Scaled Organizational Agility is the Future of Work in Agile20Reflect Festival

New Ways of Working Programmes are now quite common in major organisations, this talk and conversation is intended to offer a holistic approach to WoW. It is imperative to be holistic in establishing new ways of working as boundaries to old ways of working in portfolio management, finance, ITIL and HR can very quickly become an impediment to transformation if they are not considered as part of it.

Scaled Organizational Agility is the Future of Work is a talk and discussion with Karl Smith regarding Agile Transformation.

Karl Smith is an Agile Consultant #FBCS involved in CIO Advisory, Strategy & Implementation for the adoption of Organizational Agility, he is currently ranked 1st in B2B Agile Thought Leadership and Influencer on Thinkers360 and is the author of two books Designing for Human Experience and A short guide to Agile Transformation due out in January 2021.

Scaled Organizational Agility is the Future of Work

 

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A Scottish Revolution to Re Energise Agile

Regardless of the state of the world or futility that people may feel at this time something tremendous has been started in Scotland that is touching and building up people all across the world. The reflection at this point on what has been a groundbreaking movement is essential to understand it’s future. What is this thing, not politics something far more important and credible and that has actual value to ensure that people are the priority in today’s world. While many will say later they were involved in Celebrating 20 years of Agile they weren’t. I’m writing this about the the people who made this happen and who have worked tirelessly in service to humanity to give them something to focus on in February 2021.

As all the preparation work comes to an end on the 20th of January (the last submission date for events) for the Agile20Reflect Festival, I do wonder where is the engagement from all the companies, corporation and organisations that have cashed in on Agile over the years? Naturally I will be publishing companies that have become engaged because they clearly understand Agile, Business Agility, Agile Transformation in a human and community context.

This is a true revolution because we still don’t know what will happen at the end of February, but what we do know is that we have over 111 (and counting) free Agile events being held across the globe, a new movement has been galvanised in South America and with 10 days left before submission end we are excited to see such diversity so, thank you Scott, Ashish, Craig, Sath, Karl and Grace (honorary Celt).

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A short guide to Agile Transformation

This guide to Agile Transformation is more of a Strategy and Planning book than Servant Leadership, Experiments in Ways of Working (due out later in 2021) which focuses on the Tactical and Practical Implementation of Agile Transformation.

I’m getting this information together into a small book for a number of reasons, partly as a crib sheet for myself since there are so many moving parts in an Agile Transformation. It is in no way exhaustive, in fact since starting it I realise that I can’t possibly put in everything I want to in the time I have so I have set up a companion website Organizational Agility the Future of Work that also offers strategic consultancy to support the Strategy and Planning of agile transformation.

The enclosed is not theories but real consultancy refined by the experience of working in enterprises with both business and technology leaders and workers. It is aimed at decision makers and to everyone out there who has started or is about to start an Agile Transformation. I hope it helps.

Agile Transformation is about accepting that businesses are unique and building that into their transformation DNA. Agile Transformation is freedom, transparency and growth.

“Conformity is the jailer of freedom and the enemy of growth” John Fitzgerald Kennedy, 1961.

Paperback

eBook:

 

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Storming Norming Performing Agile20Reflect Festival a view from the wings

Like many great performances there are many like me who prefer to support from the wings. I have for many years avoided the celebrities and various cults of Agile, not because I don’t respect them, but because I do Agile rather than follow others who do Agile. I also don’t want to get involved in the various fights, not because I can’t fight, but because I see no value in those fights. No one owns Agile, regardless if they think they do, it’s been running free and wild too long to be caged.

So why am I involved?

I contacted Scott Seivwright to be an author and add a chapter to Agile an Unexpected Journey a curated anthology of Agile Biographies. He commited to be involved as did many others. At that time he invited me to get involved in the Agile20Reflect Festival and I said I’d look into it. Having previously been a Founder of UCD UK Conferences and The Human Centred Design Society, I recognised the good intent but wanted to ask some direct questions.

I decided to support this because it will live briefly then die and not become a point of contention in the Agile world. What will be left will be a Reflection on the past, a Snapshot of the Current State and some Dreams and Aspirations for the future as digital recordings of Events.

What is Agile20Reflect Festival?

This is a Festival without events, in the style of Uber being a Taxi service without taxi’s. It’s focus is facilitation not organisation in a true Agile sense the outcomes belong to the participants not the facilitators. It’s the ultimate embodiment of an Agile way of celebrating Agile. Anyone can add a free event to the calendar and we will promote it as part of the festival.

We have delivery teams who support anyone who needs help, we have ambassadors who are the local facilitators for event organisers and we have organisational supporters (shown below) facilitating their members and staff in holding and adding events to the global calendar.

Agile Alliance Partnering with Agile20Reflect FestivalScrum Alliance Partnering with Agile20Reflect FestivalBusiness Agility Institute Partnering with Agile20Reflect FestivalProject Management Institute Partnering with Agile20Reflect Festival

 

What will Agile20Reflect Festival really do?

Honestly we don’t fully know, but we will measure success in February 2021 by events, their numbers, diversity of Agile related subjects, the languages and locations of the globe that are represented.

Storming the Agile20Reflect Festival up to November 2020

We built and deployed two websites, hundreds of pages of content, 57 videos on YouTube, Twitter feed, Facebook Group, LinkedIn page, over 300 volunteers on Slack, 250 volunteer speakers (many who would charge a fortune to speak offering to speak for free in the Agile20Reflect Festival), 90 ambassadors many of whom have now created local content.

Norming the Agile20Reflect Festival up to 20th January 2021

Pivot point towards facilitating event creation and addition to the Global Calendar. Ambassadors knocking on the doors of existing Agile meetings, companies and newbies to run Agile Celebration events. Ambassadors getting people involved in their countries and making the Festival a local Festival. We are working with the Agile Alliance, Scrum Alliance, Business Agility Institute and Project Management Institute to focus their members on creating events to expand their networking and engagement and to celebrate Agile.

Norming means, engage, engage, engage.

Add an Event Agile20 Reflect Festival

Performing the Agile20Reflect Festival in February 2021

Well I don’t really know what this looks like yet in previous three day conferences I’ve worked on we would have 55-60 sessions in one physical location. All I know is that post the Agile20Reflect Festival anyone who says to me they are involved in Agile I’ll be asking them if they hosted events or attended events at the Festival.

Conclusion

I personally don’t fully know yet the format of the five events I have added to the calendar, all I do know is I now have to do them, they have a priority in my life and I’m doing them to help the Agile Community grow up, look back, treasure the present and have vision for the future.

Has Agile Populism killed Agile?

Tuesday, Feb 2, 2021, 7:00 PM

Online event
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5 Members Attending

Agile is now a commodity amongst the general business population does that mean it should freefall, how should we move forward and do we have a common meaning and focus? A look at the current state of Agile and its Commoditization as a live workshop and conversation. Facilitators will we drawn from the attendees.

Check out this Meetup →

History and Origins of Agile and the Agile Community

Thursday, Feb 4, 2021, 6:00 PM

Online event
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15 Festivalgoers Attending

This is a panel session to talk about the History and Origins of Agile and the Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

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The Current State of Agile and Agile Community

Tuesday, Feb 9, 2021, 6:00 PM

Online event
,

13 Festivalgoers Attending

This is a panel session to talk about the Current State of Agile and Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

Check out this Meetup →

Future Possibilities for Agile and the Agile Community

Thursday, Feb 18, 2021, 6:00 PM

Online event
,

21 Festivalgoers Attending

This is a panel session to talk about the Future Possibilities for Agile and the Agile Community. The speakers will be added later, it is expected that the agenda will be; Speakers Introduction Speakers on History and Origins of Agile and the Agile Community Questions and Answers Two hours is only a guide we may finish earlier

Check out this Meetup →

New Ways of Working the Human Component

Thursday, Feb 25, 2021, 6:00 PM

Online event
,

4 Members Attending

The Agile20Reflect Festival will have created a great focus on the past, present and future of Agile in Feb 2021. Taking that impetus to the next level we want to think wider about how we can establish the principles of Agile and leverage them in organisational change and new ways of working. This session is being set up to set out an agenda for ch…

Check out this Meetup →

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New Ways of Working the Human Component

The Agile20Reflect Festival will have created a great focus on the past, present and future of Agile in Feb 2021. Taking that impetus to the next level we want to think wider about how we can establish the principles of Agile and leverage them in organisational change and new ways of working.

This session is being set up to set out an agenda for change that is focused on humans and how they can remain central to the measurable success in organisations.

The first speaker of two will be Karl Smith who as been a consultant and innovator in Business Transformation and Human Centred Design since 1989 and in Agile since 2004 involved in supporting both business and technology in the adoption of Customer Centricity and Agility. His recent focus has been on combining HCD and Agile in Enterprise Agile Portfolio management as an extension of SAFe.

The second speaker is to be confirmed.

Attend here: https://www.meetup.com/new-ways-of-working-meetup-group/events/275079160/

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Combining Agile and UX in Organisational Design for Business Agility and Agile Transformation

Some things to understand before getting into the main article. Agile is based on some very human concepts around how to work and what to value. Some of these concepts are exactly the same as UX and are driven by the same desire for simplicity and functionality.

Agile in its most basic sense is about people, how they work with other people and how to maintain a continuous flow of transparent work. In Agile many people will focus on ‘continuous flow’ and ‘transparent work’ and forget the ‘how to work’ and ‘other people’ negating them to agile ceremonies, frameworks and practices. This of course creates an imbalance in organisations adopting agile, as their focus is not on how it affects people, their sense of worth, emotions and their carefully crafted mental models around work and colleagues as much as changing what work is.

Similarly in UX where once a holistic approach to defining the feature set of a product or service to align to the mental model of service consumers to business key performance indicators has become focused on user interfaces, the real value of UX has been diluted from solution creation to solution components. The combination of these two professional skills and others (as Agile Transformation is a team effort) in Organisational Design enables the delivery of Business Agility and Agile Transformation.

UX Transformation

Many people now working in professional areas of business may be unaware that UX has a transformational element and has certainly been a major catalyst and change agent in ‘how people work’ and ‘interact with others’. Much of that function moved into Customer Experience (CX) and was always focused on the mixture of the strategic customer journey and the tactical customer interactions, which has now morphed again into Service Design. While these new terminologies have created focus they have also begun to reduce the overall impact and effectiveness of UX in delivering a ‘holistic ecosystem model’ as we used to describe the key outputs of UX Transformation.

