Director of the Army's Rapid Equipping Force, a Secretary of the Treasury, the Chief of Naval Engineering, and the Chief of Naval Operations. His worked has influenced the creation and deployment of the Alcoa Business System, DTE Energy's operating system, and operating systems at healthcare at Intuit and Intel. He has degrees from Harvard, MIT, and Princeton. More Information: http://www.thehighvelocityedge.com/ See to Solve: https://seetosolve.com/ The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Steve Spear More Episodes: https://thesafetyculture.guru/ Powered By Propulo Consulting: https://propulo.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

We finish up the second part of my conversation with Dr. Spear. 

This is a part 1 podcast.  The second podcast will be posted in a few weeks. (sorry for the abrupt ending). This a podcast I did about a year ago in a different portal.  I am a huge fan of Dr. Spear.  I always say that there are only two books to read when it comes to Lean. Mike Rother's Toyota Kata and Dr. Spear, High Velocity Edge.  Dr. Spear is one of my favorite DevOps Enterprise Summit speakers.  In this episode, we cover the gambit of Lean, TPS, Culture just about everything cool you can think about.  For more information about Dr. Spear check out his highveloctyedge.com site. 

This is the final episode in the series on the 2009 Book "The High Velocity Edge" by Steven Spear.Adam and Steve reflect on the fundamental thesis in the book: apply the scientific method everywhere to everything all the time. This leads to a conversation on how the ideas directly apply to software, deployment pipelines, the ideal flow, and applying the coaching and improvement katas.Free Resources DevOps Email Course Project to Product Email Course Toyota Kata Pocket Guide War & Peace & IT Pocket Guide Links Adam Hawkins on Twitter Adam Hawkins on LinkedIn Adam Hawkins' webiste Steve Spear on Twitter Steve Spear on LinkedIn See To Solve (Steve's new venture) Steve on the Idealcast with Gene Kim Steve's previous DevOps Enterprise Summit Talks Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part nine of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.My closing thoughts on the book before the next episode featuring my conversation with Steven Spear.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) Creating High Velocity Organizations (talk) Discovering Your Way to Greatness: How Finding and Fixing Faults is the Path to Perfection (talk) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part eight of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode demonstrates the third capability, knowledge sharing, and the fourth, developing skills in others, through Toyota's "jishuken" exercise. It's a process for improving problem solving processes.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part seven of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.The episode covers applying a disciplined problem solving method to achieve the second capability.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) Creating High Velocity Organizations (talk) Discovering Your Way to Greatness: How Finding and Fixing Faults is the Path to Perfection (talk) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part six of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode completes the discussion on the first capability: system design and operation by identifying the four levels of system design and their associated checks.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) The Story of Sakichi Toyoda Biography of Taiichi Ohno Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part five of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode continues discussing system design and operations with a focus on using "jidoka" to build in quality control into systems.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) The Story of Sakichi Toyoda Biography of Taiichi Ohno Small Batches #11: Preflight Checks Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part four of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode introduces the two pillars of the first capability: design systems to reveal problems. The first pillar is Taiichi Ohno's "kanban", or pull-based, philosophy on system design. The second pillar is Sakichi Toyoda's "jidoka", or self-regulation, philosophy to identify problems when they happen.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) The Story of Sakichi Toyoda Biography of Taiichi Ohno Discovering Your Way to Greatness: How Finding and Fixing Faults is the Path to Perfection (talk) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part three of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode tells the story of how Admiral Hyman Rickover demonstrated the four capabilities while creating the US Navy's nuclear reactor (or NR) program.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) Dr. Steve Spear's 2019 and 2020 DevOps Enterprise Summit Talks on Rapid, Distributed, Dynamic Learning (podcast) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part two of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear.This episode demonstrates the four capabilities through Alcoa's commitment to changing their safety culture.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) The Topography of Problems and the Importance of Distributed Problem Solving (podcast) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Part one of a nine part series on the 2009 book "The High Velocity Edge" by Steven Spear. This episode demonstrates how complex systems fail through the story of Mrs. Grant and the four capabilities to overcome such failures.Free Resources DevOps Email Course Project to Product Email Course Continuous Improvement Pocket Guide War & Peace & IT Pocket Guide Adam Hawkins' Links Website Twitter LinkedIn Episode Transcript The High Velocity Edge (book) Creating High Velocity Organizations (talk) Discovering Your Way to Greatness: How Finding and Fixing Faults is the Path to Perfection (talk) The Pursuit of Perfection: Dominant Architectures and Dynamics (podcast) Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Steven Spear jest uznanym ekspertem w zakresie zarządzania złożonymi pracami rozwojowymi, projektowymi i dostawczymi w wybranych organizacjach w celu uzyskania najlepszych wskaźników wewnętrznych, szeroko zakrojonych ulepszeń i innowacji. Jego praca bada, w jaki sposób wynikające z tego przywództwo w zakresie niezawodności, zwinności, kosztów, jakości i bezpieczeństwa zapewnia trwałą przewagę konkurencyjną nawet w obliczu intensywnej rywalizacji. W rozmowie z Pawłem Góreckim, redaktorem naczelnym MIT SMRP opowiada wykorzystaniu inteligencji zbiorowej do rozwiązywania ważnych problemów. Słuchając nagrania dowiesz się m.in.: * Jak dzięki sztucznej inteligencji harmonizować pracę zespołów? * Jak organizować pracę, by lepiej osiągnąć innowacyjne rozwiązania? * Czy współpraca jest zawsze idealnym rozwiązaniem? * Czym jest produktywne tworzenie wartości i jak je osiągnąć? * Jak mierzyć efektywność pracy zbiorowej? Special Guest: Steven Spear.

