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4 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
2 episodes with winning organization
What makes work meaningful, and how can leaders create that experience for their teams? Kevin is joined by Wes Adams and Tamara Myles, who state that their research shows nearly 50% of an employee's experience of meaning at work is tied to what their leaders do or fail to do. Meaningful work is the upstream factor that drives engagement, productivity, innovation, and the bottom-line results that organizations want. The conversation centers around the Three C's of Meaningful Work: Community – Creating authentic connections and a sense of belonging among team members, even in remote or hybrid work environments. Contribution – Helping employees see the impact of their work and making clear connections between daily tasks and larger organizational goals. Challenge – Supporting team members as they grow, learn, and take on meaningful tasks, balancing stretch assignments with strong support. Listen For 00:00 Intro: Why Meaningful Work Matters 00:45 Welcome to the Remarkable Leadership Podcast 01:35 Sponsor: Flexible Leadership Book 02:30 Guest Introductions: Wes Adams and Tamara Myles 04:01 The Origin of the Book and Their Research 05:35 The Leader's Role in Creating Meaning 06:13 Why Meaning is Crucial for Performance 07:50 Leaders as a Leverage Point for Meaning 08:50 The Three C's of Meaningful Work 09:53 C1: Community – What It Is and Why It Matters 11:12 Building Community in Hybrid and Remote Work 12:12 Inside Scoop Practice for Deeper Connections 13:16 Home Base Teams: Dropbox's Neighborhood Model 16:59 High Purpose vs Low Purpose Team Activities 18:22 Empowering Employees to Build Community 20:06 C2: Contribution – Driving Greater Impact 21:33 Purpose vs Meaning – Understanding the Difference 22:11 Calendly's Mission: Saving Time as Meaning 23:03 Storytelling and Making Work Personal 24:12 Highlighting the Impact of Individual Roles 25:07 C3: Challenge – The Growth-Minded Definition 26:04 Balancing High Challenge with High Support 27:40 Everyday Examples of Meaningful Challenge 28:43 Why All 3 C's Matter – Not Just Contribution 29:32 Immediate Leadership Action: Give Positive Feedback 30:51 Meaning Can Happen in Any Job, Every Day 31:24 Fun Question: What Do You Do for Fun 32:39 What Are You Reading 34:25 Where to Learn More: makeworkmeaningful.com 35:33 Final Thought: Now What Will You Do Wes Adams and Tamara Myles are the authors of Meaningful Work: How to Ignite Passion and Performance in Every Employee. Wes is the CEO of SV Consulting Group. He partners with Fortune 500s and scaling companies to develop high-impact leaders and design operating structures that support high-performing teams. He is also a positive psychology researcher at the University of Pennsylvania, where he studies the leadership practices and organizational structures that help employees thrive. Tamara Myles is an accomplished consultant, author, and international speaker with over two decades of experience helping leaders improve business performance. She is the author of The Secret to Peak Productivity, which introduced her proprietary Peak Productivity Pyramid framework. Tamara's insights have been featured in leading publications such as Forbes, Fast Company, USA Today, and Business Insider. She has worked with clients such as Microsoft, KPMG, MassMutual, and Google. Tamara has a master's degree in Applied Positive Psychology from the University of Pennsylvania, where she also serves as an instructor in the master's program and a trainer for the world-renowned Penn Resilience Program. She is a professor in the Master of Science in Leadership program at Boston College, where she integrates cutting-edge research into practical applications for leadership and organizational success. She lives in Concord, Massachusetts. https://www.makeworkmeaningful.com/ https://www.linkedin.com/in/wesadams1/ https://www.linkedin.com/in/tamaramyles/ https://www.instagram.com/tamaramyles/ This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos. Book Recommendations Meaningful Work: How to Ignite Passion and Performance in Every Employee by Wes Adams and Tamara Myles Lessons from Plants by Beronda L. Montgomery Shift: Managing Your Emotions--So They Don't Manage You by Ethan Kross Like this? Thriving at Work with Gabriella Kellerman Wiring the Winning Organization with Gene Kim Mastering the Art of Being All In with Lisa Danels Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP
What You'll Learn:In this episode, hosts Shayne Daughenbaugh, Andy Olrich, and guest Steve Spear discuss the evolution of industry, emphasizing the importance of cultural shifts driven by Lean thinking. They interview Steve Spears, a senior lecturer at MIT Sloan, who highlights the role of innovation in organizational transformation.About the Guest:Steve Spear is a senior lecturer at MIT Sloan, founder of the software firm See to Solve, and author of Wiring the Winning Organization (with Gene Kim) and The High-Velocity Edge. His work, featured in Harvard Business Review, MIT Sloan Management Review, and The New York Times, focuses on solving complex organizational challenges through innovation, systems thinking, and technology.Spear's ideas have shaped product design at Pratt & Whitney, accelerated pharma development cycles, and optimized operations at firms like Intel, Alcoa, and DTE Energy. He has advised the U.S. Army's Rapid Equipping Force and the Navy's Chief of Naval Research, aiding in tech deployment and operational innovation.Links:Click Here For Steve Spear's LinkedInClick Here For "See to Solve" Website
In this episode of the WLEI Podcast, we speak with Steve Spear, a senior lecturer at MIT's Sloan School of Management, senior fellow at the Institute of Healthcare Improvement, and associated faculty member at Adriane Labs of the Harvard School of Public Health. Spear is also author of The High-Velocity Edge and Wiring the Winning Organization and principal of SeeToSolve. The conversation explores: Stellar examples of product development innovation (and the learning cultures that made these achievements possible) What Lean, Six Sigma, Agile, DevOps, and more schools of systems thinking and management all have in common What business and product leaders across hardware and software can learn from each other Key ideas and core principles you should take away from his latest book What kind of leadership Steve believes is needed now and what good leadership looks like in practice, given all of the organizational challenges companies face today
The key to a life well-lived is prioritization, but people rarely explain how to do it effectively. In Managing Priorities: How to Create Better Plans and Make Smarter Decisions (Rosenfeld Media, 2024), Harry Max provides a useful guide. He explains how learning to prioritize is helpful in life as well as at work. He explains how he - and his clients - feel a sense of freedom, as though a weight is lifted, when it's clear what is most important and they are able to focus on those things. In this relatable approach, Max acknowledges that avoidance behavior is natural, and clarifies the need to understand the costs of not prioritizing intentionally. Drawing on methods used at Apple, DreamWorks, NASA, Adobe, Google, Microsoft, and beyond, Harry Max presents a practical method that you can apply either for single large decisions or for ongoing efforts. In the book he introduces the "daily boot", a way to start the day by clearing out the fog of competing efforts, and his DEGAP® method: Decide, Engage, Gather, Arrange, Prioritize. Max demystifies common prioritization frameworks by providing guidance on how and when to use them, either together or separately. These include the Eisenhower Matrix, the Analytic Hierarchy Process, Paired Comparison, and Stack Ranking among others. Mentioned resources: The New How by Nilofer Merchant The Crux: How Leaders Become Strategists by Richard P. Rumelt The Kano model by Noriaki Kano. It's not a prioritization framework per se, but a valuable resource for understanding what is important as it relates to customer satisfaction. Author recommended reading: Wiring the Winning Organization by Gene Kim and Steven J. Spear Creativity, Inc by Ed Catmull and Amy Wallace Hosted by Meghan Cochran Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network
The key to a life well-lived is prioritization, but people rarely explain how to do it effectively. In Managing Priorities: How to Create Better Plans and Make Smarter Decisions (Rosenfeld Media, 2024), Harry Max provides a useful guide. He explains how learning to prioritize is helpful in life as well as at work. He explains how he - and his clients - feel a sense of freedom, as though a weight is lifted, when it's clear what is most important and they are able to focus on those things. In this relatable approach, Max acknowledges that avoidance behavior is natural, and clarifies the need to understand the costs of not prioritizing intentionally. Drawing on methods used at Apple, DreamWorks, NASA, Adobe, Google, Microsoft, and beyond, Harry Max presents a practical method that you can apply either for single large decisions or for ongoing efforts. In the book he introduces the "daily boot", a way to start the day by clearing out the fog of competing efforts, and his DEGAP® method: Decide, Engage, Gather, Arrange, Prioritize. Max demystifies common prioritization frameworks by providing guidance on how and when to use them, either together or separately. These include the Eisenhower Matrix, the Analytic Hierarchy Process, Paired Comparison, and Stack Ranking among others. Mentioned resources: The New How by Nilofer Merchant The Crux: How Leaders Become Strategists by Richard P. Rumelt The Kano model by Noriaki Kano. It's not a prioritization framework per se, but a valuable resource for understanding what is important as it relates to customer satisfaction. Author recommended reading: Wiring the Winning Organization by Gene Kim and Steven J. Spear Creativity, Inc by Ed Catmull and Amy Wallace Hosted by Meghan Cochran Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/psychology
The key to a life well-lived is prioritization, but people rarely explain how to do it effectively. In Managing Priorities: How to Create Better Plans and Make Smarter Decisions (Rosenfeld Media, 2024), Harry Max provides a useful guide. He explains how learning to prioritize is helpful in life as well as at work. He explains how he - and his clients - feel a sense of freedom, as though a weight is lifted, when it's clear what is most important and they are able to focus on those things. In this relatable approach, Max acknowledges that avoidance behavior is natural, and clarifies the need to understand the costs of not prioritizing intentionally. Drawing on methods used at Apple, DreamWorks, NASA, Adobe, Google, Microsoft, and beyond, Harry Max presents a practical method that you can apply either for single large decisions or for ongoing efforts. In the book he introduces the "daily boot", a way to start the day by clearing out the fog of competing efforts, and his DEGAP® method: Decide, Engage, Gather, Arrange, Prioritize. Max demystifies common prioritization frameworks by providing guidance on how and when to use them, either together or separately. These include the Eisenhower Matrix, the Analytic Hierarchy Process, Paired Comparison, and Stack Ranking among others. Mentioned resources: The New How by Nilofer Merchant The Crux: How Leaders Become Strategists by Richard P. Rumelt The Kano model by Noriaki Kano. It's not a prioritization framework per se, but a valuable resource for understanding what is important as it relates to customer satisfaction. Author recommended reading: Wiring the Winning Organization by Gene Kim and Steven J. Spear Creativity, Inc by Ed Catmull and Amy Wallace Hosted by Meghan Cochran Learn more about your ad choices. Visit megaphone.fm/adchoices
IT'S CHRIIIIIISTMAAAASSSSSSS!!!!!The last couple of years we have seen an increasing cadence of tech innovation, but scaled adoption held back by economic headwinds and incomplete technology suites - at the end of the year, it seems like a good time to reflect and cast forward a bit… In this weeks festive episode of the show, Dave, Esmee and Rob along with friend of the show, Gene Kim, author of the Phoenix Project and Wiring the Winning Organization, have a relaxed mull over the trends in AI and Cloud for 2025, what they are excited about for the coming year, sunny Christmastime and cooking the perfect turkey.Merry Christmas, Happy Holidays and a very Happy and Healthy New Year to all our guests and listeners! Thank you for sharing your time with us this year—we look forward to seeing you at the end of January! TLDR 00:53 Cruising and why don't people use meat probes? 11:00 Cloud conversation with Gene Kim 1:15:08 Excited about 2025! Guest Gene Kim: https://www.linkedin.com/in/realgenekim/ Hosts Dave Chapmanger: https://www.linkedin.com/in/chapmandr/ Esmee van de Glühwein: https://www.linkedin.com/in/esmeevandegiessen/ Rob Snowmanahan: https://www.linkedin.com/in/rob-kernahan/Production Dr Mike van der Baubles: https://www.linkedin.com/in/marcel-vd-burg/ Dave Chapmanger: https://www.linkedin.com/in/chapmandr/ SoundBeneath-the-Mistletoe Corbett : https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Jinglebells Corbett" : https://www.linkedin.com/in/louis-corbett-087250264/'Cloud Realities' is an original podcast from Capgemini