Like many other areas of business UX had adopted but refocused methods from other professional arenas including Personas, taken from Marketing and upgraded with higher levels of quantitative data and demographics, with ordered and scientifically repeatable qualitative data. Customer Journey Mapping, User Flows, Cognitive Mapping (voice and AI) and User Stories were invented in UX and have now been adopted by other areas. This is a far cry from what is now practiced where Jakob Nielsen’s big business sell out 10 user rule is used to cripple to true value of User Experience and it’s potential to deliver groundbreaking innovation and sometimes complete invention from research. Accepting that this was beginning to happen and likely to become the norm for most digital products and services, I decided in 2006 to take the substance of UX on a different pathway and bit by bit focus it on Organisational Design through Agile Transformation and the now current terminology of Business Agility. This is the subject of my current Book, Agile an Unexpected Journey due out in 2021 Paperback: ISBN 978-1-8382370-5-9 and E-book: ISBN 978-1-8382370-4-2.

Agile Transformation

While there is now a huge body of work in regard to Agile Transformation much of it has been focused on ‘continuous flow’ and ‘transparent work’ leaving the areas of ‘how to work’ and ‘other people’ in many cases without guidance so they often create anti-patterns that ultimately undermine the Agile Transformations. So I’m not going to cover CI / CD here although I recognise there is an extreme lack of actionable tools to achieve actual automation and outcome measurement at release train and scrum of scrum levels. I’m going to focus on portfolio to value transformation (specifically the holistic lifecycle) and specifically economic ordering and value slicing in relation to how it changes ‘how to work’ and ‘other people’.

Communication is Critical

It is clear that changing how people work aids the organisations involved with deeper knowledge, flexibility and measurements of everything, what is often less clear is, how one more transformation benefits the workers. They have after all seen a continuous flow of ideas, some quite mad (like JIT just in time, which was call JOT just out of time by the participants, you can’t just translate a method without the culture) being thrown at them. Often in a half baked formats and are used to seeing them fail miserably and in some cases creating a nice firework display as their proposers are escorted from the building.

So few Agile Transformations are transparent themselves and I don’t mean sharing confidential HR material which are critical parts along with regulatory compliance and Union engagement. The value pitch once made to the organisational leadership is not structured and communicated to other executives, management and workers with effective points of reference to them in their work. Rather everyone seems to get the same messages that require a thesaurus to gain a meaning, though often the wrong one as geography and culture change the meaning of words.

Planning is Critical but Lightweight

While many consultancies love the idea of charging clients for large teams to swarm (for obvious reasons) over their organisations to understand the problem its not necessary to fully understand a whole organisation the start an Agile Transformation. In fact it’s a huge waste of money, unlikely to deliver any useful outcomes to the client or in fact be relevant to the final transformation. The simple reason is that organisations, their work and their customers are not static, while they may appear to be, they are in fact changing constantly. So planning is required but in a lightweight fashion, the focus should be just enough to be able to ask questions, what are these questions, well some of them are;

Is there a vertical product, service or regulatory compliance that slices through the organisation from the portfolio level, through solutions into development and provides a customer outcome that can be measured against the portfolio outcome?

Instead of transforming the whole organisation the focus in then to deliver one end to end service, product or regulatory compliance, that touches as many parts of the organisation as possible, a banking candidate would be MiFID II.

MiFID II is a legislative framework instituted by the European Union (EU) to regulate financial markets in the bloc and improve protections for investors. Its aim is to standardize practices across the EU and restore confidence in the industry, especially after the 2008 financial crisis. Investopedia.com 2018.

The essential point is that MiFED II is aimed at delivering client confidence which can be measured, it meets a critical path for Financial Services, it impacts all processes and cultural values and creates a very diverse ecosystem of touchpoints and data that can be used to set up the first versions of metrics.

And then ….

There is of course a great deal more in this than these two steps but as an experienced Agile Transformation Director, I hope you will contact me to discuss your programme of work rather than just lift things online and expect them to work without my expertise.

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What is Human Experience in Design?

Excerpt from Designing for Human Experience, republished by permission of Polymath Knowledge 25th Nov 2020

designing for

TDP – the design process

IA – information architecture

CA – content author

PD – product design

ID – instructional design

U – usability

A – accessibility

CHI/HCI – computer human interaction

UX – user experience

UXS – user experience strategy

CX – customer experience

UCD – user centered design

HCD – human centred design

SD – service design

DT – design thinking

ST – systems thinking

PX – pervasive experience

IoT – internet of things

DT – digital transformation

AT – agile transformation

OD – organisational design

SA – scaled agile

BA – business agility

human experience

This is a short glossary to cover the now myriad of terminology related to designing for humans. I expect there to be more as time goes on humans do seem to love reinventing the wheel and then renaming it.

TDP – the design process

The design process goes back hundreds of years and really goes back to how humans solve problems. The first annotated materials I can see regarding a process are from Leonardo de Davinci in 1452 – 1519. Personally, I utilise the materials from the Bauhaus from 1919 to 1933 which is incidentally also responsible for the structure of all modern University and College modular learning. It is a fallacy of the human condition that people will constantly rewrap the design process as their design process, this is noted later a few times. The most common components of the design process involve defining the problem, carrying out research (who are the users, how do they think, what is the market, etc.), creating a few solutions, testing those solutions with users, refining the solutions, selecting what gets built (with why and due diligence), build a model, test the model, refine the model, build the product or service, deliver, get feedback, upgrade then start again.

IA – information architecture

Wikipedia describes “Information architecture (IA) is the structural design of shared information environments; the art and science of organizing and labelling websites, intranets, online communities and software to support usability and findability; and an emerging community of practice focused on bringing principles of design, architecture and information science to the digital landscape. Typically, it involves a model or concept of information that is used and applied to activities which require explicit details of complex information systems. These activities include library systems and database development”. However, this description misses out some essential facts and complexities around the use of the term information architecture.

The Wikipedia description is the European description in the USA until fairly recently an IA was in fact a UX person, confusing I know but an important part of the evolutionary history of the field. A while back I was a member of the Information Architecture Institute in the USA, its focus was information science while the US job market was looking for UX skills.

In my work IA has been focused on Taxonomies and Ontologies to support the creation of context focused navigation including government standards, narratives, search engine optomisation and information schema for content design.

CA – content author

Content authors are professional writers who produce engaging content for use online. One of my friends used to call this work being a Word Smith which is quite accurate given they must reshape words and narrative for each use. Examples would be the use of common English for a general information location or technical English for specific subject audiences. This is also the area where content object models should be created to support the objectives of different personas and outcomes. Certainly, I have created multidimensional content objects to facilitate golden source data systems for six primary audiences in 114 countries for global enterprises. At this sort of scale, the content authors role will be critical to ensure that the content is engaging for each specific audience. This role is often not filled by a professional and dramatically reduces the customer engagement and experience.

PD – product design

Product design is the process the businesses use to blend user needs with business goals to help brands make consistently successful products. Product designers work to optimise the user experience in the solutions they make for their users and they support their brands by making establishing the features and capabilities that are communicated though marketing communications, analyst communities and shareholder engagement.

ID – instructional design

Instructional Design is the systematic development of instructional materials using a focus on how people learn and instructional theory to ensure the effectiveness of instruction. It combines the entire process of analysis of learning needs and goals and the development of a delivery system to meet those needs. It is commonly associated with enabling the completion of complex tasks by humans including anything from white goods installation to rocket systems and everything in between. It requires the ability to think like the intended users and to test the instructional materials with the intended audiences. I will often include the need for an engagement with a content author to set the tone of voice in documentation and create writing guides.

U – usability

The earliest reference I can find to usability is from passenger liner design from the 1940’s describing the usability of corridors for infirmed passengers who may need the use of a wheeled chair. I suspect usability is considerably older than that as a way of thinking about designing for human use. The adoption of this way of working into software solutions is still sadly ongoing, User Experience is the solution side of Usability though many seem unaware of this close connection.

I was a member of Usability Professionals Association UPA which was not at that time interested in the design aspect (solutions to usability problems). As a member I suggested adopting Experience Solutions and that if it did not move forward, I would start a separate organisation to cover that area, thankfully they saw sense and became the UXPA.

A – accessibility

Accessibility is the practice of making pretty much everything accessible though often associated with building, transport or technology access and usage usable by as many people as possible. Often it is associated with a narrow view of people with disabilities, however common things like 50% of all men are colour blind to some degree make the affected group cover most of humanity in some way. Accessibility is therefore more about inclusion and creating pathways to access features, capabilities and opportunities. Accessibility is a Human Right not a nice to have and should be a starting point for all solutions, it also creates benefits to other ways of working by enabling the adoption of mobile devices and people affected by the digital divide with costly access or slow access due to network connectivity.

HCI / CHI – human computer interaction

So there are two terms for the same thing here Human Computer Interaction, the British Computer Society term and Computer Human Interaction, the Association for Computing Machinery (USA), they mean the exact same thing being focused on the Academic and Engineering end of User Experience.

UX – user experience

User experience (UX) is about how a person feels, appropriates, attributes and generally thinks about using a product, system or service. A person’s experience is based in their mind and their emotions and can be established by both actual interaction and reflective (biographical experience) inputs. The current approach to UX is that it is the practical implementation of audience drivers, cognitive acuity, usability standards and accessibility laws with ergonomics (physical, contextual use) and anthropometric (digital behaviours analytics) measures. Creating an integration of business context into user context, to facilitate alignment, transactions and communications. User experience has four core components;

• Research from quantitative data to find out what is the problem or meet a demand
• Research from qualitative data to find out why it’s a problem or meet a demand
• Multiple solutions that may solve the problem or meet a demand
• Validation that it does solve the problem or meet a demand, from users (target audience) business that its sustainable (meeting business strategy and cost/benefits) and technology its possible (often within legacy and technical debt constraints).

There is more about this in the rest of the book.

