Software Engineering, Project Management, and Effectiveness
“Amateurs sit and wait for inspiration, the rest of us just get up and go to work.” ― Stephen King
The ultimate personal productivity platform is you.
Let’s just put that on the table right up front so you know where personal productivity ultimately comes from. It’s you.
I can’t possibly give you anything that will help you perform better than an organized mind firing on all cylinders combined with self-awareness.
You are the one that ultimately has to envision your future. You are the one that ultimately has to focus your attention. You are the one that ultimately needs to choose your goals. You are the one that ultimately has to find your motivation. You are the one that ultimately needs to manage your energy. You are the one that ultimately needs to manage your time. You are the one that ultimately needs to take action. You are the one that needs to balance work and life.
That’s a lot for you to do.
So the question isn’t are you capable? Of course you are.
The real question is, how do you make the most of you?
Agile Results is a personal productivity platform to help you make the most of what you’ve got.
Agile Results is a simple system for getting better results. It combines proven practices for productivity, time management, and motivation into a simple system you can use to achieve better, faster, easier results for work and life.
Agile Results works by integrating and synthesizing positive psychology, sport psychology, project management skills, and peak performance insights into little behavior changes you can do each day. It’s also based on more than 10 years of extensive trial and error to help people achieve high performance.
If you don’t know how to get started, start simple:
Ask yourself the following question: “What are three things I want to achieve today?”
And write those down. That’s it.
You’re doing Agile Results.
“The questions that we must ask ourselves, and that our historians and our children will ask of us, are these: How will what we create compare with what we inherited? Will we add to our tradition or will we subtract from it? Will we enrich it or will we deplete it?” ― Leon Wieseltier
Digital transformation is all around us.
And we are all digital employees according to Gartner.
In the article, Gartner Says Every Employee Is a Digital Employee, Gartner says that the IT function no longer holds a monopoly on IT.
According to Gartner, employees are creating increasing digital dexterity from the devices and apps they use, to participating in sharing economies.
Via Gartner Says Every Employee Is a Digital Employee:
"'Today's employees possess a greater degree of digital dexterity,' said Matt Cain, research vice president at Gartner. 'They operate their own wireless networks at home, attach and manage various devices, and use apps and Web services in almost every facet of their personal lives. They participate in sharing economies for transport, lodging and more.'"
More employees are using technology to simplify, streamline, and scale their work.
"This results in unprecedented numbers of workers who enjoy using technology and recognize the relevance of digitalization to a wide range of business models. They also routinely apply their own technology and technological knowledge to streamline their work life."
According to Gartner, there are 3 Ways the IT organization should exploit employees' digital dexterity:
While it’s happening organically, IT can also help shape the digital workplace experience. Implement a strategy that helps workers use computing resources in a more friction free way and that play better with their pains, needs, and desired outcomes.
“Making computing resources more accessible in ways that match employees' preferences will foster engagement by providing feelings of empowerment and ownership. The digital workplace strategy should therefore complement HR initiatives by addressing and improving factors such as workplace culture, autonomous decision making, work-life balance, recognition of contributions and personal growth opportunities.”
Treat shadow IT as a first class citizen. IT should partner with the business to help the business realize it’s potential, and to help workers make the most of the available IT resources.
“Rather than try to fight the tide, the IT organization should develop a framework that outlines when it is appropriate for business units and individuals to use their own technology solutions and when IT should take the lead. IT should position itself as a business partner and consultant that does not control all technology decisions in the business.”
Traditional IT is slow. It’s heavy in governance, standards, and procedures. It addresses risk by reducing flexibility. Meanwhile, the world is changing fast. Business needs to keep up. Business needs fast IT.
So what’s the solution?
Bimodal IT. Bimodal IT separates the fast demands of digital business from the slow/risk-averse methods of traditional IT.
“Bimodal IT separates the risk-averse and ‘slow’ methods of traditional IT from the fast-paced demands of digital business, which is underpinned by the digital workplace. This dual mode of operation is essential to satisfy the ever-increasing demands of digitally savvy business units and employees, while ensuring that critical IT infrastructure and services remain stable and uncompromised.”
Everyone has technology at their fingertips. Every worker has the chance to re-imagine their work in a Mobile-First, Cloud-First world.
With infinite compute, infinite capacity, global reach, and real-time insights available to you, how could you evolve your job?
You can evolve your digital work life right under your feet.
Empower Every Person on the Planet to Achieve More
Satya Nadella on a Mobile-First, Cloud-First World
We Help Our Customers Transform
“Courage doesn't always roar. Sometimes courage is the little voice at the end of the day that says I'll try again tomorrow.” -- Mary Anne Radmacher
Imagine if you could wake up productive, where each day is a fresh start. As you take in your morning breath, you notice your mind is calm and clear.
You feel strong and well rested.
Before you start your day, you picture in your mind three simple scenes of the day ahead:
In the morning, you see yourself complete a draft you’ve been working on.
In the afternoon, you see yourself land your idea and win over your peers in a key meeting.
In the evening, you see yourself enjoying some quiet time as you sit down and explore your latest adventures in learning.
With an exciting day ahead, and a chance to rise and shine, you feel the day gently pull you forward with anticipation.