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 ☆☆
Ein Franchise-Unternehmen tickt anders, als eine klassische, hierarchisch geführte Organisation.Yvonne Prang, Senior Director Global Rewards International Operated Markets bei McDonald's, fasst den Unterschied zusammen: Bei einem Franchise-Unternehmen besteht eine größere Notwendigkeit, zu überzeugen und partnerschaftlich zu arbeiten.Im Level Up HR Podcast teilt Yvonne Prang ihre tiefgehenden Erfahrungen und Einblicke in die globalen Rewards-Strategien eines der größten Unternehmen weltweit. Dabei erläutert sie, wie McDonald's durch das „Puzzle“ von strategischer und kreativer Arbeit verschiedene Elemente zusammenfügt, um ein Gesamtbild in Total Rewards zu schaffen. Durch das Zusammenspiel von fachlicher Expertise und der Fähigkeit einer HR-Organisation, Mehrwert für das Business zu generieren, stärkt McDonald‘s seine Marktposition nachhaltig.Diese Themen erwarten dich:1) Was für Yvonne Prang gute HR-Arbeit auszeichnet.2) Wie McDonald's die Herausforderungen einer globalen Personal-Transformation navigiert.3) Warum Diversität und Inklusion bei McDonald's zentrale Elemente der Unternehmenskultur sind.4) Wie das Unternehmen einen starken, globalen Prozess zum Thema Gehaltsgerechtigkeit – equal pay for equal work – etabliert hat.5) Welche Strategien Yvonne Prang zur Überzeugung von Entscheidungsträgern für globale Reward-Programme einsetzt.___________Yvonne Prang freut sich über den Austausch zu allen Themen rund um Rewards, und zum Thema Equal Pay for Equal Work.Wenn du dich angesprochen fühlst, dann melde dich bei ihr auf LinkedIn: https://www.linkedin.com/in/yvonne-prang-b3300a9/Yvonnes Buchempfehlung:Wooden on Leadership: How to Create a Winning Organization von John Wooden___________Über McDonald's:Webseite: https://corporate.mcdonalds.com/Branche: RestaurantsGröße: mehr als 65.000 Beschäftigte in DeutschlandGründung: 1955___________Über unseren Host Johannes Füß:Johannes Füß ist Vice President von EGYM Wellpass, die mit ihrer Firmenfitness den perfekten Corporate Health-Benefit für ein produktives, gesundes und ausgeglichenes Team bietet. Der in München geborene Schokoladen-Liebhaber hat eine große Leidenschaft für die Alpen, das Wandern und Skifahren.Melde dich bei Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-f%C3%BC%C3%9F/___________Der Level Up HR Podcast wird von unseren Freunden von SAWOO produziert – https://www.sawoo.io
Join Murray Robinson and Shane Gibson as they chat with Steve Spear, author of a High Velocity Edge, Wiring the Winning Organization and Decoding the DNA of the Toyota Production System. We discuss how good leaders create a system that makes it easy for people to do quality work when and where it's needed by continually asking, what's the problem and how can I help? Steve explains how to use a developmental leadership approach with collaborative problem solving, workflow visualization and iterative improvement to become a high performing organization with an unbeatable competitive edge. Listen to the podcast on your favourite podcast app: | Spotify | Apple Podcasts | Google Podcasts | iHeart Radio | PlayerFM | Amazon Music | Listen Notes | TuneIn | Audible | Podchaser | Deezer | Podcast Addict | Connect with Steve via LinkedIn or over at https://seetosolve.com/ or at https://mitsloan.mit.edu/faculty/academic-groups/system-dynamics/about-us Contact Shane on LinkedIn shagility or Murray via email You can read the podcast transcript at: https://agiledata.io/podcast/no-nonsense-agile-podcast/high-performance-organisations-with-steve-spear/ The No Nonsense Agile Podcast is sponsored by: Simply Magical Data
Gene Kim has been studying high-performing technology organizations since 1999. He was the founder and CTO of Tripwire, Inc. for 13 years, running an enterprise security software company. As an author, Gene's books have sold over 1 million copies, including earning recognition as a Wall Street Journal bestselling author. He most recently co-authored Wiring the Winning Organization, as well as The Phoenix Project, The DevOps Handbook, and the Shingo Publication Award-winning book, Accelerate. Since 2014, he has been the organizer and program chair of the DevOps Enterprise Summit, now called the Enterprise Technology Leadership Summit, which studies the technology transformations of large, complex organizations. Topics of Discussion: [2:11] Gene joins the show and shares more about his career background. [9:51] Gene discusses the three key mechanisms that are common across various frameworks and methodologies: certification, simplification, and amplification. [10:06] What has changed since Gene released his first book in 2004? [14:42] The two revelations in the book. [18:25] The importance of layer 3 (organizational wiring) in complex systems. [21:16] Reducing communication barriers in software development teams. [24:33] Overcoming obstacles as a team. [25:56] IT department's role in business, including challenges with communication and coordination. [27:06] The Check Box project. [30:11] Is the concept of the IT department a good or bad idea? [32:11] What caused the DevOps moment? [38:40] Wiring software organizations for success. [43:08] How Gene learned what good architecture looks like. [44:41] Gene is blown away by how important the notion of independence of action is. Mentioned in this Episode: Clear Measure Way Architect Forum Software Engineer Forum Programming with Palermo — New Video Podcast! Email us at programming@palermo.net. Clear Measure, Inc. (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! Jeffrey Palermo's Twitter — Follow to stay informed about future events! Gene Kim Gene Kim on X Gene Kim LinkedIn The Unicorn Project, by Gene Kim The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, et al. “What to Expect at Enterprise Technology Leadership Summit at Vegas 2024” “Decoding the DNA of the Toyota Production System” Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.
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!
In this episode of the Application Security Podcast, hosts Chris Romeo and Robert Hurlbut engage in a deep discussion with guest David Quisenberry about various aspects of application security. They cover David's journey into the security world, insights on building AppSec programs in small to mid-sized companies, and the importance of data-driven decision-making. The conversation also delves into the value of mentoring, the vital role of trust with engineering teams, and the significance of mental health and community in the industry. Additionally, Chris, David and Robert share personal stories that emphasize the importance of relationships and balance in life. Books Shared in the Episode:SRE Engineering by Betsy Beyer, Chris Jones, Jennifer Petoff and Niall Richard Murphy The Phoenix Project by Gene Kim, Kevin Behr and George Spafford Security Chaos Engineering by Aaron Rinehart and Kelly Shortridge CISO Desk Reference Guide by Bill Bonney, Gary Hayslip, Matt Stamper Wiring the Winning Organization by Gene Kim and Dr. Steven J. Spear The Body Keeps the Score by Bessel van der Kolk, M.D. Intelligence Driven Incident Response by Rebekah Brown and Scott J. Roberts Never Eat Alone by Keith Ferrazzi Thinking Fast and Slow by Daniel Kahneman Do Hard Things by Steve Magness How Leaders Create and Use Networks, Whitepaper by Herminia Ibarra and Mark Lee HunterFOLLOW OUR SOCIAL MEDIA: ➜Twitter: @AppSecPodcast➜LinkedIn: The Application Security Podcast➜YouTube: https://www.youtube.com/@ApplicationSecurityPodcast Thanks for Listening! ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Should we look beyond technology organizations to learn essential lessons on how to innovate and run successful, complex technology organizations? Gene Kim believes so and contains unbridled curiosity for transformation across industries, as seen in his most recent book Wiring the Winning Organization. Gene Kim returns to share new lessons in change-making for leaders and companies tackling an array of challenges. Gene Kim is a bestselling author of several books on technology innovation, DevOps, and organizational strategy. He founded and served as CTO of Tripwire for thirteen years, an enterprise security software company, and is the founder of IT Revolution. Gene offers an engineering perspective with an executive-eye view. In this episode, Gene discusses being inspired by Toyota and his goal to lead great organizations toward the most effective, liberated problem-solving capabilities. He shares how coordination is the layer that is the difference-maker in a successful company and offers several case studies across industries. Gene highlights three key factors in a cohesive organization: 1) independence of action, 2) time (for practice and planning, and experimentation and implementation), and 3) actionable feedback that reaches the right people at the right time. Gene offers a metaphor from his book—moving a couch—that exemplifies his experience in communication and coordination. With this simple metaphor, Gene shares how small, cross-functional teams with the right number of collaborators are a great tool for success. Join Gene in Las Vegas from August 20 to 22, 2024, at the Enterprise Technology Leadership Summit (formerly DevOps Enterprise Summit). (01:40) – Gene Kim returns(04:22) – Layer three as difference-maker(09:22) – Healthcare case studies(11:55) – Three mechanisms for a cohesion(15:04) – The CheckBox Project(20:29) – “Slowification”(26:55) – “Great in the large, great in the small”(29:03) – Specialization of roles and coordination(34:34) – The technology leader's bossGene Kim is an author, researcher, and technology leader studying high-performing technology organizations since 1999. Gene founded and served as Chief Technology Officer of Tripwire, Inc. for thirteen years, an enterprise security software company. He is the WSJ bestselling author of Wiring the Winning Organization, The Unicorn Project, and co-author of The Phoenix Project, The DevOps Handbook, and the Shingo Publication Award-winning Accelerate. Since 2014, he has organized the Enterprise Technology Leadership Summit (formerly DevOps Enterprise Summit), studying the technology transformations of large, complex organizations.If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in Apple Podcasts, Google Podcasts, Spotify, or wherever you get your podcasts. If
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
What will the future bring to the workplace — and more importantly, how can organizations start adapting now? It's pretty clear by now that the way of working is changing rapidly. The eruption of generative AI greatly impacted how we see work, and its potential is enormous. There seems to be no limit to what it can do — and that's both exciting and frightening. But regardless of how we feel about it, there's a unifying thought popping into every leader's mind, "If we don't know how this will evolve, how can I prepare for it?" Gene Kim, author of "Wiring The Winning Organization," is here to help. In this webinar, he'll discuss, along with host Matt Beran, several ideas to wire your teams in a way flexible enough to adapt to the speed of change. In addition, they will explore multiple options to leverage automation and AI to build efficient IT services today. So, come join Gene and Matt in this webinar — and get a free AI tools map for service and support! Webinar topics: - Where we stand, and where the IT industry is heading. - How companies are working towards adaptability. - What the greatest organizations are doing TODAY to prepare for tomorrow. - The role of automation and AI in the future workplace. - How to create management systems that liberate people's minds. For the past 25 years, Gene Kim has been studying high-performing technology organizations. He is a Wall Street Journal bestselling author, researcher, and multiple award-winning CTO. He founded Tripwire, Inc. and acted as its CTO for 13 years. Some of his most famous books include "Wiring the Winning Organization," "The Unicorn Project," "The DevOps Handbook," and "The Phoenix Project."