UXS – user experience strategy

A user experience strategy is the plan and approach for a product or service. UX strategies are focused on mapping the whole user experience both withing the intended product or service ecosystem but also prior to entry and on leaving also. It maps human thinking, choices, impacts and the imposition of technology, policies, legal constraints, financial constraints and in fact anything that either directly or indirectly impacts customers, users, patients or any other term used to define the audience. UX strategies help businesses translate their intended user experience to every touchpoint where people interact with or experience its products or services. User experience strategy has become superseded by Systems Thinking and Service Design which has adopted customer journey mapping often to the exclusion of the wider and more insightful parameters of user experience strategy.

CX – customer experience

In commerce, customer experience is the product of an interaction between an organization and a customer over the duration of their relationship. It has shaved part of User Experience related to quantitative data to make decisions, unfortunately quantitative based decision making is highly risky as it does not properly define the problem statement and is open to manipulation and bias by the exclusion of outlier data.

UCD – user centered design

User-Centered Design is a framework of processes in which usability goals, user characteristics, environment, tasks and workflow of a product, service or process are given extensive attention at each stage of the design process.

HCD – human centred design

Human-centered design (ISO standards) is an approach to problem solving (superseding User Centred Design in an attempt to focus on all users not just customers), commonly used in design and management frameworks that develops solutions to problems by involving the human perspective in all steps of the problem-solving process.

SD – service design

Service Design has superseded User Experience Strategy which has adopted customer journey mapping often to the exclusion of the wider and more insightful parameters of user experience strategy. Service design is the activity of planning and organizing people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between the service provider and its users.

DT – design thinking

Design thinking refers to the cognitive, strategic and practical processes by which design concepts are developed. It is not in fact a design process it is an ideas elicitation and prioritisation process for executive management to properly focus the efforts of their organisations. The double diamond created by the United Kingdom Design Council, unsurprisingly others claim to have invented it and they themselves are extending it as an innovation process. It’s worth noting though that design thinking is not much different from the design process (though often excluding UX) it just has a nice graphic.

ST – systems thinking

Systems theory is the interdisciplinary study of systems. A system is a cohesive conglomeration of interrelated and interdependent parts which can be natural or human-made. Systems thinking is another divergence from User Experience Strategy a lesser part like Service Design that is reinventing the wheel for a new generation of beginners.

PX – pervasive experience

Pervasive is an evolutionary UX that enables ubiquitous Open IoT Ecosystems through Human Centered Design HCD. Hands in the air I’ve done the same thing of defining by output a different focus for user experience strategy. Pervasive experience is essentially user experience strategy that involves IoT, AI and blockchain. Regardless of the marketing around these technologies they have major adoption issues, helpful like a hammer but not a humans first choice for activity, interaction or transactions, at least not yet.

IoT – internet of things

The Internet of things describes the network of physical objects “things” that are embedded with sensors, software, and other technologies for the purpose of connecting and exchanging data with other devices and systems over the Internet. While machine to machine and automation are the driving force the human benefits have yet to be adopted and without pervasive experience they will forever just be seen as job takers rather evolving human living bringing us all into Smart Living.

DT – digital transformation

Digital transformation is the adoption of a new engagement philosophy with customer at the centre, a new way to communicate and get responses. It is often incorrectly focused on the adoption of digital technology that transform services or businesses, through replacing non-digital or manual processes with digital processes. When it should be the point of change to abandon unnecessary, overly complex and damaging customer (staff, vendor, clients) experiences. For example, when the United Kingdom Government first adopted digital technologies like the world wide web to allow citizens to do their taxes, they mandated that the online experience should be an exact copy of the paper forms and that there should be no additional support provided through calculators or guidance. This has now thankfully changed yet the moving of pointless and unnecessarily complex experiences online or into software is still common in commercial companies and many countries governments, for example the United States Patent and Trademark Office (USPTO) is truly horrific.

AT – agile transformation

Agile transformation is an extension of the Agile Manifesto https://agilemanifesto.org/ beyond teams, into teams of teams or slices of organisations it relates to designing the flow of work that support both customer and business values, through organisational design and for me is a natural progression of user experience strategy. I have certainly been involved in the application of agile in transformations since 2004 and it was my impetus for adopting agile.

OD – organisational design

Organisational design is finally moving on from the four standard structures into far more dynamic ways of working where staff are not just a resource but an impetus for new directions and opportunities. Classically organizational structure defines how activities such as task allocation, coordination, and supervision are directed toward the achievement of organizational aims. In my work organisational design is focused in agile transformation or the building of new capability, divisions or entire global companies, a slice at a time.

SA – scaled agile

The Scaled Agile Framework (SAFe) is a set of organization and workflow patterns intended to guide enterprises in scaling lean and agile practices. It was developed by and for practitioners, by leveraging three primary bodies of knowledge: agile software development, lean product development, and systems thinking. It has become a catch all for frameworks and transformation, it is not proven to work in its entirety although many components work really well.

BA – business agility

Business agility refers to the capability of a business or its components to rapidly respond to a change by adapting to maintain stability. It is linked to Agile Transformation, Organisational Design but is more holistic than many Agile Transformations which until 2018 mainly focused on changing how Technology worked, it now includes every aspect and skillset that impacts customer and business outcomes and is focused on adding value not completing work.

So when reading the book and you read any of the job titles above please just swap them out for “designing for human experience”.

Designing for Human Experience Paperback on Amazon

Canada https://www.amazon.ca/dp/1838237011
Japan https://www.amazon.co.jp/dp/1838237011
Italy https://www.amazon.it/dp/1838237011
Spain https://www.amazon.es/dp/1838237011
France https://www.amazon.fr/Designing-Human-Experience-Karl-Smith/dp/1838237011
Germany https://www.amazon.de/Designing-Human-Experience-Polymath-Band/dp/1838237011
USA https://www.amazon.com/Designing-Human-Experience-Polymath-Smith/dp/1838237011
UK https://www.amazon.co.uk/dp/1838237011/ref=cm_sw_r_cp_api_i_zGXMFbME0P72Q

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I don’t want to live in America but I do want to work there

One of the things that should have become apparent by now is that no one needs to be physically based in a location to work there. In 2020 the USA is one of the most dangerous places on the planet to live. When considering the current Covid19 pandemic and thinking of the USA all I can think of is a Zombie Apocalypse. But for work the USA has some of the most interesting and innovative companies in the world and that’s where I want to work.

Living in Europe I’m used to being safe, our politicians have attempted to deal with Covid19, some better than others, our rule of law is dependable and relatively evenly applied in fact I know lots of Americans who have chosen to live here instead of America for that reason. Unfortunately, in the UK some advisors think you can negotiate the truth with a virus, you can’t. This had led to some very poor choices that has cost the lives of many citizens. But at least our police are highly accountable, nationally and locally, the use of firearms is strictly controlled, and they are trained to de-escalate situations. In every area of society there are criminals who seek to use the power they have to serve their own ambitions, but while our society evolves their crimes eventually catch up with them.

So, if your company is looking for an innovative thinker, passionate about the customer, with business acumen and over 25 years of professional experience in e-commerce, digital transformation, customer transformation, consultancy, business agility, solutions, data architecture and automation let me know, I’m available. If you’re a European Company that fits this then let me know, I’m not moving anywhere.

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Designing for Human Experience Paperback on Amazon

This book about what I have done for a living since 1989 in Designing for Human Experience. Here have put together an anthology of my life and my passion for designing for human experience. I describe what I do as designing for human experience because you can’t design experience as it resides in the emotions of others. But you can design environments and psychological cues that trigger emotional responses and appropriation by attribution of past experience on the current one.

Thank you, Robert Powell and Patrick Neeman, for framing this conversation, Designing for Humans remains for me the most fantastic amalgamation of the complex to create the simple, useable and nascent components and artefacts that support human experiences. I’ll apologise in advance while I try to use simple English I often fail because someone came up with a word that covers off the complexity I’m trying to express. I use dictionary’s often when writing, not least because I’m dyslexic and can’t see letters, I was taught to read the gaps between them in primary school by a special teacher, so my perspective is often quite different from others.

Fundamental to my work in designing for human experience is my early experiences of human augmentation in supporting what the world describes as disability. When I was eight (1970’s) my father was involved in setting up a respite centre for the families of disabled children. It was the first time I’d seen technologies that support people in doing what I take for granted and it changed my perspective on technology and what it means to be human. Looking back, it was clear from an early age that I accepted all people, recognised individuals and gained the realisation that everyone had strengths and limitations. Through my design training at school, college and then university I was able to frame questions about; what does it mean to be human? Ergonomics and Anthropometrics is what started me on questioning why technologies were not measurable against who uses them and their physical, emotional and intelligence limitations. If that’s offensive think about it, everyone has limitations they also have strengths, certainly I have benefited by having to work harder with reading and writing than others through being able to make connections others cannot see, I’m not special just different.

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Karl Smith has been named in the Top 100 Thought Leaders and Influencers to follow in 2020 by The Awards Magazine and is currently ranked number One Globally by Thinkers360 as the Thought Leaders and Influencer for Digital Transformation, Customer Experience, Customer Loyalty, Big Data, Predictive Analytics and second in The Future of Work and Agile. LinkedIn https://www.linkedin.com/in/karlsmith2/ Twitter https://twitter.com/UserExperienceU

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Top 100 Thought Leaders and Influencers to follow in 2020

Karl Smith named in the The Awards Magazine, Top 100 Global Thought Leaders and Influencers to Follow in 2020. Well let’s step back a bit from that, I mean it’s wonderful sounding but what does it actually mean and does it matter at all?

What are Thought Leaders and Influencers

When I first came across the concept of Thought Leadership and Influence I had though it related to teenagers giving makeup tips for free products or pseudo celebrities from the reality TV areas endorsing products to make a living. Since neither area interested me in the slightest I was surprised that such a thing existed in relation to consulting services or technology and devices like mobile phones and personal computing. So in my normal response to new ideas I investigated it and found that Thought Leadership has been around for a very long time in pharmaceuticals where published and known doctors let their peers know about new products.

Elihu Katz in answers the question, “Who is an opinion leader?” One or more of these factors make noteworthy opinion leaders:

  • expression of values
  • professional competence
  • nature of their social network

The Influencer aspect is certainly newish but can also really be focused back to news media and the editorial format that is followed and represents the readers preference. As I have been blogging since 2001 and writing since 1989 about my work I appear to be such a person from what I have already done and continue to do today. My main blog https://karlsmith.info/ garners around 4,500,000 readers a year, when I first started it was mainly academic institutions in the USA and from the analytics it was clear that my free materials were being used to supplement several major University courses on Computer Human-Interaction and what UX was called in those days in the US Information Architecture.