We speak to renowned author & speaker Dr. Steven J. Spear about systems with practical management insights. Spear's work focuses on the theme of leading complex collaborative situations, imbuing them with powerful problem solving dynamics. The High Velocity Edge earned the Crosby Medal from ASQ. “Fixing Healthcare from the Inside” won a Harvard Business Review McKinsey Award, and five of Spear's articles won Shingo Prizes. “Decoding the DNA of the Toyota Production System” is a leading HBR reprint and part of the “lean” canon. He's written for medical professionals and educators in Annals of Internal Medicine, Academic Medicine, and Health Services Research, for public school superintendents in Academic Administrator, and for the general public in the New York Times, the Boston Globe, Fortune, and USA Today.

In this bonus follow-up interview, Gene Kim and Dr. Steve Spear dig into what makes for great leadership today, including the importance of distributed decision-making and problem-solving. They showcase the real advantages of allowing more decisions to be made by the people closest to the work, who are the most suited to solve them.   Dr. Spear also shares his personal accounts of the honorable Paul O’Neill, the late CEO of Alcoa who built an incredible culture of safety and performance during his tenure. And Kim and Spear dive deeper into the structure and dynamics of the famous MIT beer game.   ABOUT THE GUEST Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High Velocity Edge, and patent holder for the See to Solve Real Time Alert System.  A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Spear’s work focuses on accelerating learning dynamics within organizations so they know better faster what to do and how to do it. This has been informed and tested in practice in multiple “verticals” including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, Army rapid equipping, and Navy readiness.   High velocity learning concepts became the basis of the Alcoa Business System—which led to 100s of millions in recurring savings, the Pittsburgh Regional Healthcare Initiatives “Perfecting Patient Care System”—credited with sharp reductions in complications like MRSA and CLABs, Pratt & Whitney’s “Engineering Standard Work”—which when piloted led to winning the engine contract for the Joint Strike Fighter, the operating system for Detroit Edison, and the Navy’s high velocity learning line of effort—an initiative led by the Chief of Naval Operations. A pilot with a pharma company cut the time for the ‘hit to lead’ phase in early stage drug discovery from twelve months to six. Spear has published in Annals of Internal Medicine, Academic Medicine, Health Services Research, Harvard Business Review, Academic Administrator, and the US Naval Institute’s Proceedings He invented the patented See to Solve Real Time Alert System and is principal investigator for new research on making critical decisions when faced with hostile data.  He’s supervised more than 40 theses and dissertations. He holds degrees from Harvard, MIT, and Princeton and worked at the University of Tokyo, the US Congress Office of Technology Assessment and Prudential Bache. LinkedIn: linkedin.com/in/stevespear Email: steve@hvellc.com Website: thehighvelocityedge.com   You’ll Learn About: Distributed decision-making Developing group leader core Safety culture at ALCOA The need for specialization in an increasingly complex world MIT beer game Feedback builds trust Episode Timeline: [00:10] Intro [01:36] Limitations of the leader [08:03] Taking the Moses example to the assembly line at Toyota [11:12] Developing group leader core [13:32] Back to the Moses problem [14:19] Gene’s two thoughts [16:01] Planet Money’s SUMMER SCHOOL 2: Markets & Pickles [18:38] An Excerpt from The DevOps Handbook [20:57] Paul O’Neill’s job to set standards [22:35] Elements of rugged topography [23:37] Sponsored ad: DevOps Enterprise Summit Las Vegas - Virtual [24:39] Setting context [25:30] The structure and resulting dynamics [28:00] Call it out early and often [30:45] Making everyone feel responsible [36:51] Safety culture at ALCOA [37:33] “If there’s a failure, it’s my failure” [38:52] Topography of the problem [42:27] Applying to the car example [46:50] Benefits of specialization in modern medicine [50:37] Complexity will keep increasing as time goes by or is it reduced? [52:31] The need for specialization will continue to grow [53:22] MIT Beer Game through the lens of structure and dynamics [1:00:14] Feedback builds trust [1:01:21] Dirty Harry’s final scene [1:03:08] Outro Resources: SUMMER SCHOOL 2: Markets & Pickles on Planet Money Paul O'Neill interview worker safety at ALCOA Paul O'Neill on Safety Leadership Paul O'Neill Speech on "The Irreducible Components of Leadership" DevOps Enterprise Summit DevOps Enterprise Summit Las Vegas - Virtual Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations by Gene Kim, Patrick Debois, John Willis and Jez Humble The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Dr. Steve Spear “The Beer Game” by Prof. John D. Sterman The Idealcast EP. 5: The Pursuit of Perfection: Dominant Architectures, Structure, and Dynamics: a Conversation With Dr. Steve Spear The Idealcast EP. 6: (Dispatch from the Scenius) Dr. Steven Spear’s 2019 and 2020 DOES Talks on Rapid, Distributed, Dynamic Learning