Agile, DevOps, TPS, TOC, Deming's System of Profound Knowledge. Is there a mental construct or latticework that connects these robust systems?In Wiring the Winning Organization, Gene Kim and Steve Spear introduce the concepts of the three layers of work and social circuitry. The book also explains the book's three biggest learning pillars: Simplification, Slowification, and Amplification.Business Beyond Borders: Impactful Insights for AccountantsEmpowering Accountants: Explore Trends, Strategies, Global Staffing & Impactful Insights!Listen on: Apple Podcasts Spotify
“We were shipping six linear feet of technical documentation with every system that we sold. And it occurred to me that a lot of what we were documenting was just bad design and challenges using the system. I proposed that we take a look at what documentation we would prefer to write … and adjust the software to match the documentation.” In this episode, Adam talks to Harry Max about user experience design and prioritization. Harry is an executive coach and the author of Managing Priorities: How to Create Better Plans and Make Smarter Decisions. The two discuss topics including why prioritization is important in decision-making and planning, how fear can hinder effective decisions, and strategies to improve productivity. Books mentioned in the podcast include: The Timeless Way of Building by Christopher Alexander Wiring the Winning Organization by Gene Kim and Steven J. Spear Four Thousand Weeks by Oliver Burkeman Deep Work by Cal Newport. Like what you hear? Connect with Harry on LinkedIn. Explore SAFe courses here.
How can leaders wire their organizations to win? Gene Kim explains that work consists of three layers - the objects we work on, the tools we use, and the social connections between people. Successful leaders focus on this third "social circuitry" layer to integrate functions, remove barriers, create independence between teams, amplify weak signals of failure, and practice "slowification" - strategically slowing down to speed up long-term results. He also introduces two other principles - "simplification" and "amplification." Simplification involves breaking down complex problems into manageable parts, while amplification focuses on creating a management system that ensures even the weakest signals of failure are detected and addressed early. Meet Gene Gene's Story: Gene Kim is the co-author of several influential books, including The Unicorn Project, The Phoenix Project, and The DevOps Handbook. His latest book is Wiring the Winning Organization. Gene was the founder and CTO of Tripwire, Inc for 13 years, an enterprise security software company. In 2014, he launched DevOps Enterprise Summit, an annual event that has attracted over 10,000 technology leaders to date. He has spoken at over 100 companies and conferences, including Apple, Target, IBM, Nike, Principal Financial, lululemon, and Microsoft. His books have sold over 1 million copies. https://itrevolution.com/ https://www.linkedin.com/in/realgenekim/ Book Recommendations Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification by Gene Kim and Steven J. Spear Examining the shareholder wealth effects of announcements of newly created CIO positions by Dr. Vernon J Richardson Like this? Creating Dream Teams with Mike Zani Nurturing a Team That Flourishes with Dan Pontefract The Science of High Performance Teams with Dr. David Burkus Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP
Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
843: The introduction of DevOps and Agile practices revolutionized organizational management, but while these practices helped organizations tackle once-daunting challenges, other problems still remained. In order to help these companies develop better mechanisms for problem-solving and create high-performance teams, award-winning CTO Gene Kim along with his co-author Dr. Steven J. Spear wrote Wiring the Winning Organization with a groundbreaking new theory of organizational management. In this episode, Gene joins Peter in a conversation about this theory and how organizations can win by using three key approaches: slowification, simplification, and amplification. Throughout the conversation, Gene explains each of these three approaches, describes in detail the research he conducted on their benefits, and exemplifies what a successful adoption of that approach looks like. Finally, Gene shares his broader perspective on the evolution of IT, leadership, and organizational management.
Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
843: The introduction of DevOps and Agile practices revolutionized organizational management, but while these practices helped organizations tackle once-daunting challenges, other problems still remained. In order to help these companies develop better mechanisms for problem-solving and create high-performance teams, award-winning CTO Gene Kim along with his co-author Dr. Steven J. Spear wrote Wiring the Winning Organization with a groundbreaking new theory of organizational management. In this episode, Gene joins Peter in a conversation about this theory and how organizations can win by using three key approaches: slowification, simplification, and amplification. Throughout the conversation, Gene explains each of these three approaches, describes in detail the research he conducted on their benefits, and exemplifies what a successful adoption of that approach looks like. Finally, Gene shares his broader perspective on the evolution of IT, leadership, and organizational management.
Gene Kim (@RealGeneKim, Author, Organizational Operations Researcher) talks about the challenges of organizing a team, group, or company to be successful in simple and complex tasks. SHOW: 789CLOUD NEWS OF THE WEEK - http://bit.ly/cloudcast-cnotwNEW TO CLOUD? CHECK OUT OUR OTHER PODCAST - "CLOUDCAST BASICS"SHOW SPONSORS:Learn More About Azure Offerings : Learn more about Azure Migrate and Modernize & Azure Innovate!Azure Free Cloud Resource Kit : Step-by-step guidance, resources and expert advice, from migration to innovation.CloudZero – Cloud Cost Visibility and SavingsCloudZero provides immediate and ongoing savings with 100% visibility into your total cloud spendSHOW NOTES:Wiring the Winning Organization (book) (w/ Steven Spear)The Unicorn Project (homepage)The Unicorn Project (resource guide)The Unicorn Project on The Cloudcast (Eps. 433)The Phoenix Project on The Cloudcast (Eps.79)The DevOps HandbookDevOps Enterprise Summit (event)Topic 1 - Welcome back. It's been way too long. What have you been up to lately? Tell us a little bit about your co-author and where the research for this book came from.Topic 2 - This is a different type of book than The Phoenix Project or Unicorn Project, in that it seems more about managerial structure and research than the inspirational story-telling of past books. Is this addressing a different audience, or you felt that it needed a different framework to make the biggest impact? Topic 3 - At the core of the book are three concepts, amplification (where are the problems) which results in slowificaion (create space for problem solving) and simplification (make problems themselves easier to solve). Walk us through each of these. Topic 4 - As I was reading this book, the thing that jumped out at me the most was the importance of alignment between problem scope, how teams or individuals were aligned, and how much flexibility could be given to different parts of the problem/solution. Topic 5 - The Phoenix and Unicorn Projects inspired a generation of IT professionals to be the champion of the change in their organization. What feedback have you gotten from the readers of Wiring the Winning Organization so far? Topic 6 - These days everyone wants learnings to be quick and with immediate results. Is there a TikTok version of the learnings from this book that anyone could use immediately? FEEDBACK?Email: show at the cloudcast dot netTwitter: @cloudcastpodInstagram: @cloudcastpodTikTok: @cloudcastpod
You know investing in skills or tech advancements will speed you up, but how to make it happen? Convincing your boss is all kinds of wrong! On this week's episode of Troubleshooting Agile we discuss why and what works better, with your hosts Squirrel and Jeffrey. Links: - Gene Kim, Wiring the Winning Organization: https://myresources.itrevolution.com/id006657164/Wiring-the-Winning-Organization - Slowification episode: https://soundcloud.com/troubleshootingagile/gene-kim-on-winning-organisations-part-ii-slowification - Trust Conversation: https://itrevolution.com/articles/trust-and-test-driven-development-for-people/ -------------------------------------------------- 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/
Chain of Learning: Empowering Continuous Improvement Change Leaders
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
In the latest episode of People Solve Problems, Jamie Flinchbaugh has an engaging discussion with Steve Spear, the Founder of See to Solve LLC and Senior Lecturer at MIT Sloan School of Management. Steve, renowned for his expertise in operational excellence and leadership, delves into the intricacies of problem-solving and collaboration. The conversation focuses on Steve's new book, co-authored with Gene Kim, titled Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification. Steve shares his unique approach to collaborative problem-solving, emphasizing the value of diverse perspectives to forge robust solutions. Drawing from his experience with the Toyota Production System and as an educator at MIT, he underscores the significance of creating learning organizations. A key aspect of the conversation is Steve's focus on intentional problem-solving. He stresses the importance of identifying and addressing critical moments thoughtfully, a practice crucial for sustainable and effective solutions. Steve also explores the sustainability and scalability of solutions in various contexts. He advocates for adaptable solutions that can evolve with changing scenarios, a principle central to his consulting work and teachings. Further, Steve reflects on the learning aspect of problem-solving. He views each challenge as an opportunity for individual and organizational growth, a perspective that has shaped his contributions to industries like healthcare and energy. For further insights from Steve Spear, visit SeeToSolve.com and connect with him on LinkedIn at linkedin.com/in/stevespear. Additionally, explore a detailed discussion between Gene Kim and Steve Spear on "Wiring the Winning Organization" at https://www.leanblog.org/2023/11/gene-kim-and-steve-spear-discussing-wiring-the-winning-organization/. The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition https://a.co/d/afNHMr2 Wiring the Winning Organization https://a.co/d/iajnlKn
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
Adam presents the ideas in Wiring the Winning Organization with a vignette from his time on gemba. Plus, a giveaway!Here's how to win a FREE copy of Wiring the Winning Organization. First, follow me on LinkedIn. Second, post a link to Small Batches podcast episode with what you learned using the #SmallBatchesGiveaway hashtag. The giveaway runs through January 2024. The winner will be announced on February 1st. You can enter as many times as you like.Want more?