Recognition is this really real?

Recognition is an interesting thing, I am aware that there is a huge business in buying recognition. I have lost count of the offers for my company to be featured in a Top100 listing, or for me to get a profile or be a judge at some award or another for $3000 fees. The answer I always give is no thanks, if something I’m doing or saying has merit then people will talk about it or write about it. I do the same, I don’t write for a fee or pay for content, everything I write is original content based upon my vision, inventions, innovations and consultancy experiences.

This recognition by The Awards Magazine was not expected, unknown and nothing I signed up for. For me it means that messages I’m sharing are having impact, in a world of fake news, fake knowledge and stolen knowledge is quite common, but thankfully my vision and knowledge still seems to have value. Similarly the Onalytica mention was totally unexpected but also completely accurate in terms of my active engagement in the founding of #IoT and it next states in the #FutureofWork. I’m not writing about the state of work, I’m a design engineer who worked on the first true ubiquity project in the 1990’s and has taken that knowledge into creating UbiNET Inc. I think these kinds of capacity to shift from Management Consultancy to HighTech Engineering or into Design and the Humanities confuses a lot of people who don’t or can’t. The point is I have always considered it normal to become and expert across many professional and academic skills only recently have I come across the term #polymath but it fits and will do for now.

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Recognition in social media is something that can be assessed so valuable recognition is given based on impact not requested. Onalytica has recently changed its way of calculating who influencers are by no longer relying on followers, its an evolution that has brought me in to the listings.

These Who’s Who reports are created using the Onalytica platform which has a curated database of over 1 million influencers. Our platform allows you to discover, validate and categorise influencers quickly and easily via keyword searches. The lists are made using carefully created Boolean queries which then rank influencers by resonance, relevance, reach and reference, meaning influencers are not only ranked by themselves, but also by how much other influencers are referring to them. The lists are then validated, and filters are used to split the influencers up into the categories that are seen in the list.

Why do Thought Leaders and Influencers matter?

As, what work is, changes, so does how we acquire knowledge how we engage and what are our sources of truth. While marketers have believed for a long time they can tell people what to think that is no longer so easy to do as one display route Television is superseded by thousands of routes. When there is no longer a formal and trusted route to information the “people like me” and the “people I recognise” behaviours become the source of truth. The now famous facebook algorithms that mimic these perceptions drive content that Facebook thinks we will like. And shockingly Facebook is often right, people really don’t like to think, they do want an easy life and are giving up their personal freedoms for shared simple experiences. And this is where Thought Leaders and Influencers add the most value as they are clearly not the establishment so may be “people like me” and the “people I recognise”.

Discovering I’m Thought Leader and Influencer

While I was aware through my engagement as a Key Opinion Leader with Huawei Technologies since 2017 as a member of their global programme that my social media had impact with decision makers, I had never looked for recognition. I suppose I had always just focused on creating original content like my Huawei KOL peers. In May 2020 however I found Thinkers360 and thought it would be interesting to upload my content. What I discovered was that I was already a Thought Leader and Influencer but just did not know it. I have found the whole thing to be a nice gamification and a really good way to understand how my materials are viewed by others, so thank you Thinkers360 for giving me that context. I have gained a number of top positions and honourable mentions that really exposes the breadth of my experience to a wider audience.

Some snapshots of Ranking on Thinkers360 Today

Karl Smith ranked 5th overall Global Thought Leadership and Influencer

Karl Smith ranked 1st in Agile Global Thought Leadership and Influencer

Karl Smith ranked 1st in Big Data Global Thought Leadership and Influencer

Karl Smith ranked 1st in Customer Experience Global Thought Leadership and Influencer

Karl Smith ranked 1st in Customer Loyalty Global Thought Leadership and Influencer

Karl Smith ranked 1st in Digital Transformation Global Thought Leadership and Influencer

Karl Smith ranked 1st in Predictive Analytic Global Thought Leadership and Influencer

Karl Smith Thought Leader and Influencer Rankings on Thinkers360 10/25/20
Karl Smith Thought Leader and Influencer Rankings on Thinkers360 10/25/20
Karl Smith ranked 5th overall Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 5th overall Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Agile Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Agile Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Big Data Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Big Data Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Customer Experience Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Customer Experience Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Customer Loyalty Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Customer Loyalty Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Digital Transformation Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Digital Transformation Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Predictive Analytic Global Thought Leadership and Influencer 10/25/20
Karl Smith ranked 1st in Predictive Analytics Global Thought Leadership and Influencer 10/25/20

If you a an academic, author, speaker or an entrepreneur definitely sign up for the free account you may knock me off my positions, but that’s fine because it makes your insight more accessible to others and that aids humanity.

Why do Thought Leaders and Influencers matter?

As, what work is, changes, so does how we acquire knowledge how we engage and what are our sources of truth. While marketers have believed for a long time they can tell people what to think that is no longer so easy to do as one display route Television is superseded by thousands of routes. When there is no longer a formal and trusted route to information the “people like me” and the “people I recognise” behaviours become the source of truth. The now famous facebook algorithms that mimic these perceptions drive content that Facebook thinks we will like. And shockingly Facebook is often right, people really don’t like to think, they do want an easy life and are giving up their personal freedoms for shared simple experiences. And this is where Thought Leaders and Influencers add the most value as they are clearly not the establishment so may be “people like me” and the “people I recognise”.

Discovering I’m Thought Leader and Influencer

While I was aware through my engagement as a Key Opinion Leader with Huawei Technologies since 2017 as a member of their global programme that my social media had impact with decision makers, I had never looked for recognition. I suppose I had always just focused on creating original content like my Huawei KOL peers. In May 2020 however I found Thinkers360 and thought it would be interesting to upload my content. What I discovered was that I was already a Thought Leader and Influencer but just did not know it. I have found the whole thing to be a nice gamification and a really good way to understand how my materials are viewed by others, so thank you Thinkers360 for giving me that context. I have gained a number of top positions and honourable mentions that really exposes the breadth of my experience to a wider audience.

Thought Leader and Influencer Ethics

I have some very strong ethics around representation of, well really, anything. I believe I have a duty of care for people who read what I write to not mislead them. This may sound counter intuitive for an influencer but

for me just living is not everything, how I live is everything

I can’t represent something as good if I don’t know it is, just like I can’t give a job reference to someone I’ve not directly worked with. I think people have a right to expect truth, regardless of what that means now. The media describes our social media led world as post truth world, although this may be a shock to some people in marketing, I’m not selling the trust my readers have given me.

What I will do however is, when provided early access to information, about products or services that will aid people, then I will write about it. Often I will not write a face on or broadcast article as I’m not here to be a channel, I will compare the offering in market context and historically and bypass regional and economic bias. For example with Huawei I’m happy to still be involved with them, regardless of all the negative hype because I have no empire to protect. I wrote Government as a Service (GaaS), Spying as a Service (SaaS) the United Kingdom exports some unexpected things as a response to the ridiculous arguments about security risks that Huawei’s mobile infrastructure represents, because American politicians are crying WOLF. The real issue here is the American cultural attitude to investment in infrastructure and the fact they have dropped the 5G ball, they think private companies should set it up for the whole country, mainly because they know the government can’t. The USA is a collection of states not a centralised Country not since Franklin D. Roosevelt’s New Deal has the central government taken direct responsibility to resolve major infrastructure issues. I think there is an article there!

About Karl Smith

Karl Smith is a globally known founder in Customer Experience, User Experience, Agile, Digital Transformation and Thought Leader and Influencer based on projects delivered with Fortune 500 companies. He has been focused of Customer Experience since the 1980’s, Digital Transformation since the 1990’s and Agile since 2004 to deliver Digital First Thinking and Transformations and Mobile First since 2006. He has only recently discovered his Thought Leadership and Influencer impact but his blogs impact is clear having a readership uninterrupted by advertising. He has a presence on LinkedInTwitterXingBehanceFacebookCrunchbaseHivemindNetwork and many more networks with a focus on a specific audience, to create engagement and to ensure that he learns from others as well as shares his original content about the work he has done, inventions and insights.

Author of Designing for Human Experience

Fundamental to my work in designing for human experience is my early experiences of human augmentation in supporting what the world describes as disability. When I was eight (1970’s) my father was involved in setting up a respite centre for the families of disabled children. It was the first time I’d seen technologies that support people in doing what I take for granted and it changed my perspective on technology and what it means to be human. Looking back, it was clear from an early age that I accepted all people, recognised individuals and gained the realisation that everyone had strengths and limitations. Through my design training at school, college and then university I was able to frame questions about; what does it mean to be human? Ergonomics and Anthropometrics is what started me on questioning why technologies were not measurable against who uses them and their physical, emotional and intelligence limitations. If that’s offensive think about it, everyone has limitations they also have strengths, certainly I have benefited by having to work harder with reading and writing than others through being able to make connections others cannot see. Karl Smith, Designing for Human Experience, Polymath Knowledge, 2020

E-Book: ISBN 978–1–8382370–0–4
Buy Online US, UK, DE, FR, ES, IT, NL, JP, BR, CA, MX, AU, IN
Paperback: ISBN 978–1–8382370–1–1
Buy Online US, UK, DE, FR, ES, IT, JP, CA

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Agile an Unexpected Journey Compendium Book

Agile an Unexpected Journey. A Compendium of Agile Biographies

How exactly did people get involved in Agile, what did then learn that galvanised them and propelled them into a career in it? This compendium of Agile Biographies by practitioners expresses their experiences and their vision for the future.

Without editing the Agile Practitioners will answer the same five questions listed below.

1. How did you hear about Agile and how did you first get involved?
2. What was your first experience of applying Agile and what did you learn?
3. How has your experience and practice of Agile evolved?
4. Can you share any pivotal work or case studies?
5. Where do you go from here.

In my chapter I will show Agile is a journey not a destination and describe my journey in Agile since 2003. It will express what I have done, what works, what has not worked and what I have learned. It will show the connection between Agile and Human Centered Design and how they are symbiotic for the betterment of humanity.