You know you���ll be tested, and you know some things won’t work out as planned. But you also know that you will learn and improve from every setback. You know that each challenge you face will be a leadership moment or a learning opportunity. Your challenges make you stronger.
And you also know that you will be spending as much time in your strengths as you can, and that helps keeps you strong, all day long.
You motivate yourself from the inside out by focusing on your vision for today and your values. You value achievement. You value learning. You value collaboration. You value excellence. You value empowerment. And you know that throughout the day, you will have every chance to apply your skills to do more, to achieve more, and to be more.
Each task, or each challenge, is also a chance to learn more. From yourself, and from everyone all around you. And this is how you never stop learning.
You may not like some of the tasks before you, but you like the chance to master your craft. And you enjoy the learning. And you love how you get better. With each task on your To-Do list for today, you experiment and explore ways to do things better, faster, and easier.
Like a productive artist, you find ways to add unique value. You add your personal twist to everything you do. Your twist comes from your unique experience, seeing what others can’t see from your unique vantage point, and applying your unique strengths.
And that’s how you do more art. Your art. And as you do your art, you feel yourself come alive. You feel your soul sing, as you operate at a higher level. As you find your flow and realize your potential, your inner-wisdom winks in an approving way. Like a garden in full bloom on a warm Summer’s day, you are living your arête.
As your work day comes to an end, you pause to reflect on your three achievements, your three wins, for the day. You appreciate the way you leaned in on the tough stuff. You surprised yourself in how you handled some of your most frustrating moments. And you learned a new way to do your most challenging task. You take note of the favorite parts of your day, and your attitude of gratitude feels you with a sense of accomplishment, and a sense of fulfillment.
Fresh and ready for anything, you head for home.
Try 30 Days of Getting Results. It’s free. Surprise yourself with what you’re capable of.
"What lies behind us and what lies before us are small matters compared to what lies within us. And when we bring what is within us out into the world, miracles happen." -- Ralph Waldo Emerson
I've written about 30 Day Sprints before, but it's time to talk about them again:
30 Day Sprints help you change yourself with skill.
Once upon a time, I found that when I was learning a new skill, or changing a habit, or trying something new, I wasn't getting over that first humps, or making enough progress to stick with it.
At the same time, I would get distracted by shiny new objects. Because I like to learn and try new things, I would start something else, and ditch whatever else I was trying to work on, to pursuit my new interest. So I was hopping from thing to thing, without much to show for it, or getting much better.
I decided to stick with something for 30 days to see if it would make a difference. It was my personal 30 day challenge. And it worked. What I found was that sticking with something past two weeks, got me past those initial hurdles. Those dips that sit just in front of where breakthroughs happen.
All I did was spend a little effort each day for 30 days. I would try to learn a new insight or try something small each day. Each day, it wasn't much. But over 30 days, it accumulated. And over 30 days, the little effort added up to a big victory.
Eventually, I realized why 30 Day Sprints work so well. You effectively stack things in your favor. By investing in something for a month, you can change how you approach things. It's a very different mindset when you are looking at your overall gain over 30 days versus worrying about whether today or tomorrow gave you immediate return on your time. By taking a longer term view, you give yourself more room to experiment and learn in the process.
And that is just the tip of the iceberg.
The real power of 30 Day Sprints is that they help you take action. They help you get rid of all the excuses and all the distractions so you can start to achieve what you’re fully capable of.
When I first started using 30 Day Sprints for personal development, the novelty of doing something more than a day or a week or even two weeks, was enough to get tremendous value. But eventually, as I started to do more 30 Day Sprints, I wanted to get more out of them.
Here is what I learned:
Obviously, you have to find what works for you, but I've found these ideas to be especially helpful in getting more out of each 30 Day Sprint. Especially the part about focusing on the learning. I can't tell you how many times I got too focused on the results, and ended up missing the learning and the insights.
If you slow down, you speed up, because you connect the dots at a deeper level, and you take the time to really understand nuances that make the difference.
Keep things simple when you start. Just start. Pick something, and make it your 30 Day Sprint.
In fact, if you want to line your 30 Day Sprint up with the start of the month, then just start your 30 Day Sprint now and use it as a warm-up. Try stuff. Learn stuff. Get surprised. And then, at the start of next month, just start your 30 Day Sprint again.
If you really don't know how to get started, or want to follow a guided 30 Day Sprint, then try 30 Days of Getting Results. It's where I share my best lessons learned for personal productivity, time management, and work-life balance. It's a good baseline, because by mastering your productivity, time management, and work-life balance, you will make all of your future 30 Day Sprints more effective.
But it's really up to you. Pick something you've been either frustrated by, inspired by, or scared of, and dive in.
Whether you think of it as a 30 Day Challenge, a 30 Day Improvement Sprint, a Monthly Improvement Sprint, or just a 30 Day Sprint, the big idea is to do something small for 30 days.
If you want to go beyond the basics and learn everything you can about mastering personal productivity, then check out Agile Results, introduced in Getting Results the Agile Way.
Who knows what breakthroughs lie within?
May you surprise yourself profoundly.
“Let him who would move the world first move himself.” ― Socrates
At work, and in life, you need every edge you can get.
Personal development is a process of realizing and maximizing your potential.
It’s a way to become all that you’re capable of.