Phoenix Project author, Gene Kim, is back on Troubleshooting Agile to discuss the groundbreaking theories of organizational management described in his new book, Wiring the Winning Organization. In this episode (part three of three), Gene discusses how and why you should be "simplifying” and “amplifying" in your DevOps team. 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/ - Steve Yegge Amazon Platform Rant: https://gist.github.com/chitchcock/1281611 - Investments Unlimited: https://itrevolution.com/product/investments-unlimited/ - Nyquist–Shannon sampling theorem https://en.wikipedia.org/wiki/Nyquist–Shannon_sampling_theorem - High Output Management: https://bookshop.org/p/books/high-output-management-andrew-s-grove/6730629 - Ratio (cookbook) https://bookshop.org/p/books/ratio-the-simple-codes-behind-the-craft-of-everyday-cooking-michael-ruhlman/8881759 -------------------------------------------------- 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/
Guest: Gene Kim, AuthorOn Linkedin | https://www.linkedin.com/in/realgenekim/On Twitter | https://twitter.com/RealGeneKim____________________________Host: Sean Martin, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining CyberSecurity Podcast [@RedefiningCyber]On ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/sean-martin____________________________This Episode's SponsorsImperva | https://itspm.ag/imperva277117988Pentera | https://itspm.ag/penteri67a___________________________Episode NotesIn this episode of Redefining CyberSecurity on the ITSPmagazine Podcast Network, host Sean Martin engages in an insightful conversation with Gene Kim, co-author of "Wiring the Winning Organization". The discussion revolves around the transformative concept of 'Shifting Left' in DevOps, a strategy that has allowed tech giants like Amazon to achieve a staggering 136,000 deployments per day.Kim likens this breakthrough to a collaborative effort between developers and operators, comparing it to the teamwork required to move a couch. He also explores the crucial role of information security in this process, underlining the necessity for security to equip developers with the tools to work independently, thereby serving as the first line of defense. Don't let security sit on the couch while you're trying to move it!The conversation transitions into an exploration of the three mechanisms of performance: slowification, simplification, and amplification. Kim uses relatable real-life examples to elucidate these concepts, emphasizing the importance of timely and accurate information for effective decision-making and problem-solving. The more you know up front, the better off you'll be.Drawing on his extensive work on the state of DevOps research, Kim discusses the predictors of high performance and how these principles apply to DevOps. He also points to the growing trend of specialization within DevOps and the emerging need for 'platform engineering,' a system that enables developers to focus on solving business problems while specialists handle the complex technical aspects.This episode provides listeners with a deeper understanding of the evolution and future of DevOps, the importance of information security, and how these principles can be applied to enhance overall security programs. It also serves as an introduction to the Gene co-authored with Steven J. Spear. Be sure to listen to the podcast that Marco Ciappelli had with Spear on his Redefining Society Podcast.About the bookForget vision, grit, or culture. Wiring the Winning Organization reveals the hidden circuitry that drives organizational excellence.Drawing on decades of meticulous research of high-performing organizations and cross-population surveys of tens of thousands of employees, award-winning authors Gene Kim and Dr. Steven J. Spear introduce a groundbreaking new theory of organizational management. Organizations win by using three mechanisms to slowify, simplify, and amplify, which systematically moves problem-solving from high-risk danger zones to low-risk winning zones.Wiring the Winning Organization shines an investigative light on some of the most famous organizations, including Toyota, Amazon, Apple, and NASA, revealing how leaders create the social wiring that enables exceptional results.This is not feel-good inspiration or armchair philosophy but a data-driven prescriptive playbook for creating excellence grounded in real-world results and proven theory. This is the rare business book that delivers concrete tools―not platitudes―to convert mediocrity into mastery.____________________________Watch this and other videos on ITSPmagazine's YouTube ChannelRedefining CyberSecurity Podcast with Sean Martin, CISSP playlist:
Guest: Gene Kim, AuthorOn Linkedin | https://www.linkedin.com/in/realgenekim/On Twitter | https://twitter.com/RealGeneKim____________________________Host: Sean Martin, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining CyberSecurity Podcast [@RedefiningCyber]On ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/sean-martin____________________________This Episode's SponsorsImperva | https://itspm.ag/imperva277117988Pentera | https://itspm.ag/penteri67a___________________________Episode NotesIn this episode of Redefining CyberSecurity on the ITSPmagazine Podcast Network, host Sean Martin engages in an insightful conversation with Gene Kim, co-author of "Wiring the Winning Organization". The discussion revolves around the transformative concept of 'Shifting Left' in DevOps, a strategy that has allowed tech giants like Amazon to achieve a staggering 136,000 deployments per day.Kim likens this breakthrough to a collaborative effort between developers and operators, comparing it to the teamwork required to move a couch. He also explores the crucial role of information security in this process, underlining the necessity for security to equip developers with the tools to work independently, thereby serving as the first line of defense. Don't let security sit on the couch while you're trying to move it!The conversation transitions into an exploration of the three mechanisms of performance: slowification, simplification, and amplification. Kim uses relatable real-life examples to elucidate these concepts, emphasizing the importance of timely and accurate information for effective decision-making and problem-solving. The more you know up front, the better off you'll be.Drawing on his extensive work on the state of DevOps research, Kim discusses the predictors of high performance and how these principles apply to DevOps. He also points to the growing trend of specialization within DevOps and the emerging need for 'platform engineering,' a system that enables developers to focus on solving business problems while specialists handle the complex technical aspects.This episode provides listeners with a deeper understanding of the evolution and future of DevOps, the importance of information security, and how these principles can be applied to enhance overall security programs. It also serves as an introduction to the Gene co-authored with Steven J. Spear. Be sure to listen to the podcast that Marco Ciappelli had with Spear on his Redefining Society Podcast.About the bookForget vision, grit, or culture. Wiring the Winning Organization reveals the hidden circuitry that drives organizational excellence.Drawing on decades of meticulous research of high-performing organizations and cross-population surveys of tens of thousands of employees, award-winning authors Gene Kim and Dr. Steven J. Spear introduce a groundbreaking new theory of organizational management. Organizations win by using three mechanisms to slowify, simplify, and amplify, which systematically moves problem-solving from high-risk danger zones to low-risk winning zones.Wiring the Winning Organization shines an investigative light on some of the most famous organizations, including Toyota, Amazon, Apple, and NASA, revealing how leaders create the social wiring that enables exceptional results.This is not feel-good inspiration or armchair philosophy but a data-driven prescriptive playbook for creating excellence grounded in real-world results and proven theory. This is the rare business book that delivers concrete tools―not platitudes―to convert mediocrity into mastery.____________________________Watch this and other videos on ITSPmagazine's YouTube ChannelRedefining CyberSecurity Podcast with Sean Martin, CISSP playlist:
Phoenix Project author, Gene Kim, is back on Troubleshooting Agile to discuss the groundbreaking theories of organizational management described in his new book, Wiring the Winning Organization. In this episode (part two of three), Gene describes the “Danger Zone”, and the first of three mechanisms for exiting the high-risk zone: Slowification. 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/ - The MIT Sailing System: https://videos.itrevolution.com/watch/871558334/ - Look Back Less: https://world.hey.com/jason/look-back-less-848e9db0 -------------------------------------------------- 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/
Episode page with video and more In Episode 43 of the “Lean Whiskey” podcast, Jamie Flinchbaugh and Mark Graban begin by talking about each of our interviews regarding the new book by Steve Spear and Gene Kim, Wiring the Winning Organization. Mark interviewed Steve and Gene for the Lean Blog Interviews podcast, and Jamie interviewed Steve for a forthcoming episode of the People Solve Problems podcast. We then shifted our attention to celebrating 100 years of Suntory Distilling by each pouring different expressions from the Japanese side of the company, Hibiki and Yamazaki. We also discussed the Jim Beam side, its progression and integration into the Suntory ownership. We eventually jumped into our primary In the News segment discussing a detailed investigative journalism report from Reuters on the objectively poor safety record at SpaceX. The data is compelling, from a fatality to a coma, and eight amputations. But the safety rate is six times the industry average, coming in at 4.8 per 100 workers. Yes, space travel and doing anything breakthrough is inherently dangerous, but there's two arguments with this. First, the injuries are things like falling out of trucks and not related to launching a rocket. Second, there are numerous examples of doing inherently dangerous work with a great safety record. Alcoa, under the leadership of Paul O'Neill, is a great example of this, where not only is the work done safely, but with increasing profits along the way. We explore the importance of leadership — through policy to system to culture — in the outcomes of safety. Elon Musk, as the leader of SpaceX, has signaled in many ways that safety is secondary. This includes a distaste for safety yellow on aesthetic grounds to statements that workers are responsible for protecting themselves. Both SpaceX and Tesla have a tendency to withhold reporting required data to OSHA, which might not be visible to employees, but it likely is to management. We make clear that safety practice and culture is the responsibility of management. We wrap up this episode sharing fun facts about our hometowns, wishing everyone a happy holidays, and a final cheers to 2023! Links From the Show: Mark interviewed Steve Spear and Gene Kim in episode 493 of the LeanBlog Podcast, and Jamie interviewed Steve for a forthcoming episode of People Solve Problems Podcast on their new book, Wiring the Winning Organization Celebrating 100 years of Suntory Distilling Mark's blog about the culture clash when Suntory acquired Jim Beam Jamie's selection: Hibiki Japanese Harmony Mark's selection: Yamazaki Distiller's Reserve NAS Japan Release and the Legent Yamazaki Cask Finish Blend Kaizen & Culture Clash Between Suntory & Jim Beam? Reuters' investigative report on safety at SpaceX COSH's Dirty Dozen of companies with poor safety records Examples of Paul O'Neill's take on prioritizing safety and being profitable here and here Please review us and follow or subscribe on your favorite podcast platform!
On this episode of In-Flight Snack; Bilal Powell and Rami Lavi discussed the Jets comedy of errors that have lead them to be a national laughing stock this season. This past week tops it all from the head coach having a relationship with Joe Benigno, to being called a "losing culture" by QB Aaron Rodgers, and oh by the way, Zach Wilson is the starting quarterback again, but does he want to be? When does this mess ever end? Also, Bilal shared his thoughts on Jamal Adams and that saga, before the guys previewed the Jets matchup with rookie phenom CJ Stroud and the Houston Texans. *** Follow on Twitter - @bilalpowell29 @FlightSnack @rami_lavi Follow on Instagram - @rami.lavi @bp29 Subscribe to our YouTube Channel - https://www.youtube.com/channel/UCaE37enNqfBXV_dT0lmV59g
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/
Episode page with video, transcript, and more My guests for Episode #493 of the Lean Blog Interviews Podcast are Gene Kim and Steve Spear, co-authors of the new book Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification. Joining us for the first time is Gene Kim, a Wall Street Journal bestselling author, researcher who has been studying high-performing technology organizations since 1999 – He 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, (now the Enterprise Technology Leadership Summit) studying the technology transformations of large, complex organizations. He lives in Portland, OR, with his wife and family. Dr. Steven J. Spear, DBA, MS, MS is a senior lecturer at the MIT Sloan School of Management, a Senior Fellow at the Institute for Healthcare Improvement, and author of influential publications like the book The High-Velocity Edge, and the HBR articles “Decoding the DNA of the Toyota Production System,” and “Fixing Healthcare from the Inside, Today.” An advisor to corporate and governmental leaders across a range of fields, he is also the founder of See to Solve, a business process software company. He has a doctorate from Harvard, masters degrees in mechanical engineering and management from MIT, and a bachelor's degree in economics from Princeton. Steve was previously a guest give times in episodes 58, 87, 262, 358, and 386. Questions, Notes, and Highlights: Gene — what's your “Lean” origin story or however you would frame or label it? Steve — what's a key highlight of your Lean origin story? “The ultimate learning machine” – Toyota Backstory on working together on this book? How many copied 2 pizza teams from Amazon and failed?? What puts some companies in the “danger zone” and how is that detected if it's not obvious? The andon cord was a way to speak up Steve – see, solve, share? A 4th step? See, safe to speak, solve, share? You write about recurring problems in a workplace. How do you think the behavior of managers punishing people for problems gets in the way of solving problems? The podcast is sponsored by Stiles Associates, now in its 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast was also brought to you by Arena, a PTC Business. Arena is the proven market leader in Cloud Product Lifecycle Management (PLM) with over 1,400 customers worldwide. Visit the link arenasolutions.com/lean to learn more about how Arena can help speed product releases with one connected system. This podcast is part of the #LeanCommunicators network.