Compiled by Karl Smith
Published by Polymath Knowledge, Polymaths Series, Book 2
Distributed by Kindle Direct Publishing (KDP)

Due out January 2021
E-book: ISBN 978-1-8382370-4-2

Due out February 2021
Paperback: ISBN 978-1-8382370-5-9

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Servant Leadership Experiments in Ways of Working Book

Servant Leadership is not just another fad in business its a critical component of successful adoption of Business Agility.

The book covers experiences and anecdotes describing 15 years of implementing Servant Leadership in high pressure, results oriented work environments. It includes small startups, medium sized enterprise to global companies covering business agility and technology agility.

Authored by Karl Smith
Published by Polymath Knowledge, Polymaths Series, Book 2
Distributed by Kindle Direct Publishing (KDP)

Due out February 2021
E-book: ISBN 978-1-8382370-2-8

Due out March 2021
Paperback: ISBN 978-1-8382370-3-5

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Designing for Human Experience Book

Designing for Human Experience

Forewords by Robert Powell and Patrick Neeman. Designing for Humans remains for me the most fantastic amalgamation of the complex to create the simple, useable and nascent components and artefacts that support human experiences. I’ll apologise in advance while I try to use simple English I often fail because someone came up with a word that covers off the complexity I’m trying to express. I use dictionary’s often when writing, not least because I’m dyslexic and can’t see letters, I was taught to read the gaps between them in primary school by a special teacher, so my perspective is often quite different from others.

Fundamental to my work in designing for human experience is my early experiences of human augmentation in supporting what the world describes as disability. When I was eight (1970’s) my father was involved in setting up a respite centre for the families disabled children. It was the first time I’d seen technologies that support people in doing what I take for granted and it changed my perspective on technology and what it means to be human.

“I’m not interested in Technology; I’m interested how Technology evolves our human experiences”

Looking back, it was clear from an early age that I accepted all people, recognised individuals and gained the realisation that everyone had strengths and limitations. Through my design training at school, college and then university I was able to frame questions about; what does it mean to be human? Ergonomics and Anthropometrics is what started me on questioning why technologies were not measurable against who uses them and their physical, emotional and intelligence limitations. If that’s offensive think about it, everyone has limitations they also have strengths, certainly I have benefited by having to work harder with reading and writing than others through being able to make connections others cannot see, I’m not special just different.

Authored by Karl Smith
Published by Polymath Knowledge, Polymaths Series, Book 1
Distributed by Kindle Direct Publishing (KDP)

Due out November 2020
E-Book: ISBN 978-1-8382370-0-4
Buy Online US, UK, DE, FR, ES, IT, NL, JP, BR, CA, MX, AU, IN
Paperback: ISBN 978-1-8382370-1-1
Buy Online US, UK, DE, FR, ES, IT, JP, CA

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Imagine If The Way We Now Live Became Redundant

Ari Abraham from Philosophie Group Inc. Santa Monica, California talks to Karl Smith, a consultant, and innovator who has said in the past “My desire was not to build things that humans already do but to find out how technology could evolve our human experience.” Ari and Karl dig into some of his wins, his fails, and the adventure of having a storied history of projects all centered around the human experience.

In the first part of this interview Karl describes some successes some failures giving examples from projects he has worked on.

In the second part of the interview Karl Smith describes some of the use cases for UbiNET. The first implementation of UbiNET should be in FMCG with a focus on product lifecycle (creation to recycling) management, removal of the grey product economy (no more fake products of any kind). In the second version UbiNET becomes a transaction system with a daily mutating encryption to uniquely identify buyer and products. http://ubi-net.us/

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The Autonomous Hot Tub and other moving Rooms

Humanity continues to make the same innovation errors in every generation, instead of finding out “how technology could evolve our human experience” they focus on how to upgrade or change our existing experience. This is most evident in autonomous vehicles and it has missed the essential point the if there is no human driver autonomous vehicles are moving space with humans inside them. If we considered travelling instead of driving, then using the time in a different way is understandable. It also perhaps changes what the purpose of travel from being destination focused to being movement focused.

Trusting Technology Autonomous or Not

It is startling that few people understand how much of their travel already relies on computers and automation. Autopilot on planes is the standard and they fly through three dimensions unlike ground vehicles in just two dimensions. It may simply be the psychology of control, few people currently control airplanes but many control cars and that loss of control may be the bases of fear regarding autonomous vehicles. Certainly mistrust of technology is pervasive yet abandoned when need overrules such concerns. It is common for people to give away their personal data in order to gain a service as is seen in social media and many service applications. It’s also worth noting that trust in technology is generational there are currently people in their 70’s and 80’s who don’t trust credit cards in online ecommerce, even though all transactions even in physical shops are online.

Autonomous Hot Tub

I have to admit that this is my prefered option, since we don’t all have jetpacks I’ll settle for hot tub vehicles, I will certainly arrive rested. And this is the point of autonomous vehicles they change the meaning of travel the options become endless.

Autonomous Hotel Room

What if our means of travel also became our meaning of staying. The vast expense of building static hotels would be removed and replaced with parking bays for hotel rooms, that are styled for the owner or renter. Parts of peoples homes could travel with them and their view and location will change but personal comfort won’t. I would be nice if hotel rooms could meet us at the airport and then take us on a tour of a country.

This may seem all too far fetched but consider that entire music or book collections now exist in subscriptions, how about autonomous meeting rooms that collect the participants, autonomous restaurants or bars. Perhaps we need to move away from reframing our existing world in new technologies and just change how the world works. We all need to let technology be the servant of humanity rather than its drug and get rid of pointless things so humanity can be inventive and creative.

About the Author

Karl Smith is a futurist and inventor with creative design, engineering and scientific backgrounds focused on how human life is evolved by technology. Karl Smith is a Fellow of the British Computer Society, a member by invitation of BCS ELITE (Effective Leadership in IT) the CIO & CTO group and European CIO Association. He mainly works as an interim consultant, CIO, CTO or CXO but also joins companies on a permanent bases to deliver the change they are seeking.

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Global Thought Leader in Predictive Analytics Karl Smith

Predictive Analytics startup in 2019 Decision Point AI and SaaS company Advance Analytics AI may be in the past but its a knowledge base that few people have. I don’t just write about technology, digital disruption and customer engaged business I create the strategy, brand assets and deliver the target operating model, HR roles and career paths, vendor contracts, services and products of the new company, division or offering.

Decision Point advanced and predictive analytics AI

It is clear that my work in setting up Decision Point AI and Advanced Analytics (SaaS) is being recognised for my expertise in Predictive Analytics. I was able to distil the complexities of the offering create the brand, brand assets and equity, and see additional opportunities in the technology by creating a suite of offerings IntelSuite in just six months.

Decision Point AI system architecture by Karl Smith

Thinkers360 is the world’s first open platform for thought leaders – including academics, advisors, analysts, authors, consultants, entrepreneurs, executives, influencers and speakers – to share opportunities, promote and advance their expertise. Organizations and agencies use our tools to find and work with the world’s top thought leaders as well as showcasing their own executives, experts and insights!

Thinkers360 Predictive Analytics Karl A Smith

We focus on cutting edge business and technology topics including 5G, Agile, AI, Analytics, AR/VR, Autonomous Vehicles, Big Data, Blockchain, Business Continuity, Business Strategy, Change Management, Cloud, COVID-19, CRM, Cryptocurrency, Culture, Customer Experience, Customer Loyalty, Cybersecurity, Data Center, Design Thinking, Digital Disruption, Digital Transformation, Diversity & Inclusion, EdTech, Emerging Technology, Entrepreneurship, ERP, FinTech, GovTech, Health & Safety, HealthTech, HR, Innovation, InsurTech, IoT, Leadership, Lean Startup, Legal & IP, Management, Marketing, Mergers & Acquisitions, Mobility, Open Innovation, Predictive Analytics, Privacy, Procurement, PropTech, Public Relations, Quantum Computing, Retail, Risk Management, Sales, Social, Startups, Supply Chain and Sustainability.

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Ways of Working Organizational Design Service launched Paradigm Interactions

WoW Organization Design Consultancy – Can be remote

Paradigm Interactions offers the service of organizational design consultancy, to meticulously define and organize the structure of companies, create job titles, and allocate resources (i.e. personnel) to improve efficiency and increase productivity. Supporting the making of strategic decisions with regard to company hierarchy and personnel infrastructure.

Experience with the organization, business structuring, business process definition and deployment, recruitment policies and employee reward systems, role and title definition for both senior, mid and junior staff.

Based upon business objectives, strategy, processes and operations. Followed by meticulous planning, analysis and research.

Working with MD’s, Partners and senior managers to make sure the proposed changes are as economical and effective as possible.

Typical Benefits

No two organisations are the same even in the same sectors, but all are focused on common objectives provide product or service, create consumer engagement, transact and establish consumer engagement lifecycle.

Typical areas where value is realised;

  • Increase customer acquisition, advocacy and lifetime value
  • Improved business agility and ability to rapidly respond to change and opportunity
  • Increased credibility, confidence and influence across the business
  • Effective delivery against financial targets
  • Enabling positive behavioural change
  • Fostering a human centric, transparent, trustworthy and agile culture
  • Viable, scalable and actionable roadmap to deliver innovation and change
  • More consistent and sustainable profitability and business growth
  • Successful, timely delivery of evidence based transformative change
  • More satisfied and engaged employees with increased retention and productivity
  • Builds flexibility into business DNA
  • Supports culture of next best action
  • Creates a focus on work that delivers value
  • Reduces management overhead, bureaucracy and timelines
  • Delivers transparent and scalable working practices
  • Enables idea to value workflow for executive to customer engagement
  • Delivers flexible portfolio management
  • Enables continuous and market responsive evolution

Overview

New Ways of Working Programmes are now quite common in major organisations, this consultancy service is intended to offer a holistic approach to WoW. It is imperative to be holistic in establishing new ways of working as boundaries to old ways of working in portfolio management, finance, ITIL and HR can very quickly become an impediment to transformation if they are not considered as part of it.   