One of the most powerful books on personal development is Unlimited Power, by Tony Robbins. In Unlimited Power, Tony Robbins shares some of the most profound insights in personal development that world has ever known.
Through a deep dive into the world of NLP (Neuro-Linguistic Programming) and Neuro-Associative Conditioning, Robbins shows you how to master you mind, master your body, master your emotional intelligence, and improve what you’re capable of in all aspects of your life. You can think of NLP as re-programming your mind, body, and emotions for success.
We’ve already been programmed by the shows we watch, the books we’ve read, the people in our lives, the beliefs we’ve formed. But a lot of this was unconscious. We were young and took things at face value, and jumped to conclusions about how the world works, who we are, and who we can be, or worse, who others think we should be.
NLP is a way to break way from limiting beliefs and to model the success of others with skill. You can effectively reverse engineer how other people get success and then model the behavior, the attitudes, and the actions that create that success. And you can do it better, faster, and easier, than you might imagine.
NLP is really a way to model what the most successful people think, say, and do.
I’ve created a landing page that is a round up and starting point to dive into some of the book nuggets from Unlimited Power:
Unlimited Power Book Nuggets at a Glance
On that page, I also provided very brief summaries of the core personal development insight so that you can get a quick sense of the big ideas.
A Book Nugget is simply what I call a mini-lesson or insight from a book that you can use to change what you think, feel, or do.
Unlimited Power is not an easy book to read, but it’s one of the most profound tombs of knowledge in terms of personal development insights.
If you want to skip the landing page and just jump into a few Unlimited Power Book Nuggets and take a few personal development insights for a spin, here you go:
5 Keys to Wealth and Happiness
5 Rules for Formulating Outcomes
5 Sources of Beliefs for Personal Excellence
7 Beliefs for Personal Excellence
7 Traits of Success
Create Your Ideal Day, the Tony Robbins Way
Don’t Compare Yourself to Others
How To Change the Emotion of Any Experience to Empower You
How To Get Whatever You Want
Leadership for a Better World
Persuasion is the Most Important Skill You Can Develop
Realizing Your Potential is a Dynamic Process
Schotoma: Why You Can’t See What’s Right in Front of You
Seven Meta-Programs for Understanding People
The Difference Between Those Who Succeed and Those Who Fail
As you’ll quickly see, Unlimited Power remains one of the most profound sources of insight for realizing your potential and becoming all that you’re capable of.
It truly is the ultimate source of personal development in action.
If you remember the little blue monster that says, “Microsoft, change the world or go home.”, you know Hugh MacLeod.
Hugh is the creative director at Gaping Void. I got to meet Hugh, along with Jason Korman (CEO), and Jessica Higgins, last week to talk through some ideas.
Hugh uses cartoons as a snappy and insightful way to change the world. You can think of it as “Motivational Art for Smart People.”
One of Hugh’s latest creations is the Illustrated Guide to Life Insight Microsoft. It’s a set of cards you can flip, with a cartoon on the front, and a quote on the back. It’s truly insight at your fingertips.
I like them all … from “Microsoft is a ‘Get Stuff Done’ company” to “Software is the thing between the things”, but my favorite is:
“It’s more fun being the underdog.”
It’s a reminder how you can take the dog out of the fight, but you can’t take the fight out of the dog, and as long as you’re still in the game, and you are truly a learning company, and a company that continues to grow and evolve, you can change the world … your unique way.
Hugh is an observer and participant who inspires and prods people in the right direction …
Via Hugh MacLeod Connects the Dots:
“’Attaching art to business outcomes can articulate deep emotions and bring things to light fast,’ said MacLeod. To get there requires MacLeod immersing himself within a company, so he can look for what he calls ‘freaks of light’—epiphanies about a company that express the collected motivations of its people. ‘My cartoons make connections,’ said MacLeod. ‘I create work in an ambient way to tweak people in the right direction.’”
“He’s an observer and a participant, mingling temporarily within a culture to better understand it. He’s also a listener, taking your thoughts and combining them with his own to piece together the puzzle he is trying to solve about the human condition and business environment.”
Check out the Illustrated Guide to Life Inside Microsoft and some of the ideas just might surprise you, or, at least inspire and motivate you today – you smart person, you.
"A moment's insight is sometimes worth a life's experience." -- Oliver Wendell Holmes, Sr.
Some say we’re in the Age of Insight. Others say insight is the new currency in the Digital Economy.
And still others say that insight is the backbone of innovation.
Either way, we use “insight” an awful lot without talking about what insight actually is.
So, what is insight?
I thought it was time to finally do a deeper dive on what insight actually is. Here is my elaboration of “insight” on Sources of Insight:
You can think of it as “insight explained.”
The simple way that I think of insight, or those “ah ha” moments, is by remembering a question Ward Cunningham uses a lot:
“What did you learn that you didn’t expect?” or “What surprised you?”
Ward uses these questions to reveal insights, rather than have somebody tell him a bunch of obvious or uneventful things he already knows. For example, if you ask somebody what they learned at their presentation training, they’ll tell you that they learned how to present more effectively, speak more confidently, and communicate their ideas better.
But if you instead ask them, “What did you learn that you didn’t expect?” they might actually reveal some insight and say something more like this:
“Even though we say don’t shoot the messenger all the time, you ARE the message.”