In the latest Dispatch from the Scenius, Gene Kim brings you two of Dr. Steve Spear’s DevOps Enterprise Summit presentations in their entirety.   In Spear’s 2019 presentation, “Discovering Your Way to Greatness: How Finding and Fixing Faults is the Path to Perfection,” he talks about the need and the value of finding faults in our thinking that result in faults in our doing.    Spear continues to explore this lesson in his 2020 presentation about the US Navy 100 years ago, when they were at a crucial inflection point in both technology and strategic mission. It is one of the most remarkable examples of creating distributed learning in a vast enterprise.    As always, Gene provides exclusive commentary to the presentations. ABOUT THE GUESTS   Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High Velocity Edge, and patent holder for the See to Solve Real Time Alert System.  A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Spear’s work focuses on accelerating learning dynamics within organizations so they know better faster what to do and how to do it. This has been informed and tested in practice in multiple “verticals” including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, Army rapid equipping, and Navy readiness.    High velocity learning concepts became the basis of the Alcoa Business System—which led to 100s of millions in recurring savings, the Pittsburgh Regional Healthcare Initiatives “Perfecting Patient Care System”—credited with sharp reductions in complications like MRSA and CLABs, Pratt & Whitney’s “Engineering Standard Work”—which when piloted led to winning the engine contract for the Joint Strike Fighter, the operating system for Detroit Edison, and the Navy’s high velocity learning line of effort—an initiative led by the Chief of Naval Operations. A pilot with a pharma company cut the time for the ‘hit to lead’ phase in early stage drug discovery from twelve months to six.   Spear has published in Annals of Internal Medicine, Academic Medicine, Health Services Research, Harvard Business Review, Academic Administrator, and the US Naval Institute’s Proceedings He invented the patented See to Solve Real Time Alert System and is principal investigator for new research on making critical decisions when faced with hostile data.  He’s supervised more than 40 theses and dissertations. He holds degrees from Harvard, MIT, and Princeton and worked at the University of Tokyo, the US Congress Office of Technology Assessment and Prudential Bache.   LinkedIn: linkedin.com/in/stevespear Email: steve@hvellc.com Website: thehighvelocityedge.com   You’ll Learn About: The dire consequences when traditional retailers were late creating competitive eCommerce capabilities. Creating dynamic learning organizations. How fast feedback creates opportunities to self correct and improve in real time How the US Navy’s Battle of Midway compares to how organizations are responding to digital disruption today. Episode Timeline: [00:10] Intro [01:23] Dr. Steve Spear’s speech [01:44] What did I accomplish? [02:39] What did I discover today? [03:45] Start point with ignorance [05:21] High velocity learning [06:52] Courtney Kissler and Nordstrom [08:09] Steve’s examples of finding a potential solution [18:53] The Machine That Changed the World  [19:57] High velocity learning is mother of all solutions [23:13] Shattered Sword [29:45] Homework: Garner feedback and make it better [30:59] The importance of high velocity outcomes [35:06] Steve’s ask for help [37:37] See to Solve [38:30] Steve’s presentation at DevOps Enterprise Summit 2020 [45:34] Digital disruption [47:17] Bringing the whole Navy to solve the problem [50:00] Combat information center [53:30] Greyhound [54:48] Innovation across a group of ships [58:47] Back to Midway [1:01:23] Contrast between Japanese’s and American’s Naval doctrine plans [1:04:17] Steve’s last encouragement [1:04:32] Gene’s two observations [1:08:32] Outro RESOURCES Dr. Steven Spear’s DevOps Enterprise Summit 2020 London - Virtual presentation - enter your email address to watch The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Dr. Steve Spear Reed Hastings’ quote The Machine That Changed the World: Based on the Massachusetts Institute of Technology 5-Million-Dollar 5-Year Study on the Future of the Automobile by Dr. James P. Womack, Dr. Daniel T Jones and Dr. Daniel Roos Shattered Sword: The Untold Story of the Battle of Midway: The Japanese Story of the Battle of Midway by Jonathan Parshall and Anthony Tully  See to Solve Many of the concepts in this talk were explored by Trent Hone's fantastic book: Learning War: The Evolution of Fighting Doctrine in the U.S. Navy, 1898–1945 by Trent Hone The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations by Gene Kim, Patrick Debois, John Willis and Jez Humble Greyhound