Strategy

  • Identify, agree and prioritise new ideas and opportunities to generate business value
  • Validation and endorsement of decisions and approach
  • Enhanced cross-business collaboration, communication and buy in
  • Agree and define actions and a feasible roadmap
  • Gain context and insight to enable faster, more informed decisions and actions
  • More perceived objectivity without political bias

Return on Investment

Exact returns are difficult to stipulate without a scope definition however there are a number of themes;

  • Flattened hierarchy as management becomes systemic giving a 10% to 40% FTE reduction of management and increasing the producer to non producer ratio
  • Increased throughput of value creating work (up as much as 60%) as unplanned work is revealed and dramatically reduced (down as much as 60%)
  • Increased visibility at executive leadership level with new capacity to refocus the entire organisation every three months
  • Operational measurement of all work to indicate blockages in the flow of work to provide continuous improvements
  • Operational flexibility as the focus moves to skills and teams over time served and individual role
  • Staff galvanization and focus as pay and rewards become team based and transparent

Approach

The consultancy service takes a building block approach so that the client always has a clear line of sight on what they get for their money. Each of the following steps builds a bespoke client service, responsive to both the experience and context of the client. Additionally is allows for course correction as part of an iterative engagement focused on the client Subject Matter Expertise augmented by Transformation Consultants with numerous framework experiences.  

Engagement

  • Initial consultancy to define scope – 2 to 4 weeks to be agreed in writing prior to commencement
  • Proposal presentation to refine scope – 1 to 2 weeks to be agreed in writing prior to commencement

Consultancy

The exact components and size of work will be defined during the engagement phase

  • Delivery strategy document
  • Benefits proposal document
  • Delivery model proposal document
  • Governance model proposal document
  • Scaling strategy document
  • Target operating model proposal document
  • All staff HR contracts review action
  • Pilot proposal for first area document

Delivery

  • Team building – size and locations defined in consultancy
  • Support document creation
  • Training strategy
  • Communications strategy

The delivery team will change over the course of an engagement in the following way;

  • 2% of total team in Engagement
  • 10% of total team in Consultancy
  • 30% of total team in Delivery for pilot delivery
  • 100% of total team in Delivery for scaled delivery
  • 30% of total team in Delivery for hand over to in house delivery teams
  • 10% of total team in Delivery for hand over to in house leadership teams

Example

Actuals for delivery in an organisation of 90,000 people in 8 main locations globally

  • 4 consultant team in Engagement
  • 20 consultant team in Consultancy
  • 60 consultant team in Delivery for pilot delivery
  • 200 consultant team in Delivery for scaled delivery
  • 60 consultant team in Delivery for hand over to in house delivery teams
  • 20 consultant team in Delivery for hand over to in house leadership teams

Timeline

Timelines are subject to scope, complexity and team size the above was 2 years.

Our Requirements of You

  • Ensuring an executive sponsor from your organisation is allocated to the engagement, communicates the rationale behind it and signs off any ‘Terms of Reference’
  • Assisting in all possible ways to ensure that a contract, (and confidentiality agreement where necessary) is in place, in advance of any work commencing
  • Ensuring all support is in place and access is granted for all and any required data, processes, policies, meeting rooms and nominated resources to enable successful delivery of the engagement
  • Ensuring sponsor availability within the agreed timeline, to resolve any significant issues that may impact the timely completion of the engagement, if not resolved in a timely manner.

Our Commitments to You

  • Provide support throughout service delivery using our World Class Professionals and Subject Matter Experts
  • Provide high quality deliverables in a timely manner and in line with agreements upon engagement with the client. (Any changes to this will be mutually agreed in writing, in advance, between all involved parties)
  • Provide deep insights and genuine value-add in all possible areas throughout the engagement
  • Provide progress updates and feedback at regular intervals, agreed in advance or at the engagement ‘kick off session’
  • Respect all personal and professional development of client team members throughout the engagement

Deliverables WoW Organisational Transformation

  • WoW service design of organization
  • WoW enacted service design as pilot
  • WoW enacted service design as organisational transformation
  • WoW target operating model
  • WoW replacement for ITIL
  • WoW enterprise work funding model
  • WoW enterprise roles definition
  • WoW communications
  • WoW training

Service Delivery Model Project Based Engagement

Project based engagements operate on the basis of agreeing work and any outcomes or milestones for delivery in advance of commencement of any engagement in a ‘Statement of Work’. Prices are fixed for the agreed deliverables and should changes be required, these may incur changes to delivery costs. Payment for Project Based Engagements are agreed on a case-by-case basis, giving consideration to risk, contract value, client payment history, relationship longevity and duration.

WoW Completed Projects

  • NatWest Banking Group (RBS) Retail Bank
  • NatWest Banking Group (RBS) Commercial Bank
  • NatWest Banking Group (RBS) Group
  • Wipro – Wipro Digital

Service Pdf with Contact Details below;

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LinkedIn bullies and the loss of the LinkedIn professional network

Social Media Empowerment

It is without doubt that Social Media empowers people to feel they can act with impunity. However this has never really been true, there is no impunity on Social Media as accounts can be traced quite easily.

LinkedIn Posters Experiences

It is now a common experience of people who post that they get blasted by someone else’s opinion instead of experiencing a discussion. It may be that the responder is so insecure that they feel the need to bully others or it may be a strongly held belief. Either way it’s unprofessional, even things that you may consider to be universal or culturally correct may not be someone else’s experience.

How to Respond on LinkedIn

Like a court case, when responding you need to provide context and evidence (case studies, though often without the client name). Your summary opinion without the context of why your saying something is the response of a child (around the age of 4). Structure your response;

I disagree based upon my experience of …. it showed me that …. what is the bases of your post?

Responses to LinkedIn Bullies

Some people simply won’t behave like professional people, in those cases the following responses are common;

  • Block people rather than engage with them if your the poster take a note of who they are first then delete their abuse, then block them. If you block them first their abuse is still on your post but now you can’t see it.
  • If the comment is particularly vile or brings their company into disrepute forward it to their Managing Director, Head of Public Relations and Head of Sales one of them will contact Human Resources and get them retrained or have them fired.

Why deal with this at all?

The only thing necessary for the triumph of evil is that good men should do nothing

Edmund Burke, 1795

For those who experience this kind of abuse I would suggest that you endure, my father taught me to never run away from bullies, your mere existence and experience diminish their hate because you won’t surrender or submit.

Please remember that you add a perspective that many people want to engage with they just need to think and write professionally.

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Amateur Business Agility or Ways of Working will cause Business Carnage

No one would let someone have a go at Brain Surgery yet Company Boards will let both large Blue Chip consultancies (supposedly to manage risk) and Internal Staff (to save money) have a go at Business Agility (Agile Transformation, Ways of Working, Operational Transformation or Optimisation). 

No one would let someone have a go at Brain Surgery yet amateurs are playing with the future of many Companies and Organisations

Karl Smith, 2017

Things to consider in hiring Business Agility “expertise” which should be interrogated

The first and most important thing to recognise is that Business Transformation is the skill and Agile is the passion. Hiring Agile Coaches to do Business Transformation is business suicide. Likewise hiring Business Transformation people with no experience of Agile Delivery is also business suicide. Lastly business people need to accept they will be challenged by an actual expert, they will listen and try to evolve the organisation, not break it to make it, but build on what’s there. They won’t try and do what they have done before they will first try to understand your business, your objectives and strategy and then create a proposal on how and where to start. They won’t go big bang, they will propose a pilot of an end to end function that cross cuts the organisation to test what can be done and what level of benefit it will offer.

Business Agility is slow before it gets fast, small before big and wrong before it becomes right.

Karl Smith, 2018

No Business Agility programme is 100% successful 

I worked on a programme where a very well known Blue Chip consultancy claimed 100% success on a previous Business Agility programme. We asked for the name of the client and a contact, neither were available. They arrived on site through a business unit who had read their sales pitch online and believed it. We spent 6 months trying to get them to understand the basic concepts of Business Agility however their mind sets were toward creating standard patterns they could own and reuse, somewhat horrifically also reinventing Agile terminology to own it (it was very embarrassing). Due to their general ignorance on Business Agility they were on an outcomes based contract that could never be completed as professional Business Agile Transformation is not time boxed and outcomes are very hard to predict, as takes years to adopt in existing organisations.

Business Agility Transformation contracts cannot be outcomes based in the normal ways as the transformation is a mixture of mindsets and practices, artifacts can be created but they don’t denote DONE.

Karl Smith, 2017

No Business Agility programme is ever Complete

As with the previous section Business Agility, Agile Transformation and Ways of Working are all essentially the same thing. The transformation cannot be time boxed and in fact should evolve over time, adapting to meet the needs of the clients market and their business.

Business Agility Transformation is both an evolution and a revolution meaning that it keeps on going forever and adapts to enable the business to adapt

Karl Smith, 2017

No Business Agility programme is created by “Hero’s”

The notion that one person delivers Business Agility is a total fallacy, it’s a team activity where every person willing to participate aids the outcome. Avoid Agile Hero’s it’s unlikely they understood what it took to deliver Business Agility and would not be able to replicate it without their previous team.

No Business Agility programme is focused on one part of an organisation only

It’s a little odd but there is a lot of NIMBY’s in Transformation. The ‘Not in my backyard’ is quite prevalent in enterprises. Executives and Senior Managers are happy for someone else to change but are very unhappy at being asked to change themselves. Impacting their carefully crafted careers often meets extreme resistance. So Transformation is often focused on the path of least resistance.

Business Agility only works when the board, finance, legal, HR, portfolio, programme and project levels embrace it too, everyone is changed

Karl Smith, 2017.

Because Business Agility is totally interconnected, there needs to be an expectation that both Business Agility and Current Business practice will run at the same time. This will mean that Risk Management will require two taxonomies and two different processes to be run at the same time. This is essential as in flight work cannot be stopped while transformation work is piloted and then launched as the standard practice. Long term work may not also be converted to a new way of working so the management and structure of it may persist for many years until complete. Selection of these long term programmes would require a risk assessment againsts agreed deadlines or regulatory compliance.

No Business Agility programme was universally liked and did not have “Rebels and Dissidents” who were very senior

Change is unexpected in hierarchical organisations, in fact people have over the years fended off a lot of transformation and change. People have become adept at swallowing up the transformation funds and ensuring the delivery of nothing. Transformation and change are for very many organisations counter culture, to be endured till they run out of money or patronage so that the old order can reassert itself in a very public way.