“If you win the heart, the mind follows.”
It’s the non-obvious stuff, that surprises you (at least at first). Or sometimes, insight strikes us as something that should have been obvious all along and becomes the new obvious, or the new normal.
Ward used this insights gathering technique to more effectively share software patterns. He wanted stories and insights from people, rather than descriptions of the obvious.
I’ve used it myself over the years and it really helps get to deeper truths. If you are a truth seeker or a lover of insights, you’ll enjoy how you can tease out more insights, just by changing your questions. For example, if you have kids, don’t ask, “How was your day?” Ask them, “What was the favorite part of your day?” or “What did you learn that surprised you?”
Wow, I now this is a short post, but I almost left without defining insight.
According to the dictionary, insight is “The capacity to gain an accurate and deep intuitive understanding of a person or thing.” Or you may see insight explained as inner sight, mental vision, or wisdom.
I like Edward de Bono’s simple description of insight as “Eureka moments.”
Some people count steps in their day. I count my “ah-ha” moments. After all, the most important ingredient of effective ideation and innovation is …yep, you guessed it – insight!
For a deeper dive on the power of insight, read my page on Insight explained, on Sources Of Insight.com
"At our core, Microsoft is the productivity and platform company for the mobile-first and cloud-first world." -- Satya Nadella
We take productivity seriously at Microsoft. Ask any Softie. I never have a lack of things to do, or too much time in my day, and I can't ever make "too much" impact.
To be super productive, I've had to learn hard-core prioritization techniques, extreme energy management, stakeholder management, time management, and a wealth of productivity hacks to produce better, faster results.
We don’t learn these skills in school. But if we’re lucky, we learn from the right mentors and people all around us, how to bring out our best when we need it the most.
You can save years of pain for free:
30 Days of Getting Results Free eBook
There’s always a gap between books you read and what you do in the real world. I wanted to bridge this gap. I wanted 30 Days of Getting Results to be raw and real to help you learn what it really takes to master productivity and time management so you can survive and thrive with the best in the world.
It’s not pretty. It’s super effective.
I wrote 30 Days of Getting Results using a 30 Day Sprint. Each day for that 30 Day Sprint, I wrote down the best information I learned from the school of hard knocks about productivity, time management, work-life balance, and more.
For each day, I share a lesson, a story, and an exercise.
I wanted to make it easy to practice productivity habits.
The thing that’s really different about Agile Results as a time management system is that it’s focused on meaningful results. Time is treated as a first-class citizen so that you hit your meaningful windows of opportunity, and get fresh starts each day, each week, each month, each year. As a metaphor, you get to be the author of your life and write your story forward.
For years, I’ve received emails from people around the world how 30 Days of Getting Results was a breath of fresh air for them.
It helped them find their focus, get more productive, enjoy what they do, renew their energy, and spend more time in their strengths and their passions, while pursuing their purpose.
It’s helped doctors, teachers, students, lawyers, developers, grandmothers, and more.
You can use Agile Results to learn better, faster, and deeper because it helps you think better, feel better, and take better action.
You can use Agile Results to help you learn a new language, build new skills, learn an instrument, or whatever your heart desires.
I used the system to accidentally write a book in a month.
I didn’t set out to write a book. I set out to share the world’s best insight and action for productivity and time management. I wrote for 20 minutes each day, during that month, to share the best lessons and the best insights I could with one purpose:
Help everyone thrive in work and life.
Over the coming months, I had more and more people ask for a book version. As much as they liked the easy to flip through Web pages, they wanted to consume it as an eBook. So I turned 30 Days of Getting Results into a free eBook and made that available.
Here's the funny part:
I forgot I had done that.
One day, I was having a conversation with one of my readers, and they said that I should sell 30 Days of Getting Results as a $30 work book. They liked it much more than the book, Getting Results the Agile Way. They found it to be more actionable and easier to get started, and they liked that I used the system as a way to teach the system.
They said I should make the effort to put it together as a PDF and sell it as a workbook. He said people would want to pay for it because it’s high-value, real-world training, and he said it was better than any live training he had ever taken (and he had taken a lot.)
I got excited by the idea, and it made perfect sense. After all, wouldn’t people want to learn something that could impact every single day of their lives, and help them achieve more in work and life and help them adapt and compete more effectively in our ever-changing world?
I went to go put it together, and I had already done it.
When you’re super productive, it’s easy to forget some of the things you create because they so naturally flow from spending the right time, on the right things, with the right energy. You’ll naturally leave a trail of results from experimenting and learning.
Whether you want to be super productive, or do less, but accomplish more, check out the ultimate free productivity guide:
Share it with friends, family, colleagues, and whoever else you want to have an unfair advantage in our hyper-competitive world.
Lifting others up, lifts you up in the process.
If you have a personal story of how 30 Days of Getting Results has helped you in some way, feel free to share it with me. It’s always fun to hear how people are using Agile Results to take on new challenges, re-invent their productivity, and operate at a higher level.
Or simply get started again … like a fresh start, for the first time, full of new zest to be your best.
"Whatever you do in life, surround yourself with smart people who'll argue with you." -- John Wooden
There’s a very simple way to get smarter.