In Episode 3, Gene Kim is joined by Elisabeth Hendrickson, who inspired many ideas in The DevOps Handbook and, more recently, The Unicorn Project. She has shaped the way Gene sees the world of DevOps. From Developer to Tester ratios, to the importance of architecture, and the need for leaders to decompose systems well. Together they explore her years as VP R&D for Pivotal Software, Inc., software development, and the link between organizations and architecture. In a wide-ranging discussion, they cover Elisabeth’s mental model of balance, structure, and flow, to her view of how organizations really work. Listen as Gene and Elisabeth explore her WordCount Simulation, to her personal experience with MIT’s Beer Game, and much more.   ABOUT THE GUESTS Elisabeth Hendrickson is a leader in software engineering. She most recently served as VP R&D for Pivotal Software, Inc. A lifelong learner, she has spent time in every facet of software development, from project management to design for companies ranging from small start-ups to multinational software vendors. She has helped organizations build software in a more efficient way and pioneered a new way to think about achieving quality outcomes and how that hinges on fast and effective feedback loops. Her book, Explore It!: Reduce Risk and Increase Confidence with Exploratory Testing, was released in 2013 and is explores technical excellence and mastery, and creating effective feedback loops for everyone. She spoke at the DevOps Enterprise Summit in 2014, 2015, and 2018, and received the Gordon Pask Award from the Agile Alliance in 2010. Visit Elisabeth’s website Twitter LinkedIn   YOU’LL LEARN ABOUT How to build software in a more efficient way Elisabeth’s mental model of balance, structure and flow How Conway’s law applies to Elisabeth’s model Elisabeth’s WordCount Simulation    Episode Timeline: [00:09] Intro [00:15] Meet Elisabeth Hendrickson [04:14] “Better Testing - Worst Quality?” [04:54] “Managing the Proportion of Testers to (Other) Developers” [08:25] How to get great testing behaviors [13:29] How structure enables developers to work on features [16:08] Applying principle to non-functional requirements [18:43] Conway’s law and Inverse Conway Maneuver [27:43] Elisabeth’s model on balance, structure and flow [31:01] MIT’s Beer Game [36:41] The WordCount Simulation [44:54] Becoming a good partner [50:03] Drawing lines as a leader [55:39] The Five Ideals [57:33] Stuck in a cost center [1:05:44] It’s all about feedback [1:10:50] The Phoenix Project’s Sarah’s background [1:19:09] Who is your first team? [1:28:07] Finding Elisabeth Hendrickson [1:28:29] Outro   RESOURCES Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott The four quadrants of Radical Candor Ruinous Empathy Manipulative Insincerity Obnoxious Aggression Radical Candor Dangerous Company: The Consulting Powerhouses and the Businesses They Save and Ruin by James O’Shea Explore It!: Reduce Risk and Increase Confidence with Exploratory Testing by Elisabeth Hendrickson Better Testing, Worse Quality? by Elisabeth Hendrickson  Managing Proportions of Testing to (Other) Developers by Dr. Cern Kaner, Elisabeth Hendrickson, and Jennifer Smith-Brok When NASA Lost a Spacecraft Due to a Metric Math Mistake by Ajay Harish Lockheed: New Carrier Hook for F-35 by Dave Majumdar Conway's law Decoding the DNA of the Toyota Production System by Steven Spear and H. Kent Bowen The WordCount Simulation by Elisabeth Hendrickson "The Beer Game" by Prof. John D. Sterman