The story behind why some organizations win big and keep on winning. This week, co-host Conor Bronsdon interviews Dr. Steven J. Spear, renowned MIT senior lecturer, founder, and author, to discuss the core principles from Dr. Spear's new book with Gene Kim, "Wiring The Winning Organization".They delve into why some organizations consistently outperform others, highlighting how the best organizations create systems that enhance problem-solving through slowification, simplification, and amplification, aligning processes with cognitive strengths.With case studies from NASA's Apollo missions to Apple's smartphone market dominance, the book is a must-read for those looking to harness collective ingenuity for exceptional achievements."Show Notes:Order your copy today: Wiring The Winning OrganizationVote for Dev Interrupted on the DevOps Dozen website: Best DevOps-Related Podcast SeriesSupport 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
Legends don't need introductions, but I'll write a light one, nevertheless. Gene Kim is the author or co-author of many significant books from DevOps space (The Phoenix Project, The Unicorn Project, Accelerate, The DevOps Handbook, to name a few) and the mastermind behind the amazing DevOps Enterprise Summit conference. I spoke with Gene about rewiring our organizations to set them for success.
Dr. Steven J. Spear (DBA MS MS)Principal, HVE LLCSr. Lecturer, MIT Sloan SchoolSr. Fellow, Institute for Healthcare ImprovementCreator, See to Solve Gemba and Real Time Alert SystemsSSpear@MIT.edu www.SeeToSolve.com Steve@HVELLC.comKnowing how to get smarter about what you do and better at doing it, faster than anyone else, is critical, a bona fide source of sustainable competitive advantage.How so? All organizations share a challenge. They're trying to coordinate people—sometimes a few, sometimes many thousands—towards shared purpose, somewhere on the spectrum from upstream conceptualization and discovery, through development, design, and ultimately delivery. The problem is, particularly at the startof any undertaking, no one really knows what to do, how to do it, nor can they do it well. All that has to be invented, created, discovered…figured out. So, those who solve problems faster, win more. After all, if your team and mine chase similar goals (or we face off as adversaries), you succeed (or win) because you come to your moments of test better prepared than I do. Since knowhow and skills are not innate, you won because you solved your problems, better and faster than I didmine, gaining edges in relevance, reliability, resilience, and agility.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. High velocity learning concepts have been tested in practice, helping building internal capability for accelerated improvement and innovation at Alcoa—which generated recurring savings in the $100s of millions, Beth Israel Deaconess, a pharma company—with compressions by half in a key drug development phase, Intel, Intuit, Pittsburgh hospitals, Memorial Sloan Kettering, Mass General, Novartis, Pratt and Whitney—which won the F-35 engine contract with its pilot, DTE Energy, US Synthetic, and the US Army's Rapid Equipping Force. The Chief of Naval Operations made high velocity learning a service wide initiative, and Spear was one of a few outside advisors to the Navy's internal review of 2017's Pacific collisions. He was also an advisor to Newport News Shipbuilding bout introducing innovative systems on the Gerald Ford, the first in a new generation of aircraft carriers. The See to Solve suite of apps has been developed to support introducing and sustaining high velocity learning behaviors.At MIT, Spear teaches Leaders for Global Operations and Executive Education students, has advised dozens of theses, and is principal investigator for research titled “Making Critical Decisions with Hostile Data.” Spear's work history includes Prudential-Bache Capital Funding, the US Congress Office of Technology Assessment, the LongTerm Credit Bank of Japan, and the University of Tokyo. His doctorate is from Harvard, his masters in mechanicalengineering and in management are from MIT, and he majored in economics, at Princeton, to earn his bachelors.Spear lives in Brookline with his wife Miriam, an architect, and their three children, where he is on the board of the Maimonides School.Link to claim CME credit:
Guest: Steven J. Spear, Senior Lecturer at MIT [@MIT] and AuthorOn Linkedin | https://www.linkedin.com/in/stevespear/On Twitter | https://twitter.com/StevenJSpear____________________________Host: Marco Ciappelli, Co-Founder at ITSPmagazine [@ITSPmagazine] and Host of Redefining Society PodcastOn ITSPmagazine | https://www.itspmagazine.com/itspmagazine-podcast-radio-hosts/marco-ciappelli_____________________________This Episode's SponsorsBlackCloak
Mentioned in this episode:SBCC Athletics - https://www.sbccvaqueros.com/landing/indexSBCC Football - https://www.sbccvaqueros.com/sports/fball/indexSBCC Football wins the Beach Bowl - https://www.sbccvaqueros.com/sports/fball/2022-23/releases/202211271x0phaCCCAA Recruiting Rules - https://www.cccaasports.org/Constitution/2021-22/Bylaw_2.pdfCollege Football Transfer Portal Changes - https://www.espn.com/college-football/story/_/id/34967085/college-football-new-transfer-portal-windows-explainedNIL (Name, Image, and Likeness) - https://en.wikipedia.org/wiki/Student_athlete_compensationMike Moropoulos - https://www.noozhawk.com/santa_barbara_sports_legend_mike_moropoulos_passes_away_at_90/John Gilbert - https://sbroundtable.org/hall-of-fame/inductees/athletes/john-gilbert/Sam Cunningham - https://en.wikipedia.org/wiki/Sam_CunninghamTony Gilbert - https://sbroundtable.org/hall-of-fame/inductees/athletes/tony-gilbert/Reggie Bolton - https://www.thechannels.org/uncategorized/2003/12/18/beyond-the-playing-field/Charles Schwab (SBHS alumnus) - https://content.schwab.com/invested/author.htmlSanta Barbara High School - https://sbhs.sbunified.org/about-sbhsJamaal Wilkes - https://en.wikipedia.org/wiki/Jamaal_WilkesBooker Brown - https://www.noozhawk.com/mark_patton_football_star_booker_brown_completes_a_life_of_giving_20220724/Dolmades - https://www.themediterraneandish.com/stuffed-grape-leaves-dolmades/Mackenzie Market - https://www.tripadvisor.com/Restaurant_Review-g33045-d15131089-Reviews-MacKenzie_Market-Santa_Barbara_California.htmlItalian and Greek Deli - https://www.yelp.com/biz/italian-and-greek-delicatessen-santa-barbara-2Metropoulos - http://www.metropoulos.com/Los Agaves - https://los-agaves.com/Holdren's - https://www.holdrens.com/sb/Zaytoon - https://www.zaytoon.com/You Don't Mess With the Zohan - https://en.wikipedia.org/wiki/You_Don%27t_Mess_with_the_ZohanTacos Arabes - https://www.mexicoinmykitchen.com/tacos-arabes-recipe/Baklava - https://www.themediterraneandish.com/how-to-make-baklava/Kataifi - https://www.thespruceeats.com/kataifi-almond-and-walnut-pastry-1705359Spanikopita - https://www.themediterraneandish.com/spanakopita-recipe-greek-spinach-pie/Chitterlings - https://en.wikipedia.org/wiki/ChitterlingsHog's Head Cheese - https://www.atlasobscura.com/foods/louisiana-hogs-head-cheeseTaza Mediterranean Street Kitchen - https://www.tazastreetkitchen.com/Toum - https://www.seriouseats.com/traditional-toumZankou Chicken - https://zankouchicken.com/Tino's Italian Grocery - https://www.tinositaliangrocery.com/Wooden on Leadership: How to Create a Winning Organization by John Wooden - https://coachwooden.com/bookstoreKareem Abdul-Jabbar (Lew Alcindor) - https://en.wikipedia.org/wiki/Kareem_Abdul-JabbarTears for Fears - https://en.wikipedia.org/wiki/Tears_for_FearsNew Order - https://en.wikipedia.org/wiki/New_Order_(band)The Smiths - https://en.wikipedia.org/wiki/The_SmithsPet Shop Boys - https://en.wikipedia.org/wiki/Pet_Shop_BoysStraight Outta Compton - https://en.wikipedia.org/wiki/Straight_Outta_ComptonSnoop Dogg - https://en.wikipedia.org/wiki/Snoop_DoggIce Cube -https://en.wikipedia.org/wiki/Ice_CubeStay by The Kid LAROI and Justin Bieber - https://www.youtube.com/watch?v=kTJczUoc26UElectronic - https://en.wikipedia.org/wiki/Electronic_(band)The B-52s - https://en.wikipedia.org/wiki/The_B-52%27sThompson Twins - https://en.wikipedia.org/wiki/Thompson_TwinsGuilty by Barbara Streisand and Barry Gibb - https://www.youtube.com/watch?v=Phh9B1-4EYsWooden's Pyramid of Success - https://www.coachwooden.com/pyramid-of-success
This year's deadline for applications is less than one month away (Friday, March 3). If you are interested in more details, please reach out to a member of our team at eoymountainwest@ey.com or nominate someone today at eoy.ey.com. 0:00 Introduction 1:00 Information on the event 2:30 Requirements to be a nominee 5:15 Judgement process 6:15 Industry, size, revenue 8:00 Derrick Porter CEO, Beauty Industry Group 11:30 Application process 14:30 Benefits of networking 15:30 Showing vulnerability 18:00 Celebrating as a team 20:15 Key dates 22:00 A Winning Organization 24:00 Closing Show links: http://eoy.ey.com/
This year's deadline for applications is less than one month away (Friday, March 3). If you are interested in more details, please reach out to a member of our team at eoymountainwest@ey.com or nominate someone today at eoy.ey.com. 0:00 Introduction 1:00 Information on the event 2:30 Requirements to be a nominee 5:15 Judgement process 6:15 Industry, size, revenue 8:00 Derrick Porter CEO, Beauty Industry Group 11:30 Application process 14:30 Benefits of networking 15:30 Showing vulnerability 18:00 Celebrating as a team 20:15 Key dates 22:00 A Winning Organization 24:00 Closing Show links: http://eoy.ey.com/
Bucs Super Bowl perspective is on the mind of Bobby Fenton today, and plenty more as the NFL season nears it's conclusion. Follow Bobby on Twitter, @bobbygameday. The Free Stretch is always a fine listen, presented by Bill Currie Ford. […] The post (Friday Edition) This Week's Free Stretch Looks Back In Wonder At 20 years Of The Bucs As A Super Bowl-winning Organization, Then Looks Ahead To The Conference Championships appeared first on JoeBucsFan.com.