You can get smarter by creating categories.
Not only will you get smarter, but you’ll also be more mindful, and you’ll expand your vocabulary, which will improve your ability to think more deeply about a given topic or domain.
In my post, The More Distinctions You Make, the Smarter You Get, I walk through the ins and outs of creating categories to increase your intelligence, and I use the example of “fat.” I attempt to show how “Fat is bad” isn’t very insightful, and how by breaking “fat” down into categories, you can dive deeper and reveal new insight to drive better decisions and better outcomes.
I’m this post, I’m going to walk this through with an example, using “security” as the topic.
The first time I heard the word “security”, it didn’t mean much to me, beyond “protect.”
The next thing somebody taught me, was how I had to focus on CIA: Confidentiality, Integrity, and Availability.
That was a simple way to break security down into meaningful parts.
And then along came Defense in Depth. A colleague explained that Defense in Depth meant thinking about security in terms of multiple layers: Network, Host, Application, and Data.
But then another colleague said, the real key to thinking about security and Defense in Depth, was to think about it in terms of people, process, and technology.
As much as I enjoyed these thought exercises, I didn’t find them actionable enough to actually improve software or application security. And my job was to help Enterprise developers build better Line-Of-Business applications that were scalable and secure.
So our team went to the drawing board to map out actionable categories to take application security much deeper.
Right off the bat, just focusing on “application” security vs. “network” security or “host” security, helped us to get more specific and make security more tangible and more actionable from an Line-of-Business application perspective.
Here are the original security categories that we used to map out application security and make it more actionable:
Each of these buckets helped us create actionable principles, patterns, and practices for improving security.
Here is a brief description of each application security category:
Input and Data Validation How do you know that the input your application receives is valid and safe? Input validation refers to how your application filters, scrubs, or rejects input before additional processing. Consider constraining input through entry points and encoding output through exit points. Do you trust data from sources such as databases and file shares?
Authentication Who are you? Authentication is the process where an entity proves the identity of another entity, typically through credentials, such as a user name and password.
Authorization What can you do? Authorization is how your application provides access controls for resources and operations.
Configuration Management Who does your application run as? Which databases does it connect to? How is your application administered? How are these settings secured? Configuration management refers to how your application handles these operational issues.
Sensitive Data How does your application handle sensitive data? Sensitive data refers to how your application handles any data that must be protected either in memory, over the network, or in persistent stores.
Session Management How does your application handle and protect user sessions? A session refers to a series of related interactions between a user and your Web application.
Cryptography How are you keeping secrets (confidentiality)? How are you tamper-proofing your data or libraries (integrity)? How are you providing seeds for random values that must be cryptographically strong? Cryptography refers to how your application enforces confidentiality and integrity.
Exception Management When a method call in your application fails, what does your application do? How much do you reveal? Do you return friendly error information to end users? Do you pass valuable exception information back to the caller? Does your application fail gracefully?
Auditing and Logging Who did what and when? Auditing and logging refer to how your application records security-related events.
As you can see, just by calling out these different categories, you suddenly have a way to dive much deeper and explore application security in depth.
Let’s use a quick example. Let’s take Input Validation.
Input Validation is a powerful security category, given how many software security flaws and how many vulnerabilities and how many attacks all stem from a lack of input validation, including Buffer Overflows.
But here’s the interesting thing. After quite a bit of research and testing, we found a powerful security pattern that could help more applications stand up to more security attacks. It boiled down to the following principle:
Validate for length, range, format, and type.
That’s a pithy, but powerful piece of insight when it comes to implementing software security.
And, when you can’t validate the input, make it safe by sanitizing the output. And along these lines, keep user input out of the control path, where possible.
All of these insights flow from just focusing on Input Validation as a security category.
Another distinction our team made was to think in terms of threats, attacks, vulnerabilities, and countermeasures. We knew that threats could be intentional and malicious (as in the case of attacks), but they could also be accidental and unintended.
We wanted to identify vulnerabilities as weaknesses that could be addressed in some way.
We wanted to identify countermeasures as the actions to take to help mitigate risks, reduce the attack surface, and address vulnerabilities.
Just by chunking up the application security landscape into threats, attacks, vulnerabilities, and countermeasures, we empowered more people to think more deeply about the application security space.
Using the security categories above, we could easily focus on finding security vulnerabilities and group them by the relevant security category.
Here are some examples:
Auditing and Logging
Again, using our security categories, we could then group threats and attacks by relevant security categories.
Here are some examples of security threats and attacks organized by security categories:
Now here is where the rubber really meets the road. We could group security countermeasures by security categories to make them more actionable.
Here are example security countermeasures organized by security categories:
As you can see, the security countermeasures can easily be reviewed, updated, and moved forward, because the actionable principles are well organized by the security categories.
There are many ways to use creating categories as a way to get smarter and get better results.
In the future, I’ll walk through how we created an Agile Security approach, using categories.
Meanwhile, check out my post on The More Distinctions You Make, the Smarter You Get to gain some additional insights into how to use empathy and creating categories to dive deeper, learn faster, and get smarter on any topic you want to take on.
"Innovation—the heart of the knowledge economy—is fundamentally social." -- Malcolm Gladwell
I’m a big believer in having clarity around what you help your customers do.