There will always be rebels and dissidents in the situation of transformation and change so the question is not how to discover them but how to mitigate their impacts. In my previous experiences we have set up a taskforce to deal with the impacts of rebels and dissidents. Like them direct action is not the way, in fact we created broad strokes with wide transparency to deal with misinformation so that the purveyors of such would cripple their own networks with obvious untruths (against the now public truth). This is one method of around eight functional mitigations. If you want the rest, Business Agility as a service is available through Paradigm Interactions Inc. globally.

No Business Agility programme did not fundamentally change portfolio management 

While the primary focus of many organisations is their output it is impossible to improve this until the input is transformed also. You can’t change production or delivery of services or products until you change how its led, managed, funded and how people are contracted or valued.

No Business Agility programme did not fundamentally change how finance works

If your funding for work is based upon supporting specialist based departments being funded or portfolios with programmes and projects being funded, then Business Agility changes both these models.

No Business Agility programme did not change the contracts for all staff and vendors

Moving from a specialist based department or programmes and projects system changes what people do for a living, where they work, how they are assessed and how they are valued, hence paid.

No Business Agility programme did not create a work type taxonomy

I think many people will be asking “what is a work type taxonomy”, well its a description of work that has value to the organisation a common taxonomy would be;

  • Business initiated work
  • Technology initiated work
  • Technology maintain and support work
  • Unplanned work

Hopefully your Business Agility consultants don’t broach this subject the day after this is posted on LinkedIn.

No Business Agility programme did not change the ratio of producers to non-producers in a positive way

Something quite shocking about how organisations have evolved since the second world war is that the number of people who make money or achieve the actual intent of an organisation ‘producers’ is dropping and managers and administrators ‘non producers’ is rising. In some organisation for every 10 people only 3 are producers in commercial organisations this 30% make all the money and deliver all the services that justify the 70%. A major outcome from Business Agility is the redistribution of non producers, refocus or their loss. Most organisation have large administrations functions that can be reduced by 90% or more by the implementation of Business Agility. If you want to know how, Business Agility as a service is available through Paradigm Interactions Inc. globally.

No Business Agility programme increased the number of staff instead of redeploying them

The way most organisations deal with change and transformation is to absorb its funding mainly through hiring of staff. However in Business Agility most new staff are short term hires to deliver the guide rails for transformation and change or are converts from existing old ways of working, with the exception of a few specialists to support the transformation strategy.

No Business Agility programme was delivered by posers and playbook users

Three huge consultancies all failed to deliver on one programme because they were not focused on understanding and building the client company only proving they should be paid. We got rid of them, from the consultancy work and moved them to admin work in that they were not all that useful either.

No Business Agility programme was delivered by Agile Fanatics (Evangelists) and Framework users

Extrapolating frameworks into reality is rather difficult, but it supremely better than attempting to cookie cutter businesses or organisations into frameworks. A transformation is symbiotic not a replacement of one incomplete and nonresponsive working practice with another one. Transformation by its very nature adopts and adds to the existing, getting that balance is essential, least the essence of a business or organisation become lost.

Businesses and Organisations need some bad guys, that’s the role of external Business Agility consultants

Business Agility is Delivered by non partisan (not seeking to expand engagement) Transformation Consultants with a personal Agile story

These people are rather hard to find, impossible to find in large consultancies because this is counter culture. Staff in large consultancies infiltrate and spread it is essential to their business model.

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Innovation is a Cultural Action

Having a strategy in business is critical, but a business without a focus on innovation and an understanding of how to do it efficiently and effectively won’t survive. This articles talks about innovation being based on a truth and how it can be done efficiently and effectively. There is a huge amount of information about Innovation out there, please read it all, but more importantly TAKE ACTION. Take small action not grand plans, actual innovation can’t be planned, only the frameworks, funding, people and physical resources, the outcomes can’t be planned.

Innovation Culture is a Strategy

Below is from the Huawei Europe Innovation day in Paris, this is the only example I have first hand, as I was invited to attend. What’s really impressive here is the commitment to innovate being backed up with money and not words. #HuaweiHID

Innovation is Based on Knowns

Innovation is about building on something you already know to be true, even if that truth is just geographic, cultural, brand bases, technology based, time (date relative) or customer based.

A truth in time is essential for innovation to succeed, always test your truth to ensure its not a perception, a lie or a dream

Karl Smith

An example of a truth may be drawn from quantitative or qualitative data. For example “customers do not buy when the journey to buy is more than three clicks”, “in the cluture of xxxxx country, this product won’t sell”, the next big thing is 5G “our 4G product will sell well in 5G as its just about speed”.

Once you have a truth there are three ways to respond to it, either by Progression or in Counterpoint and rarely but interestingly sometimes by Accident. As its very easy to get wrapped up in ownership over value principals, someone not involved also needs to conduct Triage (prioritisation, relationships, backlogs) and Due Diligence (similarities, copies, brands, people, etc.) at this point to avoid waste.

Progression Innovation

In Progression Innovation, the most common way in business and technology you need to set what your values are then look at what are the success factors currently delivering value to your organisation.

EXAMPLE: If your value is P&L then shipping millions of low margin high complexity products is not a success, especially if you have not properly understood the supply chain costs and risks, you may be working for free. Your innovation attributes should then included a full lifecycle cost, margin and profit valuation.

EXAMPLE: If your value is Market Penetration, then your innovation attributes need to include regulatory, tax, political, killer product

Counterpoint Innovation

In counterpoint Innovation the focus is taking any truth and seeking to invalidate it and reviewing the by products of that invalidation as a starting point for a new branch of thinking products or services. Just think if you could go back in time and get their touch screen mobile to market in 2001 when it was ready instead of waiting till 2005 for the iPhone. How different would the world be now. Counterpoint invention allows companies to think this was and to discover hidden catalysts for invention.

Accidental Innovation

This is perhaps the one most organisations hope for, like the invention of a new stronger glue by 3M that was a failure. In fact it let you stick things and remove them constantly without much degradation in its effectiveness as ‘sticky’ but not bonding enough to be a glue. The product Post-its.

Quick Innovation

I have seen various posts focused on tightly structuring innovation that include top level components of Incremental, Disruptive, Architectural and Radical, to me these all sound expensive and time consuming. There are much quicker ways of doing innovation, in fact it can be done to a level of confirmation to proceed or not in just eight hours.

The following film shows a process for quick innovation based upon both Progression Innovation and Counterpoint Innovation both exposed through the Innova8™ process.

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Business Bullies and the Modern Workplace

I normally write about positive side of business because I choose to focus on it, however I have come across a few bullies over my years in work and feel a duty to support people who are being bullied at work. I’m writing this as a former victim. The people who have worked with me as their manager may now understand my engagement with them and the latitude I provided to get from A to B, or Z as a discovery experience rather than a micro managed one, in this context.

Bullying has victims and is a crime against humanity

While there may be many reasons for bullying at work I can’t really cover all the potential initiators but the most common one is fear in the aggressor, often about being discovered as a fraud or incompetent person. They need to feel superior and get this by bullying other people to gain the power they lack in their own life. I’m not going to focus on the criminals, but on helping victims identify the experiences that indicate they are the subject of this experience.

If you recognise the following factors in your work experience either contact HR or seek legal employment advice because your experience is not acceptable at any level for any culture or other reason.

There are four aspects to business or workplace bullying;

  • Isolation
  • Elevation
  • Intimidation
  • Domination

Isolation

Isolation is critical for bullying to work if the bully can separate you from other people, become your only point of truth they are able to control your environment and effectively own you. This is quite common in low level leadership (teams, projects) and middle management roles in large organisations. Its a form of deception that encourages the victim to feel they should submit, to their only real friend or supporter. It’s quite insidious because it’s the quickest way to institutionalisation effectively crippling your voice and remove your ability to create, innovate and ultimately have value to your company. As a victim you need to remember for your bully your unimportant, your a means to an end, nothing more. To overcome this, join meetups or social groups in your organisation, get out there and just be yourself. And no matter how alone you feel, find someone else to talk to, isolation is your choice not the bullies.

Elevation

Having isolated and socially crippled their victims bullies next elevate themselves often by ingratiation with time, special treatment, access all kinds of things this achieves two things, it enforces their position as the voice of truth and then is pushes victims down further by enforcing the idea of reliance on the bully for anything good.

Intimidation

By this point in bullying most of the intimidation is reflective and based on losing special treatment or favour so the victim intimidates themselves and are prisoners of their own perceptions and mind. It’s shocking that people would rather continue with the pain they know than change their situations, yet it is very common. Other intimidation arrives if people show any attempt at change, dreams or independence, usually in the form of the most hurtful or most secret thing shared in confidence with their bully. Another common activity is to deny access on an adhoc basis it keeps the victim unable to settle into a working rhythm. Including them, then not including on emails, holding to account on things they have no control over is a constant flow of bullying activity.

Domination

Once Isolated and Elevated, where Intimidation works the next level is Domination, where nothing the victim does is of value, where they must seek constant approval and are totally undermined in the work they do on a daily basis. This is a horrific experience and a form of psychological warfare. It will often take the form of getting the victim to do things outside of their work contract, which in many cases will be on their own time or if during the working day (be wasting time) and if discovered by other senior people be seen to negatively impact their employability.

Past Experience

In one organisation I hired a fantastic group of people, I found out a lot of things after I left.

  • One of the team leaders, went to their team and told them he had made the decision to employ them and that they were not appreciated or in fact liked by others – Isolation.
  • He made himself the voice of truth for that team using his position after I left to grant favoured status to them – Elevation
  • He made it clear that only he could aid their careers – Intimidation
  • He then ‘asked’ team members to help him on their own time to help him on his PHd – Domination

Overall one of the most unethical things I have ever heard of in a major corporation. This bully destroyed 12 months of building the team in two months of pure selfishness and bullying.

The impact on the non ‘special people’ was they started looking for new jobs, they are now scattered across the globe. I still regard them as some of my best hires ever and I keep tabs on their careers as for some of them it was their first role after University.

If your experiencing this and have no one else to talk to, message me.