Oleksandra Matviichuk is a Ukrainian human-rights lawyer, the head of the Center for Civil Liberties, in Ukraine. The center has just been announced as a recipient of this year's Nobel Peace Prize. Jay spoke with her when she traveled to New York, for a session of the Oslo Freedom Forum. They talk about her life […]
Oleksandra Matviichuk is a Ukrainian human-rights lawyer, the head of the Center for Civil Liberties, in Ukraine. The center has just been announced as a recipient of this year's Nobel Peace Prize. Jay spoke with her when she traveled to New York, for a session of the Oslo Freedom Forum. They talk about her life and work. Her work takes a toll, but it is urgently important. Source
Oleksandra Matviichuk is a Ukrainian human-rights lawyer, the head of the Center for Civil Liberties, in Ukraine. The center has just been announced as a recipient of this year’s Nobel Peace Prize. Jay spoke with her when she traveled to New York, for a session of the Oslo Freedom Forum. They talk about her life and work. Her work takes a toll, but it is urgently important. Source
Who better to talk about building winning organizations than life-long NFL Executive Randy Mueller, winner of the 2000 NFL Executive of the Year award with the New Orleans Saints?Join us as we journey from small-town Idaho to one of the winningest college football programs of all time, and then into multiple NFL front offices to learn what it takes to build winning leaders, teams, organizations, and cultures.
“If the train tracks already exist you don't need leadership, you need good management. When you are in the moment, in charge and there are no train tracks, you need to shine as a true leader.”In this unchurned conversation on Leadership with Dylan Stafford, Assistant Dean at UCLA, you get to learn about- What defines leadership in a true sense?- Leadership is a natural self-expression - Ways to become self-expressive- Four foundational factors of leadership - Power of your word as a leader - Drop the story & honor your own word - Authenticity is the alignment to who I allow you to think I am & who I actually am - Dance with uncertainty- J . F Kennedy as a leaderWould you like to get tips and insights from top leaders of the Customer Relationship world in your inbox each week? Subscribe to the Unchurned weekly newsletter at www.update.ai/unchurnedAbout Dylan StaffordBuilding a world of effective leaders, Dylan is committed to empowering organizational excellence through culture. He is an Assistant Dean at UCLA Anderson. His book "Building a Winning Organization" challenges readers to lead in their organizations, and shows them how. Before UCLA, I worked for Siemens AG in Santa Clara and Munich, Germany. Dylan earned his MBA from the Chicago Booth School of Business, with concentrations in Finance and Marketing and is a graduate with honors from Texas A&M University.Check out Dylan's Leadership course - Being a leader & the effective exercise of leadershipThank you for tuning into the Unchurned podcast! If you enjoyed the episode, please subscribe to the show and leave us an awesome rating & review. Josh would love to connect to hear your feedback & suggestions. Get in touch with him on Linkedin!Follow UpdateAI for latest news on the unchurned podcast on Linkedin & TwitterUnchurned is presented by UpdateAI
Most people find healthcare unmanageable and confusing. Even people in the industry can have a hard time. Our guest, Dr. Ronald Dixon, is trying to change that through his company CareHive. CareHive helps patients manage chronic disease through their user-friendly platform and methods. Dr. Dixon is the current CEO of CareHive. He has also founded and headed Healthcare 360, and served as the Medical Director at MGH. He's also a natural entrepreneur with over 20 years of experience in the industry, and some great advice for up-and-comers. Do you have any thoughts? Please email us at hello@rosenmaninstitute.org. We post new episodes every Monday. “The Health Technology Podcast” is produced by Herminio Neto, hosted by Christine Winoto, and engineered by Andrew John Rojek.
Tony Teravainen, CEO and Co-Founder of Support The Enlisted Project (STEP), and Barb Fiorina, STEP's Southern California Development Manager, chat about STEP's mission; 10-year anniversary; expanded services to other states; and upcoming events.
Episode 67: 5 Differences Between Bosses and LeadersI was out in public one day a long time ago and ran into one of the paraprofessionals who worked within my department and she introduced me to her husband as her boss. Now, I was probably 10-15 years younger than her and I hadn't been teaching for very long when this happened so it hit me weird…Me? A boss?That's not something that I ever thought I would be called when I was growing up and went to college. I never envisioned myself as someone's boss because I didn't go to college to be a boss.In fact, that word…boss…has a bit of a negative connotation for me because growing up I would always hear things like “Don't be so bossy” or “ That girl in your class just bosses everyone else around.” I have even said it to my own daughters…don't be bossy to your sister or don't boss your friends around.When you use the word boss as a noun…it doesn't sound so bad. It means a person who is in charge of a worker, a group, or an organization. So by definition, I guess I am the boss. I make their schedules. I write their lesson plans. I complete their evaluations. They report to me if they are sick…so it makes sense that they refer to me as their boss.But as a verb, to boss means:to be master of or overmanage, direct or controlto order about, especially in an arrogant manner So quite literally “to boss” means to tell employees what to do in order to control them.These two definitions butted heads within my brain for quite a while and I spent many years trying to work out my role within our department. And it became evident throughout the years that a boss is not something I wanted to be. I wanted to work on the front lines with my staff. I wanted to build a team culture and I wanted to be seen as a leader instead of a boss.So today…I want to dig into this a little deeper and explain the differences between the two and hopefully give you some good information on what you can do to become a good leader for your staff.Leaders roll up their sleeves and help outLeaders teach, not scoldLeaders offer equalityLeaders listen, then speakLeaders lead, bosses pushThese 5 differences seem simple enough, but simple does not always mean easy. True leaders make a commitment to assess their management styles, understand these key differences and then make a concerted effort to put these good leadership characteristics into action.So when making that commitment to becoming a leader versus being a boss, the one thing that I have done above anything else is to learn. I am and always will be a lifelong learner and self-improvement is one of my top priorities when it comes to learning things. I guess I just feel like if I'm not open to learning and growing then how can I expect my staff and the teachers I mentor to do the same.Here are just 3 of the books I have read to help me become a better leader (affiliate links)Shifting the Monkey: The Art of Protecting Good People From Liars, Criers, and Other Slackers (A book on school leadership and teacher performance)Wooden on Leadership: How to Create a Winning Organization
About This Episode: Fresh on the heels of a 25+ year successful career in which she was an award-winning CEO of a global consulting firm for over a decade, a serial entrepreneur that spearheaded multi-million dollar acquisitions and mergers while working with more than 11 start-ups globally, and a business transformation and crisis specialist, Stephynie Malik formed SMALIK Enterprises with one single goal in mind — to help others and promote change through her proven strategies and methodologies. Stephynie founded SME with the same intention she had in mind when she started her first company MalikCo, a highly successful global technology consulting firm. The goal is to build a customer centric business consulting, executive coaching and crisis management services organization that changes the industry's business model for service delivery and creating sustainable improvements to individual or organizational performance, productivity, and profitability globally. Hailed as an expert negotiator and skilled crisis management consultant in the industry, Stephynie is helping top-notch athletes, executives and businesses take their careers and organizations to the next level while also resolving high conflict and crisis cases for individuals and companies globally. In addition to bringing her wealth of knowledge, undeniable experience and proven track record of success to SMALIK Enterprises, she has also established a team of world class experts to ensure SME delivers the highest level of service and results to its clients globally. Find out more about Stephynie at: Stephynie's Website - https://stephyniemalik.com/ LinkedIn - https://www.linkedin.com/in/stephyniemalik Facebook - https://www.facebook.com/stephyniemalikcoaching/ Instagram - https://www.instagram.com/stephyniemalik/ Check out our YouTube Channel: Jeremyryanslatebiz Make Extraordinary a reality: jeremyryanslate.com/extraordinary See the Show Notes: www.jeremyryanslate.com/872 Sponsors: Gusto: This episode is sponsored by Gusto. Run your payroll the easy way, the same way we do at Command Your Brand. You'll get a. $100 Amazon Gift Card just for running your first payroll! http://www.jeremyryanslate.com/gusto Audible: Get a free 30 day free trial and 1 free audiobook from thousands of available books. Right now I'm reading "The Science of Getting Rich,"by Wallace D. Wattles, about building real wealth. www.jeremyryanslate.com/book
About This Episode: Fresh on the heels of a 25+ year successful career in which she was an award-winning CEO of a global consulting firm for over a decade, a serial entrepreneur that spearheaded multi-million dollar acquisitions and mergers while working with more than 11 start-ups globally, and a business transformation and crisis specialist, Stephynie Malik formed SMALIK Enterprises with one single goal in mind — to help others and promote change through her proven strategies and methodologies. Stephynie founded SME with the same intention she had in mind when she started her first company MalikCo, a highly successful global technology consulting firm. The goal is to build a customer centric business consulting, executive coaching and crisis management services organization that changes the industry's business model for service delivery and creating sustainable improvements to individual or organizational performance, productivity, and profitability globally. Hailed as an expert negotiator and skilled crisis management consultant in the industry, Stephynie is helping top-notch athletes, executives and businesses take their careers and organizations to the next level while also resolving high conflict and crisis cases for individuals and companies globally. In addition to bringing her wealth of knowledge, undeniable experience and proven track record of success to SMALIK Enterprises, she has also established a team of world class experts to ensure SME delivers the highest level of service and results to its clients globally. Find out more about Stephynie at: Stephynie's Website - https://stephyniemalik.com/ LinkedIn - https://www.linkedin.com/in/stephyniemalik Facebook - https://www.facebook.com/stephyniemalikcoaching/ Instagram - https://www.instagram.com/stephyniemalik/ Check out our YouTube Channel: Jeremyryanslatebiz Make Extraordinary a reality: jeremyryanslate.com/extraordinary See the Show Notes: www.jeremyryanslate.com/872 Sponsors: Gusto: This episode is sponsored by Gusto. Run your payroll the easy way, the same way we do at Command Your Brand. You'll get a. $100 Amazon Gift Card just for running your first payroll! http://www.jeremyryanslate.com/gusto Audible: Get a free 30 day free trial and 1 free audiobook from thousands of available books. Right now I'm reading "The Science of Getting Rich,"by Wallace D. Wattles, about building real wealth. www.jeremyryanslate.com/book
11:00 - Is Doug Armstrong the "TLR" of the Blues? 11:15 - Is this the kind of deal Randy Arozarena aftershock would prevent & the Cardinals are giving a hard sell on their young players 11:30 - The NFL's greatest generation of QBs is coming to an end & BK's top 10 QBs of the last 20 years 11:45 - Questions & Answers 12:00 - Corey Hirsch (Fromer Blues Goalie Coach) 12:15 - More Likely to Happen 12:30 - Mo says you can send $150 million on one of these four players. Who are you taking? 12:45 - The Junk Drawer 1:00- The free agent market is finally taking shape 1:15 - Are We Sure..? 1:30 - Chris Kerber (Voice of the Blues) 1:45 - The Crossover
The post E1155: Daryl Morey on his eventful 2020, adapting to paradigm shifts, taking the Sixers job, building a winning organization & more appeared first on This Week In Startups.