I was listening to Satya Nadella’s keynote at the Microsoft Worldwide Partner Conference, and I like how he put it so simply, that we help our customers transform.
Here’s what Satya had to say about how we help our customers transform their business:
“These may seem like technical attributes, but they are key to how we drive business success for our customers, business transformation for our customers, because all of what we do, collectively, is centered on this core goal of ours, which is to help our customers transform.
When you think about any customer of ours, they're being transformed through the power of digital technology, and in particular software.
There isn't a company out there that isn't a software company.
And our goal is to help them differentiate using digital technology.
We want to democratize the use of digital technology to drive core differentiation.
It's no longer just about helping them operate their business.
It is about them excelling at their business using software, using digital technology.
It is about our collective ability to drive agility for our customers.
Because if there is one truth that we are all faced with, and our customers are faced with, it's that things are changing rapidly, and they need to be able to adjust to that.
And so everything we do has to support that goal.
How do they move faster, how do they interpret data quicker, how are they taking advantage of that to take intelligent action.
And of course, cost.
But we'll keep coming back to this theme of business transformation throughout this keynote and throughout WPC, because that's where I want us to center in on.
What's the value we are adding to the core of our customer and their ability to compete, their ability to create innovation.
And anchored on that goal is our technical ambition, is our product ambition.”
Transformation is the name of the game.
Satya Nadella is All About Customer Focus
SatyaSatya Nadella on a Mobile-First, Cloud-First World
Satya Nadella on Empower Every Person on the Planet
Satya Nadella on Everyone Has To Be a Leader
Satya Nadella on How the Key To Longevity is To Be a Learning Organization
Satya Nadella on Live and Work a Meaningful Life
Sayta Nadelle on The Future of Software
You hear Mobile-First, Cloud-First all the time.
But do you ever hear it really explained?
I was listening to Satya Nadella’s keynote at the Microsoft Worldwide Partner Conference, and I like how he walked through how he thinks about a Mobile-First, Cloud-First world.
Here’s what Satya had to say:
“There are a couple of attributes.
When we talk about Mobile-First, we are talking about the mobility of the experience.
What do we mean by that?
As we look out, the computing that we are going to interface with, in our lives, at home and at work, is going to be ubiquitous.
We are going to have sensors that recognize us.
We are going to have computers that we are going to wear on us.
We are going to have computers that we touch, computers that we talk to, the computers that we interact with as holograms.
There is going to be computing everywhere.
But what we need across all of this computing, is our experiences, our applications, our data.
And what enables that is in fact the cloud acting as a control plane that allows us to have that capability to move from device to device, on any given day, at any given meeting.
So that core attribute of thinking of mobility, not by being bound to a particular device, but it's about human mobility, is very core to our vision.
Second, when we think about our cloud, we think distributed computing will remain distributed.
In fact, we think of our servers as the edge of our cloud.
And this is important, because there are going to be many legitimate reasons where people will want digital sovereignty, people will want data residency, there is going to be regulation that we can't anticipate today.
And so we have to think about a distributed cloud infrastructure.
We are definitely going to be one of the key hyper-scale providers.
But we are also going to think about how do we get computing infrastructure, the core compute, storage, network, to be distributed throughout the world.
These may seem like technical attributes, but they are key to how we drive business success for our customers, business transformation for our customers, because all of what we do, collectively, is centered on this core goal of ours, which is to help our customers transform.”
That’s a lot of insight, and very well framed for creating our future and empowering the world.
Microsoft Explained: Making Sense of the Microsoft Platform Story
It’s great to get back to the basics, and purpose is always a powerful starting point.
I was listening to Satya Nadella’s keynote at the Microsoft Worldwide Partner Conference, and I like how he walked through the Microsoft mission in a mobile-first, cloud-first world.
“Our mission: Empowering every person and every business on the planet to achieve more.
(We find that by going back into our history and re-discovering that core sense of purpose, that soul ... a PC in every home, democratizing client/server computing.)
We move forward to a Mobile-First, Cloud-First world.
We care about empowerment.
There is no other ecosystem that is primarily, and solely, built to help customers achieve greatness.
We are focused on helping our customers achieve greatness through digital technology.
We care about both individuals and organizations. That intersection of people and organizations is the cornerstone of what we represent as excellence.
We are a global company. We want to make sure that the power of technology reaches every country, every vertical, every organization, irrespective of size.
There will be many goals.
What remains constant is this sense of purpose, the reason why this ecosystem exists.
This is a mission that we go and exercise in a Mobile-First, Cloud-First world.”
If I think back to why I originally joined Microsoft, it was to empower every person on the planet to achieve more.
And the cloud is one powerful enabler.
A while back, a colleague challenged me to find something simple and sticky for the big idea behind Sources of Insight. After trying several phrases, here’s the one that stuck:
Skilled for Life
He liked it because it had punch. It also had a play on words, and you could read it two different ways.
I like it because it captured the big idea behind Sources of Insight. The whole purpose behind the site is to help as many people improve the quality of their life as possible.
I’ve found that skills can make or break somebody’s chance for success. And, I don’t just mean from a career perspective. To be effective in all areas of our life, we need skills across several domains:
Skilled for Life is meant to be a very simple phrase, with a very intentional outcome:
Equip you with the skills you need to survive and thrive in today’s world.
