Thoughts and books of these people had great impact on the way i think and how i act. Wish i’d stumbled upon their works earlier.

Niels Pflaeging – [Book:]

Nassim Nicholas Taleb – [Book: Antifragile: Things That Gain from Disorder]

Bob Marshall –

2 seconds improvements are very important but it’s very difficult to see the value in a long-term as such actions are focused on small and early wins.
Visualization has certain power in it. it helps to see things in perspective. 
Sticky notes, paper and marker comes to the rescue. Simple visualisation how doing small things helps to big something huge. I guess that’s from where such things come from:

  • continuous improvement
  • continuous integration
  • continuous deployment
  • continuous refactoring
  • continuous value delivery
  • sprints
  • ….

2 seconds improvements

we often focus on results and this drives our behaviour – setting targets and metrics, evaluating performance and etc. But is it always right thing to do? Isn’t action is the thing that describes you service much better?

Couple examples from the top of my head:

  • Zero bugs vs Keep customers happy
    • it’s not only zero bugs that will keep you happy
  • Simple ui workflow vs Help user to do the job faster
    • why to keep it simple?
  • High velocity vs Deliver right things on time
    • working fast and delivering random stuff is not needed
  • Files Storage API vs Will keep your files safe, synced, and easy to share
    • which one would you approach first?
  • Taxi Service vs You’ll get a driver in less than 5 minutes
    • there are lots of taxis now
  • SettingHadoop cluster vs Store and retrieve any data you want
    • the second one just explains it better

Why it’s better and more fun? Because verbs:

  • help you better define what problem you are actually solving. early defined deliverables (names of the service) are not necessarily the right ones and you will have to iterate through couple of versions
  • force you to think how actually you are going to solve the problem
  • describe service better as reflect “why” part
  • help you to differentiate yourself
  • help you to start a conversation with your “client”

And all these are very important for network structure as you need to understand easily who can provide what services to you (including yourself)

Looking for a way how to organise work in your company? Than i would suggest getting yourself familiar with these works:

  • Organize for Complexity by Niels Pflaeging. 
    • Niels has managed to distill the essential components of organizational development, leadership, and management into a single, short, clear volume that is easy to read and understand
  • Wirearchy by Jon Husband.
    • Organizing principle for interconnected participative era. Implications for biz models, org structures, leadership & mgt. development
  • LiquidO by CocoonProjects.
    • The original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.

Inspired by these people i with me team came up with practical implementation of some ideas that we believe will help us to:

  1. Focus on value
  2. Adapt to fast growth
  3. Keep everybody engaged and collaborative
  4. Remain fast and handle bottlenecks

While working on a network organisation concept and principles:

  • Value and speed vs cost and efficiency
  • Adaptiveness
  • Transparency

and giving it a try to visualise it in this document. (feel free to provide your comments)

I stumbled across the challenge which is not obvious how to solve in the best way. And whole principle of network structure can be broken if certain culture is strong in a company. The challenge i am talking about is excellence of functional skills e.g. quality, product management, development practices, analysts

We are trying to solve it introducing following activities:

  • Internal unconferences with following “TODOthon” (copyright by Dainius)
  • Internal communities: meetups and knowledge sharing sessions
  • Education center with leads per topic
  • POD Leads and Keepers decide if and how people should participate or lead certain communities

Some open questions:

  • Who sets the bar? Understanding what is best can differ from POD to POD
  • How to split time? When you don’t participate in daily work you loose competency and can’t contribute well to community

How do you keep excellence across the company? Not interested in solutions with functional managers

p.s. was surprised that **otify has functional managers, so they have cool way of organising projects, but organisational structure i guess is old-fashioned. before that was thinking that they have network structure.

WordPress SEO fine-tune by Meta SEO Pack from Poradnik Webmastera