The post E1155: Daryl Morey on his eventful 2020, adapting to paradigm shifts, taking the Sixers job, building a winning organization & more appeared first on This Week In Startups.
Today we sit down with Brian Dodd. Brian’s blog “Brian Dodd On Leadership” is a go to resource for those both in and out of leadership positions seeing over 70,000 readers per month as well as being an author and the co-host of the Pursuit of Service Podcast. To learn more about Brian Dodd and to get the following Book List, visit his blog website www.briandoddonleadership.com or connect with him on Twitter @BrianKDoddToday, Brian Dodd shares his Top 12 Sports Books on Building Winning Cultures(Listed in no particular order)The Dynasty by Jeff BenedictWin Forever: Live, Work, and Play Like a Champion by Pete CarrollEleven Rings: The Soul of Success by Phil JacksonLegacy by James KerrThe Gold Standard: Building a World-Class Team by Mike KrzyzweskiGridiron Genius: A Master Class in Building Teams and Winning at the Highest Level by Michael LombardiAbove the Line: Lessons in Leadership and Life from a Championship Program by Urban Meyer4th and Goal Everyday: Alabama's Relentless Pursuit of Perfection by Phil SavageThe Cubs Way: The Zen of Building the Best Team in Baseball and Breaking the Curse by Tom VerducciThe Captain Class: A New Theory of Leadership by Sam WalkerThe Score Takes Care of Itself: My Philosophy of Leadership by Bill WalshWooden on Leadership: How to Create a Winning Organization by John WoodenOther Books Mentioned: War Room, 3 Ring Circus, Hardwork, Bear, Chasing the Bear, Homegrown, Uncommon, The Pyramid of Success, Timeless
Ken Barnes, CEO of Options For All, details the organization's past, present, and future services provided to adults with intellectual and developmental disabilities. Gabby, an Options For All participant since 2016, talks about her favorite aspects of the services offered by the organization.
Here are some of the things we talk about in this episode:The importance of being resilient and staying curious during your times of failure.Why we need to separate what we do from our identity.The power of leaning into your faith.Why we should be thankful for the tough times as they are making us better.Learning to respond with grace and putting yourself in other people's shoes is vital for your growth.What the phrase, "Keep the Fork" means, and why it's an important phrase for your growth.Andrew loves people and discipleship. He uses basketball as a tool to build relationships and help people grow. He's been through tough times, and so when he talks the talk about being thankful for the tough times, he can back it up.Andrew's IG - @CoachWingreenAndrew's Twitter - @CoachWingreenAndrew's Website - http://www.coachwingreen.com/Andrew's Facebook - Andrew WingreenBook Recommendation #1 - What You Do Is Who You Are: How to Create Your Business Culture by Ben HorowitzBook Recommendation #2 - Wooden on Leadership: How to Create a Winning Organization by John Wooden and Steve JamisonStudying Failure IG - @studyingfailureStudying Failure's Facebook - Studying FailureStudying Failure Website - https://www.studyingfailure.com/Jon's Twitter -@Jon_Egan_Jon's IG - @Jon_Egan_
Innovation Inside LaunchStreet: Leading Innovators | Business Growth | Improve Your Innovation Game
It's a common myth that systems and processes hinder innovation — but if done right, it actually removes the mundane and gives you the space to innovate. In addition, having the right systems and processes in place can help you get your business working for you, instead of the other way around. Josh Fonger joins me to show us how. Josh Fonger is a consultant, coach, and speaker who is recognized as the leading authority in Business Performance Architecture, i.e. how to set up systems and structures in your business to work for you. After reading Sam Carpenter’s book Work The System: The Simple Mechanics of Making More and Working Less, Josh approached Sam to form a partnership focused on helping businesses properly organize and systematize their operations so they can achieve exponential growth. Today, Josh is one of the most in-demand Small Business Consultants in North America and has helped small startup businesses to $500 million enterprises from over 50 countries get unstuck using systematic solutions. We dive into what inspired Josh to connect with Sam and start helping others “work the system,” as well as why we often don’t realize our systems aren’t working for us until it’s too late. Josh shares some of the top warning signs that our systems need an overhaul, as well as his insights into why people allow themselves to become the bottleneck. We also discuss how people can get into the system mindset, effective triggers for change, and how to balance systems with innovation, as well as why it’s as much about building the right systems as it is having the right people carry out the systems to get to success. If you are ready to: get buy-in from key decision-makers on your next big idea be a high-impact, high-value member that ignites change foster a culture of innovation where everyone on your team is bringing innovative ideas that tackle challenges and seize opportunities… Join us on LaunchStreet — gotolaunchstreet.com Mentioned in This Episode: Josh Fonger, Work The System Sam Carpenter Work The System: The Simple Mechanics of Making More and Working Less, by Sam Carpenter Derek Sivers — The First Follower The Infinite Game, by Simon Sinek Wooden on Leadership: How to Create a Winning Organization, by John Wooden
Sports can be related to so many things in life. On this episode, I use sports to relate to building a winning team that is your profession, unit, or organization. The people within the organization are important and here is how to build a great foundation... --- Support this podcast: https://anchor.fm/strengthofthewolf/support
Today we welcome Scott Williams, founder of Sock Religious, who brings us a quote he came across while coaching youth hockey, from Coach Piggy Lambert.“Ask me in 20 years and we’ll see how successful these boys are. Then I’ll be able to tell you if I succeeded as a coach.”Here’s the book on Coach John Wooden in which Scott found this inspiration: Wooden on Leadership: How to Create a Winning Organization. Whether or not you’re involved with youth in sports or ministry, listen in to have Scott’s quote help you embrace the present moment and be all God’s calling you to be right now. Your trust and faithfulness today will, with His grace, bear beautiful fruit in the future.Other quotes we discussed:“Let no one ever come to you without leaving better and happier. Be the living expression of God's kindness: kindness in your face, kindness in your eyes, kindness in your smile.”–St. Teresa of Kolkata“It helps, now and then, to step back and take a long view. The kingdom is not only beyond our efforts, it is even beyond our vision. We accomplish in our lifetime only a tiny fraction of the magnificent enterprise that is God's work. Nothing we do is complete, which is a way of saying that the Kingdom always lies beyond us. No statement says all that could be said. No prayer fully expresses our faith. No confession brings perfection. No pastoral visit brings wholeness. No program accomplishes the Church's mission. No set of goals and objectives includes everything. This is what we are about. We plant the seeds that one day will grow. We water seeds already planted, knowing that they hold future promise. We lay foundations that will need further development. We provide yeast that produces far beyond our capabilities. We cannot do everything, and there is a sense of liberation in realizing that. This enables us to do something, and to do it very well. It may be incomplete, but it is a beginning, a step along the way, an opportunity for the Lord's grace to enter and do the rest. We may never see the end results, but that is the difference between the master builder and the worker. We are workers, not master builders; ministers, not messiahs. We are prophets of a future not our own.”--Attributed to St. Oscar RomeroGet your socks at sockreligious.com and follow Scott on Instagram (@sockreligious).To suggest a quote or a guest, follow the show on Instagram, @quoteme_podcast, or contact Lindsay at her website, LindsaySchlegel.com.If you enjoyed this episode, please subscribe to the podcast, leave a review wherever you find your podcasts, and tell a friend. Until next time, God bless you!
I thought this week I'd go more "motivational" and share a very small portion of one of the most influential books on my own personal coaching career. John Wooden was an astonishing basketball coach who achieved much during his long career, and I've always found his style, values, and teachings to be motivational, no matter what situation I was in. Let me share two building blocks of his infamous "Pyramid of Success" with you in this week's episode. ----------- LINKS ----------- Affiliate link to "Coach Wooden's Pyramid of Success" (the exact copy I own. Heads up, this one was written with a preacher and has religious applications as well.): https://amzn.to/2ALpWIl Affiliate link to "Wooden on Leadership: How to Create a Winning Organization": https://amzn.to/30KXTU0 Affiliate link to "They Call Me Coach": https://amzn.to/30KenM4 Volleyball Tryout Evaluation Forms: https://getthepancake.com/products/volleyball-tryouts-evaluation-forms Get The Pancake website: https://getthepancake.com Get The Pancake on Instagram: https://instagram.com/getthepancake Don't forget to RATE and SHARE if you enjoy the Get The Pancake Podcast! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/getthepancake/message
Chris Hallberg one of Inc. magazine's Top 50 Leadership and Management Experts (#9) and has been taking big risks, and getting outside of his comfort zone his entire life. He joined the Army National Guard Military Police at 17, was an officer at a Maximum-Security prison at 20. By the ripe age of 23, he was a Sergeant in both organizations leading other officers and soldiers in dynamic and challenging environments. Chris left service in 1999 as a Staff Sergeant in the 34th Military Police Company based in Rosemount MN where he served as the 5th Platoon 3rd Squad Leader. Chris Performed military law enforcement duties in Panama, Guatemala, Germany, and several other locations stateside. His full-time duty was as a Corrections Officer, then Corrections Sergeant for the MN. Dept. Of Corrections first at the maximum-security prison, then at a medium-security facility. At the DOC Chris was also a staff instructor and a Gang Task Force member. In 1997 Chris moved to county Law Enforcement where he worked in two large city Jails for the Sheriff's Office as a Deputy. After 9 Yrs. serving in uniform, he began his career in sales and marketing, and quickly became the #1 producing Sales Representative at a remodeling company. Chris then leveraged all of his leadership experience and training and then led several outside sales teams to success. As Sales Manager, he took a $3M Remodeling company and helped them grow to $8M in 3 years, and then as VP of Sales took a $9M Restoration company and led them to $20M in revenue in just 1 year. After two years over $20M in revenue the company was successfully sold to a private equity group. Chris then started his own energy-efficient remodeling business in 2009 at the onset of the “great recession” and despite difficult market conditions he quickly scaled the business to $2M in sales and sold the company after two years of profitable operations. After selling his business Chris started to help other entrepreneurs with their businesses. While coaching several entrepreneurs, he noticed that the majority of business owners were basically just “making it up every day,” so he looked for a solution to help them. In early 2014, he found EOS® or the Entrepreneurial Operating System® and became one of 50 (Now over 200) Certified EOS Implementers nationally. Since the military is very system-oriented, this business operating system coupled with Chris' high energy military leadership approach proved to be a winning combination. Today, he helps companies successfully turn-around their businesses by adding significant capabilities to already successful ventures. Chris has successfully leveraged his time serving in uniform with all of his business experience to blend both worlds together as “The Business Sergeant.” His first book titled, “The Business Sergeants' Field Manual, Military Grade Business Execution without all of the Yelling and Push-ups!” (www.bizsgt.com) has been named to the NFIB's Best Business Books of 2017, and enjoys great reviews from readers for it's practical, real-world scenarios, case studies and tools. Chris teaches entrepreneurial leadership teams to adopt a more military mindset so that they stop accepting poor leadership and thereby generate greater accountability and more profitable results. He provides a fun, fast-paced learning environment that keeps his leadership teams highly engaged by teaching simple, practical tools that are proven to help you “Breakthrough the ceiling” and propel your company to new heights. Chris lives in Denver Colorado with his wife of 22 years and their two sons. What you will learn in this episode: Chris Hallberg's military career and how he brought that leadership style into the business world The idea of inclusivity and diversity in EOS and team structure What is EOS and how can it be used to improve team function in the workplace The cha