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Eye tracking from Military to Healthcare

Like most technology innovations eye tracking started life as military technology with the best known supplier being Applied Science Laboratories or simply ASL. It was founded in 1962 by Massachusetts Institute of Technology scientists who developed their first video-based eye tracker in 1974.

After it initial focus on Military critical path activities it was then moved into civilian applications first with complex dashboards like those in use in Nuclear Power Stations and then into other usages.

I used an ASL unit in the 1990’s and early 2000’s in the then AIU (activity, interaction and usability) Company for Contextual Usability, Brand Recognition Testing and Sports Optimisation as an extension to Ethnographics a process I had created in 2001 as a method for researchers to shortcut Ethnography studies.

Intelligent business requires a full understanding the effectiveness of new products and services. By testing in context, clients can get realistic data on the performance of systems. Such data can be valuable to making decisions on changes, or having confidence that the benefits you expect will be realised in practice. By testing real users in context potential problems can be eliminated and new, previously unconsidered opportunities developed.

AIU Press Release 7th August, 2006

Brand Recognition Eye Tracking

Product placement has been around for a long time, with certain aspects banned post the Vicary scandal in 1957;

James Vicary astonished the assembled reporters by announcing that he’d repeatedly flashed the slogans “Drink Coca-Cola” and “Eat popcorn” throughout a movie, too fast for conscious perception. As a result, he claimed, sales of popcorn had risen 18.1% – and Coke by 57.7%. This, he declared, was “subliminal advertising”.

https://www.bbc.co.uk/news/magazine-30878843

as it is rightly or wrongly associated with Brainwashing (Subliminal Messages) (below) and spoofed product placements in The Truman Show (after)

Product placement concepts have also been driven from studies of data analytics including the classic Walmart Beer and Nappies model for store product locations. Walmart discovered through data mining that the sales of diapers and beer were correlated on Friday nights. It determined that the correlation was based on working men who had been asked to pick up diapers on their way home from work. On Fridays the men figured they deserved a six-pack of beer for their trouble; hence the connection between beer and diapers. By moving these two items closer together, Walmart reportedly saw the sales of both items increase geometrically. But through A/B testing they also found moving beer deeper into the store near other items men may random purchase other items like chips, fishing equipment, bbq equipment etc. This type of data based product placement is useful on the high level item recognition but does not help with brand based recognition.

So while the notion of product placement is not new the measurement of it was, more an accurate understanding of ToT (time on target) indicated the level of cognition associated with that recognition and any secondary validations that human may seek for confirmation of product, relevance, price or nearby alternative options.

Product recognition wearing an ASL Mobile Eye system in shops and reading magazines

Sports Optimisation Eye Tracking

Optimizing sports and sports people through eye tracking was a natural progression as it enabled a review of targeting activities. In the case of boxing, boxers visually and mentally plan their striking sequences and often prepare their defensive actions as a lead into a set of predetermined punches based a prior assessment of their opponents strengths and weaknesses. Below Alex Arthur is wearing a Mobile Eye system in a piece of research with AIU (activity, interaction and usability) now part of Paradigm Interactions.

Alex Arthur is wearing an ASL Mobile Eye system and wearing WBO belt

Healthcare Eye Tracking

Visual impairment in children can be treated and prevented through early detection. DIVE Co-Founder Marta Ortin Obon stresses on the difference the support from and collaboration with tech companies can bring.

DIVE is working with Huawei to globalise its potential impact and offer 19 million undiagnosed visually impaired children around the world an opportunity to be treated early and avoid blindness and low vision completely.

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Organisational and cultural transformation in Business Agility

The UX, UCD and HCD code explained

User Experience has become the solution focused end of User Centred Design, being based in normal practice on usability, accessibility and user research over time.

The Term User Experience/User Centred Design and Human Centered Design are interchangeable because the International Standard changed from being User Centred Design to Human Centered Design.

Some Background

In my other posts it should be clear by now that I have been involved in what now called UX for some considerable time. I have previously mentioned how UX moved from the strategic and its equal status to enterprise architecture into software development and becoming visual design for a time. Well it’s on the move again, just as UX incorporated marketing components with repeatable science at its outset and seeded Agile with user stories and human context, so now it has moved into organisational and cultural transformation.

Organisational and Cultural Transformation

There are now in 2019 many people talking about organisational and cultural transformation and change however it is clear that what they mean is everyone below the C-suite needs to change. However organisational and cultural transformation is the whole organisation otherwise it is just a rebrand without actual change. More especially culture is born from action not just intent and this is what organisations who want to change are discovering. They want to take their staff on a transformation journey and to evolve their engagement not simply recasting them with new role titles and responsibilities. They also expect to evolve the transformation in flight gaining a true understanding of what already works well and folding it into the new culture. This kind of transformation takes a highly adaptive and pragmatic mindset in its leadership and enablement.

Organisational Design

The historical focus of organisational design has been to establish one standard structure across a whole organisation. The value of this is to standardize command and control mechanisms which is supposed to simplify reporting and oversight. It forces all work through it regardless of its priority or type of work it is.

The old four types of organizational structures are;

  1. Functional Top-Down
  2. Divisional Structure
  3. Matrix Organizational Chart
  4. Flat Organizational Chart

However the New Ways of Working in adoption of HCD, Agile, Lean and DevOps don’t utilize these structures. In fact instead of starting with organizational structures it focuses on work to define the structures needed to deliver it. This is very intensive consulting activity and often led by external consultants not vested in internal politics and previous alliances.

And this explains why most new organisational transformations will fail before they start because they are focused on hierarchies not getting work done efficiently with a culture that rewards and honours people who deliver.

Karl Smith

Work Formats

The common structure of work is linear and directional often following the concepts of grouped specialisations handing work to each other having completed their activities. This creates a slow flow of work with bottlenecks around capacity. When unexpected work arrives and depending upon its priority it can destroys the whole flow of work and create ripples impacting the whole organisation. This behaviour with work is derived from industrial production techniques often related to the Ford production model of manufacturing.

In adoption of HCD, Agile, Lean and DevOps, work types are defined first and then the organisational structure is derived from the work types. The consultancy around the organisational design should be unique to each organisation in order to both facilitate taking porfilio work into viable and validated and measured delivery.

Psychology of Transformation

In large organisations there have been lots of transformations and people are used to dealing with them, adept at absorbing language and funds without actual transformation or the derivative cultural change. So as far as possible the psychology of transformation is defensive for the mainstream of organisations. Delivering long term cultural change therefore requires a top down adoption in order to establish an authoritative perspective of We Change rather than You Change.

In new ways of working YOU change is not the way to succeed it must be WE change together

Karl Smith

Human Centred Organisational Design TOM

At this point I’d normally publish the exactly how to do it, but to be honest in the wrong hands it’s a stick of dynamite, so I won’t just hand it out. Below is the Portfolio Planning for Business Agility for an Organisation focused on a Work Type Taxonomy rather than hierarchies.

Business Agile activities at Portfolio Level

If you’d like like to find out how to do this from someone who’s done it in an organisation with 80,000 staff contact me.

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UbiNET Smart Living

The UbiNET platform is a unified framework that considers all aspects of future living and is intended to deliver solutions that move humanity on from dealing with mundane transactional activities into Smart Living where these transactions are secondary to their benefits. The system provides absolute identity of everything, absolute ownership and absolute value.

Below are several use cases;

Ownership – when an item is purchased it becomes added to several new ecosystems through its embedded micro sensor; individual, family, community, state and nation.

While it may be considered that as resources become more scarce ownership will become much reduced and shared resources more common, even including telecommunication devices as profile identities become portable ownership will continue to be a focus for some time. The adoption, usage and recycling of material and energy of every item will become more and more critical to the world.

Recycling – an item lifecycle is monitored from creation to recycling, items that are not recycled retain a relationship with their last individual owner or other structure like business/organisation.

Unfortunately the notion of law is for some an imposition on them rather than the glue of society where they consider their choice to be destructive a right, it’s not. Rights are created by societies and their boundaries agreed in societies underwritten by laws and law enforcement. The UbiNET platform is agnostic on by who and how societies laws are enforced only that citizens should be accountable for their actions to the society they live in and affect. One key accountability is recycling and the full lifecycle of products. While this may seem invasive its already highly common for consumers to give this data to stores as part of the purchase transaction where they are rewarded with point. The stores in turn utilise this data for product manufactures and to understand store dynamics.

Identity and Value – items that are not recognized as being part of an ecosystem may not join one. Without full lifecycle data, the item will be considered to have no value, fraudulent or stolen.

Absolute identity of items creates huge value to consumers and businesses alike, it removes all fake goods from the supply chain and establishes brand and product trust. For business the benefits are clear by removing fake products that damage their brands or create a risk to consumers. Many people will think of handbags with this, yes but what about fake airplane parts or baby milk? While these items can be traced, businesses who make them can also be traced.

By using an inverse data analysis, a home or other place can detect a person that has no recognizable items and consider them a threat. They will not be allowed access and become the focus of Law Enforcement.

Personal and family security continue to me a major issue, the absolute identity of everything will also include people (concerned about human right read on). The right to be anonymous has never existed in any society. Since the 1950’s governments have focused on identifying its citizens, the difference with UbiNET is it identifies everyone. It does this through the micro sensors embedded in everyones clothing which will be different each day (we can’t share how this works for obvious reasons) and our twin AI blockchain. Suffice to say the UbiNET creates a proactive security net over the areas in which it is deployed.

Usage – two items in common use are guns and bullets, although an advanced sensor would be required is would be possible to create zones where bullets would not fire from guns as UbiNET would instruct the bullet to fail. There are a number of complexities around this use case, however given the complexity of building bullets even self-loader ammunition can have sensors added to the ignition cap.

This last use case involves Generation 2 of sensors, which we have not even started designing yet however the concept is sound based upon the deployment of UbiNET.

The above use cases are just the start, we already have financial services and medical use cases not listed which will be in our white paper for our crowdfunding launch of ThingCoin see ThingCoin as a SAFT release schedule now in tranche 1.

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Ways of Working Business Agility and Rapid Innovation service offerings proposal for Partner Role

This is the Business Plan I wrote for a Blue Chip Consultancy to adopt Business Agility to deliver New Ways of Working as a new line of business and give me a Partnership. Naturally it does not say how it would be done and who my first clients would be. If you want that you’ll need to engage me.

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