http://www.leanblog.org/352 Joining me for Episode #352 of the podcast is Frederick Southwick, M.D. He is a Professor of Medicine and is also Director of Patient Care Quality and Safety in the Division of Hospitalist Medicine at the University of Florida in Gainesville. Fred is the author of many books including Critically Ill: A 5-Point Plan to Cure Healthcare Delivery. In the podcast, Fred will talk about why he shifted from infectious diseases to focusing on hospital medicine and healthcare improvement. This was driven partially by two very personal episodes with problems in the healthcare system that his then-wife and he both suffered from. Fred was appointed as a Harvard University Advanced Leadership fellow, where he studied business and public health. Fred was exposed to Lean through MIT Prof. Steven Spear and they have published an article together, where they call for "all academic physicians caring for patients to focus on systems and quality improvement." In the episode, Fred reflects on how he personally shifted from blaming doctors to looking at systems as the primary driver of quality and safety problems. He also teaches Lean to medical students and has two public classes on "Fixing Healthcare" (including one with a deeper focus on Lean) through Coursera. I hope you enjoy the conversation as much as I did. 

Steven Spear President at Cyndica Labs is interviewed in this episode. Prior to founding Cyndica Labs, Steven spent 7 years heading up the product division at Direct Sports Network, Amazon's #2 best seller across Sports Fan News apps in 2018. He's since applied these strategies to helping businesses successfully leverage technology to grow and innovate. Follow Adam on Instagram at Ask Adam Torres for up to date information on book releases and tour schedule. Apply to become a featured co-author in one of Adam's upcoming books: https://www.moneymatterstoptips.com/coauthor --- Support this podcast: https://anchor.fm/moneymatters/support

Dr. Steven Spear is senior lecturer at the Sloan School of Management at MIT, principal of the advisory firm HVE LLC, and author of "The High-Velocity Edge." My favorite quote of this entire conversation was that great managers facilitate discovery. Spear asks why transactional decisions are always the go-to solution for leadership, despite knowing there is no way they're going to work? Do leaders simply want to look busy? He addresses the speed of learning, what hinders it, and what questions leaders truly need to be asking, (And also why bad leaders will praise good advice and ignore it anyway.) and dicusssed what it means to get smarter, faster and how important getting to the right answer as fast as possible is and why bosses would rather you ignore problems that will result in failure than simply address and fix them. Dr. Hill recently wrote an article in The Hill on the bizarre market reaction of GM closing facilities (http://bit.ly/TheHillSpearGM) And gave this thought-provoking presentation for a bunch of software developers in October. (http://bit.ly/SpearDevOps2018) Spear's research has been acknowledged with five Shingo Prizes and a McKinsey award from Harvard Business Review. His “Decoding the DNA of the Toyota Production System” and “Learning to Lead at Toyota,” are part of the lean manufacturing canon. His “Fixing Healthcare from the Inside, Today” and articles in Annals of Internal Medicine and Academic Medicine have been on the forefront in healthcare improvement. He's contributed to the Boston Globe and New York Times and has appeared on Bloomberg and CBS. Clients have included Intel, Lockheed Martin, Intuit, Novelis, Alcoa, Memorial Sloan Kettering, and Beth Israel Deaconess Medical Center, the US Army's Rapid Equipping Force, and the US Navy. Among other accomplishments, Spear helped the Pittsburgh Regional Healthcare Initiative create its 'Perfecting Patient Care System.' That has been credited with eliminating horrible complications like central line infections and thereby improving care quality while reducing cost.