David C. Baker is an author, speaker, and advisor to entrepreneurial creatives worldwide. He has written 5 books, advised 900+ firms, and offered up keynotes at conferences in 30+ countries. His work has been discussed in the Wall Street Journal, Fast Company, Forbes, USA Today, BusinessWeek, and Inc. Magazine. He lives in Nashville, TN. His most recent book is at http://www.expertise.is His work has also been featured in the NY Times, where he was referred to as the experts expert. He co-hosts the most listened to podcast in the creative services field (2bobs). What you will learn in this episode: The influence of Baker's upbringing in Guatemala on where he is today Developing expertise to create a better work-life balance Baker's work with people who sell their ideas for a living The parallel of expertise and entrepreneurship How Baker determines who is a good candidate for his coaching Identifying areas that make you uncomfortable to determine where you need to develop expertise How experts make decisions Resources: Website: www.davidcbaker.com Twitter: @davidcbaker LinkedIn: https://www.linkedin.com/in/authorspeakeradvisor/ Additional Resources: Website: sharonspano.com Book: thetimemoneybook.com Events: sharonspano.com/workshops Contact: sharon@sharonspano.com Twitter: @SharonSpano
Setzt Du Dich selbst stark unter Druck? Ich habe mir früher immer einen wahnsinnigen Druck gemacht. Ich war sehr ehrgeizig, eher schon verbissen, wenn es um meine Ziele ging. Der Druck führte aber nicht zu mehr Erfolg, sondern dazu, dass ich verkrampfte und dadurch gar nicht mein volles Potenzial leben konnte. Mit der Zeit habe ich verstanden, woran es lag! In dieser Folge erfährst Du: - wieso negativer, innerer Druck und Verbissenheit Dich nicht an Deine Ziele bringen werden, - wie Du den Shift schaffst, den Druck rauszunehmen, um erfolgreich Deine Ziele zu erreichen! Empfohlenes Buch: How to Create a Winning Organization: How to Create a Winning Organization von John Wooden: https://amzn.to/2V4KP9B ______________________________ Sichere dir jetzt dein Ticket zum Early Bird Preis für das Powerlution Event im Oktober 2019. Tickets erhältst du unter: www.powerlution.jetzt ______________________________ Vielen Dank, dass du dir die Folge angehört hast. Ich freue mich auf dein Feedback! Wenn dir die Folge geholfen hat, dann teile sie mit deinen Freunden und gib mir eine Bewertung bei iTunes ⭐⭐⭐⭐⭐ Hole dir JETZT mein kostenloses E-Book für mehr Power:
Thinking like a BIG business will keep you in business... It has been our observation that many small business owners have a major problem. However, their major problem is not what you might think. It's not their lack of funds, ideas, talent, or business savvy. No. Their biggest problem is their perspective on the importance of (drumroll)... Leadership! Surprised? Well, you shouldn't be. After all... "EVERYTHING rises and falls on leadership." - John C. Maxwell This means your personal life, your family life, your relationships, your church, your community, your marriage, your children, and yes… even your small business will either rise or fall depending on your leadership skill. When we fully realized this simple fact, we made it our business (pun intended) to improve our leadership ability. Our hope is that you will too, after listening to this week's podcast. In This Episode You Will: Learn the secret of why major corporations became, well, major! Do away with excuses to cop out of leadership development Learn the 7 key benefits of improving your leadership ability Memorable Quotes: "EVERYTHING rises and falls on leadership." - John C. Maxwell "A good name is worth more than gold." (Proverbs 22:1) “The best leaders are not those without fear, but those who face their fears again and again and teach others to do the same.” - Sebastien Richard "Do it afraid." - Paul Martinelli “The art of communication is the language of leadership.” - James Humes "When you become a better leader, you become more confident. And when you become more confident, you are bolder in expressing yourself, and thus usually become a better communicator." - Sebastien Richard “Don’t aspire to be the best on the team, aspire to be the best for the team.” "Leadership is a social skill which is best expressed in a team environment." - Sebastien Richard “When the best leader’s work is done, the people say, ‘We did it ourselves.’” - Lao Tzu “The key to successful leadership today is influence, not authority.” - Ken Blanchard "Your business will only go as far as your leadership will allow." - Sebastien Richard “Work harder on yourself than you do on your job.” - Jim Rohn Resources Recommended: Blog Post about courageous leadership: No Guts, No Glory (https://www.thrivingonpurpose.com/blog/no-guts-no-glory/) The 21 Irrefutable Laws of Leadership by John C. Maxwell (https://amzn.to/2tMwP9k) For Young Entrepreneurs: Lead Like a Superhero by Sebastien Richard (https://amzn.to/2tZsWxf) Lead Like Jesus-Revisited by Ken Blanchard (https://amzn.to/2tOikBV) Wooden on Leadership: How to create a Winning Organization (https://amzn.to/2tMXovc) Developing The Leader Within You 2.0-John C. Maxwell (https://amzn.to/2KBYeBg) .fb_iframe_widget_fluid_desktop iframe { width: 100% !important; } The post Thriving on Purpose (https://www.thrivingonpurpose.com) . Support this podcast
What makes a winning, successful organization? Well today, my guest Greg Paul and I are going to take a look at a few sports franchises and see if we can learn from their examples. We're going to talk leadership, teamwork, accountability, and much more. So listen today, leave us a review, share this with your friends, and go to veracitygp.com to learn more about my guest Greg (NOTE: as of the time this podcast is published, his website is not yet live).
Rob Miller is a partner and motivational speaker for Proactive Coaching, which is one of the top leadership training platforms in the country. Along with his Bruce Brown, they help coaches positively impact their athlete's lives. Rob is also the commissioner of the Wolverine-Hoosier Athletic Conference, with schools in Indiana, Ohio, and Michigan. Throughout his career, Rob has been a coach at the high school and college levels. He was also instrumental in building up the NAIA's Champions of Character program. SHOW NOTES: Proactive Coaching Website: www.ProactiveCoaching.info Wolverine-Hoosier Athletic Conference Website: www.WHAC.net Proactive Coaching Facebook: https://www.facebook.com/proactivecoach Rob's email: rob@proactivecoaching.info The Book of Mysteries by Jonathan Cahn The Leadership Playbook: Become Your Team's Most Valuable Leader by Jamy Bechler Wooden on Leadership: How to Create a Winning Organization by John Wooden They Call Me Coach by John Wooden Captains - 7 Ways to Lead Your Team by Bruce Brown Quiet Strength: The Principles, Practices, and Priorities of a Winning Life by Tony Dungy The Mentor Leader: Secrets to Building People and Teams That Win Consistently by Tony Dungy Today's podcast is brought to you by audible - get a FREE audiobook download and 30-day free trial (new subscribers) at www.audibletrial.com/SuccessIsAChoice. Over 180,000 titles to choose from for your iPhone, Android, Kindle or mp3 player, including books from previous podcast guests Kelly Roach, Micheal Burt, Pat Williams, Jeremie Kubicek, and John Brubaker.
Part 2 of 2 Interview with Bob Flexon, CEO of Dynegy in Houston. Welcome to Episode 3 of the “Leadership Lyceum: A CEO’s Virtual Mentor” podcast. Part of a Sub-Series on “CEO from CFO” This is Part 2 of a 2 part interview with Bob Flexon, CEO of Dynegy. Dynegy is a $5.5 billion revenue independent power producer in the US operating 26,000 megawatts of power generating facilities in eight states. The capacity from 35 power stations provides capability to power 21 million homes. Bob will share his experience over his five-year tenure at Dynegy as CEO and leading the company through financial distress, an orderly bankruptcy and emergence, and substantial growth through acquisition upon the emergence. Part 1 focused on Bob’s establishment of the culture of the organization to create an environment that could thrive in the major business transformation that would ensue. In Part 2 we will explore Bob’s leadership through major transformational events. The value of mentors and his advice to CFOs, CEOs, and boards of directors toward development of CEO successors. More about Dynegy: Ticker DYN. http://www.dynegy.com/ More about Bob Flexon: http://www.dynegy.com/corp-governance/board-of-directors/robert-c-flexon More about Senn Delaney and Culture Shaping: http://www.senndelaney.com/ Follow Leadership Lyceum on Twitter: @LeaderLyceum Email us: Linquist@leadershiplyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Program Guide Part 2 of 2 Bob Flexon Interview 1:04 Introduction to Part 2 1:50 Background/Career History on Bob Flexon 4:06 Interview: Modification of Leadership – Moving from CFO to CEO 6:15 Impact of Influential People/Mentors: Bill Joyce, CEO at Hercules and David Crane, CEO at NRG 8:30 Break 8:49 Leading Outside Comfort Zone – Getting the Best Out of Individuals 12:08 Break 12:26 Development Advice for CFOs Aspiring to CEO 14:14 Advice to Boards for CEO Succession and Selection 15:32 Parting Thoughts – Company Culture and Culture’s Role in a Winning Organization 16:07 Wrap Up and Preview of Episode 4 – Interview with Bryan Shinn, CEO of US Silica Biography on Bob Flexon Robert Flexon is the president and CEO of Dynegy, an independent power producer based in Houston with 26,000 megawatts of power-generating facilities in eight states and revenue of $5.5 billion. Dynegy's 35 power stations provide electricity to 21 million homes in the Midwest, Northeast, and West Coast. Before coming to Dynegy in 2011, Flexon was CEO of Foster Wheeler, a global engineering and construction firm; and CFO and COO of independent power producer NRG. He has also held key finance and accounting positions with Hercules, a specialty chemical manufacturer, and Atlantic Richfield Company (ARCO), an oil and gas extraction company. A certified public accountant, Flexon earned a BS in accounting from Villanova. He serves on the Board of Neighborhood Centers, the largest not-for-profit in Texas. Your host Thomas B. Linquist is a Partner at leading global executive search firm Heidrick & Struggles. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients. This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors. He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago. He is an expert on hiring and promotion decisions and leadership development. Over the course of his search career he has interviewed thousands of leaders. Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2016 by Dinosaur Productions LLC
This chapter of Dr. Farran's timeless 1999 "Your 30-Day Dental MBA" provides Dr. Farran’s experience on human nature, personality differences and personal needs. Learn the difference between the Delphi Method and the Nominal Group technique and determine if your staff understands the goal and is working towards it.
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