It’s all about personal empowerment.
Not everybody gets the right mentors, or the right training, or the right breaks. So Sources of Insight is designed from the ground up to be your personal success library that helps you make your own breaks, create your opportunities, and own your destiny.
By sharing the world’s best insight and action for work and life. By providing you with very real skills for mastering emotional intelligence, intellectual horsepower, creative brilliance, interpersonal relationships, career growth, health, and happiness (yeah, happiness is a skill you can learn). And by providing you with principles, patterns, and practices for a smarter, more creative, and more capable you.
To give you one simple example of how happiness is a skill, let me tell you about the three paths of happiness according to Dr. Martin Seligman:
You can think of them like this: The Pleasant Life is all about pleasures, here and now. The Good Life is about spending more time in your values. The Meaningful Life is about fulfillment by helping the greater good, using your unique skills. It’s giving our best where we have our best to give, and moving up Maslow’s stack.
When you know the three paths of happiness, you can more effectively build your happiness muscles. For example, you can Discover Your Values, so that you can spend more time in them, and live life on your terms.
That’s just one example of how you can improve your self-efficacy with skill.
There is a vast success library of everything from inspirational quotes to inspirational heroes, as well as principles, patterns, and practices for skills to pay the bills and lead a better life. Sources of Insight is a dojo of personal development, and your jump start for realizing your potential.
I invite you to check out the following page on Sources of Insight, where I share what Skilled for Life is all about:
Skills empower you.
“If You Want To Go Fast, Go Alone. If You Want To Go Far, Go Together” – African Proverb
I blew the dust off some olds posts to rekindle some of the most important information for work and life.
It’s about dealing with people you can’t stand.
Whether you think of them as jerks, bullies, or just difficult people, the better you can deal with difficult people, the better you can get things done and make things happen.
And the more you learn how to bring out the best, in people at their worst, the less you’ll find people you can’t stand.
Everything I needed to learn about dealing with difficult people, I learned from the book Dealing with People You Can’t Stand: How to Bring Out the Best in People at Their Worst, by Dr. Rick Brinkman and Dr. Rick Kirschner.
It’s one of the most brilliant, thoughtful books I’ve ever read on interpersonal skills and dealing with all sorts of bad behaviors.
The real key to dealing with difficult behavior is more than just recognizing bad behaviors in other people.
It’s recognizing bad behaviors in yourself, the kind that contribute to and amplify other people’s bad behaviors.
The more you know, the more you grow, and this is truly one of those transformational books.
I’ve completely re-written my pot that provides an overview of the big ideas in Dealing with People You Can’t Stand:
Dealing with People You Can’t Stand
Even better, I’ve re-written all of my posts that talk through the 10 Types of Difficult People, and what to do about them.
I have to warn you: Once you learn the 10 Types of Difficult People, you’ll be using the labels to classify bad behaviors that you experience in the halls, in meetings, behind your back, etc.
With that in mind, here they are …
Here are the 10 Types of Difficult People at a glance:
I warned you. Are you already thinking about some Snipers in a few meetings that you have, or is there a Yes Person driving you nuts (or are you that Yes Person?)
Have you talked to a Think-They-Know-It-All lately, or worse, a Know-It—All?
Never fear, I’ve included actionable insights and recommendations for dealing with all the various bad behaviors you’ll encounter.
If all this talk about dealing with difficult people, and having silly labels seems like a gimmick, it’s not. It’s actually deep insight rooted in a powerful, but simple framework that Dr. Rick Brinkman and Dr. Rick Kirschner refer to as the Lens of Human Understanding:
The Lens of Human Understanding
Once I learned The Lens of Human Understanding, so many things fell into place.
Not only did I understand myself better, but I could instantly see what was driving other people, and how my behavior would either create more conflict or resolve it.
But when you don’t know what makes people tick, it’s very easy to get ticked off, or to tick them off.
Here’s looking at you … and other people … and their behaviors … in a brand new way.
25 Books the Most Successful Microsoft Leaders Read and Do
Interpersonal Skills Books
Personal Development Hub on Sources of Insight
Personal Development Resources at Sources of Insight
The Great Leadership Quotes Collection
I know several people looking for inspiration.
I believe the right words ignite or re-ignite us.
There is no better way to prime your mind for great things to come than filling your head and hear with the greatest inspirational quotes that the world has ever known.
Of course, the challenge is finding the best inspirational quotes to draw from.
Well, here you go …
I revamped a few of my best inspirational quotes collections to really put the gems of insight at your fingertips:
Each of these inspirational quotes collection is hand-crafted with deep words of wisdom, insight, and action.
You'll find inspirational quotes from Charles Dickens, Confucius, Dr. Seuss, George Bernard Shaw, Henry David Thoreau, Horace, Lao Tzu, Lewis Carroll, Mahatma Gandhi, Oprah Winfrey, Oscar Wilde, Paulo Coelho, Ralph Waldo Emerson, Stephen King, Tony Robbins, and more.
You'll even find an inspirational quote from The Wizard of Oz (and it’s not “There’s no place like home.”)