Steven Spear talks with host Jeff Olivet about "starting at the end" to see current and ideal outcomes and find high leverage opportunities to make an impact on people and operations. This episode is part 4 in a series recorded at the Built for Zero Conference and Learning Session. Built for Zero is a national movement of communities working toward ending chronic and veteran homelessness. Visit thinkt3.com and follow us on Twitter, Facebook, and LinkedIn for more resources to grow your impact. Learn More: Steven Spear, Massachusetts Institute of Technology The High Velocity Edge by Steven Spear Community Solutions Built for Zero

Steven Spear talks with host Jeff Olivet about "starting at the end" to see current and ideal outcomes and find high leverage opportunities to make an impact on people and operations. This episode is part 4 in a series recorded at the Built for Zero Conference and Learning Session. Built for Zero is a national movement of communities working toward ending chronic and veteran homelessness. Visit thinkt3.com and follow us on Twitter, Facebook, and LinkedIn for more resources to grow your impact. Learn More: Steven Spear, Massachusetts Institute of Technology The High Velocity Edge by Steven Spear Community Solutions Built for Zero

Today's podcast features a conversation about closing learning gaps between LEI's CEO Eric Beuhrens and Steve Spear. Steve is author of a few works key to understanding lean.  There’s “Decoding the DNA of the Toyota Producing System” and “Learning to Lead at Toyota,” both in Harvard Business Review and his book The High Velocity Edge.  As you’ll hear, Steve’s work really focuses on how Toyota as one of a few real exceptional organizations competes on the basis of a management system that optimizes on the speed, quality, and breadth of problem solving talent.  He coaches these capabilities into organizations ranging from hospitals, industrial companies to the US Navy through his company HVE LLC, and teaches about them at MIT where he’s a senior lecturer. In this conversation chapters from his book The High Velocity Edge were mentioned. To read a pdf of those chapters go to: https://www.lean.org/downloads/The-High-Velocity-Edge-Chpt-1-4and5.pdf 

This week, host Lakshman Swamy sits down with Steven Spear, Senior Lecturer at the MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement as well as author of the The High Velocity Edge. This is episode three in

This week, host Lakshman Swamy sits down with Steven Spear, Senior Lecturer at the MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement as well as author of the The High Velocity Edge. We'll be airing a four pa

This week, host Lakshman Swamy sits down with Steven Spear, Senior Lecturer at the MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement as well as author of the The High Velocity Edge. We'll be airing a four pa

Host Lakshman Swamy sits down with Steven Spear, Senior Lecturer at the MIT Sloan School of Management and is a Senior Fellow at the Institute for Healthcare Improvement as well as author of the The High Velocity Edge. We've been airing a four part series

A patient safety audience hears about how outside industry might fix a process breakdown before or after a wrong drug error.

Episode #86 is a conversation with David Lawrence Sundahl, PhD, Managing Director of Rule 4 Consulting (www.rule4consulting.com). They are a firm that works with healthcare providers to drive improvements using Lean and what they call "Adaptive Design" methodologies. Sundahl was a contemporary of Steven Spear at the Harvard Business School and also worked with Dr. John Kenagy, author of the book Designed to Adapt, Leading Healthcare in Challenging Times. For earlier episodes, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

Program 1, 2010 Issue of Resource, a bimonthly audio news, information, and education program about patient safety and healthcare risk management from CRICO in the Harvard medical system.

Program 3, 2009 Issue of Resource, a bimonthly audio news, information, and education program about patient safety and healthcare risk management from CRICO in the Harvard medical system.

Program 2, 2009 Issue of Resource, a bimonthly audio news, information, and education program about patient safety and healthcare risk management from CRICO in the Harvard medical system.

Program 1, 2009 Issue of Resource, a bimonthly audio news, information, and education program about patient safety and healthcare risk management from CRICO in the Harvard medical system.

Guest: Steven Spear, DBA, MS Host: Susan Dolan, RN, JD Join Dr. Steven Spear, Senior Fellow at the Institute for Healthcare Improvement in Cambridge, Massachusetts and a Senior Lecturer at the Massachusetts Institute of Technology to discuss healthcare reform.

Guest: Steven Spear, DBA, MS Host: Susan Dolan, RN, JD Join Dr. Steven Spear, Senior Fellow at the Institute for Healthcare Improvement in Cambridge, Massachusetts and Senior Lecturer at the Massachusetts Institute of Technology, discussing why the world's greatest organizations outrace their competition.

Guest: Steven Spear, DBA, MS Host: Susan Dolan, RN, JD Join Dr. Steven Spear, senior fellow at the Institute for Healthcare Improvement and senior lecturer at the Massachusetts Institute of Technology, to learn how exceptional healthcare organizations can create competitive advantage. Dr. Spear talks with host Susan Dolan about how strong internal operations and good management of design can lead to unmatched performance.