Here are a few of my favorites inspirational quotes to get you started:
“Courage doesn’t always roar. Sometimes courage is the quiet voice at the end of the day saying, ‘I will try again tomorrow.’”
— Mary Anne Radmacher
“Do not follow where the path may lead. Go, instead, where there is no path and leave a trail.”
— Ralph Waldo Emerson
“Don’t cry because it’s over, smile because it happened.”
— Dr. Seuss
“It is not length of life, but depth of life.”
“Life is not measured by the number of breaths you take, but by every moment that takes your breath away.”
“You live but once; you might as well be amusing.”
— Coco Chanel
“It is never too late to be who you might have been.”
— George Eliot
“Smile, breathe and go slowly.”
— Thich Nhat Hanh
“What lies behind us and what lies before us are tiny matters compared to what lies within us.”
These inspirational quotes are living breathing collections. I periodically sweep them to reflect new additions, and I re-organize or re-style the quotes if I find a better way.
I invest a lot of time on quotes because I’ve learned the following simple truth:
Quotes change lives.
The right words, at the right time, can be just that little bit you need, to breakthrough or get unstuck, or find your mojo again.
Have you had your dose of inspiration today?
"A leader is one who knows the way, goes the way, and shows the way." -- John C. Maxwell
How many people do you know that talk a good talk, but don’t walk the walk?
Or, how many people do you know have a bunch of ideas that you know will never see the light of day? They can pontificate all day long, but the idea of turning those ideas into work that could be done, is foreign to them.
Or, how many people do you know can plan all day long, but their plan is nothing more than a list of things that will never happen? Worse, maybe they turn it into a team sport, and everybody participates in the planning process of all the outcomes, ideas and work that will never happen. (And, who exactly wants to be accountable for that?)
It doesn’t need to be this way.
A lot of people have Hidden Strengths they can develop into Learned Strengths. And one of the most important bucket of strengths is Leading Implementation.
Leading Implementation is a set of leadership skills for making things happen.
It includes the following leadership skills:
Let’s say you want to work on these leadership skills. The first thing you need to know is that these are not elusive skills reserved exclusively for the elite.
No, these are commonly Hidden Strengths that you and others around you already have, and they just need to be developed.
If you don’t think you are good at any of these, then before you rule yourself out, and scratch them off your list, you need to ask yourself some key reflective questions:
I’ve seen far too many starving artists and unproductive artists, as well as mad scientists, that had brilliant ideas that they couldn’t turn into reality. While some were lucky to pair with the right partners and bring their ideas to live, I’ve actually seen another pattern of productive artists.
They develop some of the basic leadership skills in themselves to improve their ability to execute.
Not only are they more effective on the job, but they are happier with their ability to express their ideas and turn their ideas into action.
Even better, when they partner with somebody who has strong execution, they amplify their impact even more because they have a better understanding and appreciation of what it takes to execute ideas.
Like talk, ideas are cheap.
The market rewards execution.
“Startups don't win by attacking. They win by transcending. There are exceptions of course, but usually the way to win is to race ahead, not to stop and fight.” -- Paul Graham
A startup is the largest group of people you can convince to build a different future.
Whether you launch a startup inside a big company or launch a startup as a new entity, there are a few things that determine the strength of the startup: a sense of mission, space to think, new thinking, and the ability to do work.
The more clarity you have around Startup Thinking, the more effective you can be whether you are starting startups inside our outside of a big company.
In the book, Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel shares his thoughts about Startup Thinking.
It’s the mission. A startup has an advantage when there is a sense of mission that everybody lives and breathes. The mission shapes the attitudes and the actions that drive towards meaningful outcomes.
Via Zero to One: Notes on Startups, or How to Build the Future:
“New technology tends to come from new ventures--startups. From the Founding Fathers in politics to the Royal Society in science to Fairchild Semiconductor's ‘traitorous eight’ in business, small groups of people bound together by a sense of mission have changed the world for the better. The easiest explanation for this is negative: it's hard to develop new things in big organizations, and it's even harder to do it by yourself. Bureaucratic hierarchies move slowly, and entrenched interests shy away from risk.”
One strength of a startup is the ability to actually do work. With other people. Rather than just talk about it, plan for it, and signal about it, a startup can actually make things happen.
“In the most dysfunctional organizations, signaling that work is being done becomes a better strategy for career advancement than actually doing work (if this describes your company, you should quit now). At the other extreme, a lone genius might create a classic work of art or literature, but he could never create an entire industry. Startups operate on the principle that you need to work with other people to get stuff done, but you also need to stay small enough so that you actually can.”
The strength of a startup is new thinking. New thinking is even more valuable than agility. Startups provide the space to think.
“Positively defined, a startup is the largest group of people you can convince of a plan to build a different future. A new company's most important strength is new thinking: even more important than nimbleness, small size affords space to think. This book is about the questions you must ask and answer to succeed in the business of doing new things: what follows is not a manual or a record of knowledge but an exercise in thinking. Because that is what a startup has to do: question received ideas and rethink business from scratch.”
Do you have stinking thinking or do you beautiful mind?
New thinking will take you places.
How To Get Innovation to Succeed Instead of Fail
Management Innovation is at the Top of the Innovation Stack
The Innovation Revolution
The New Competitive Landscape
The New Realities that Call for New Organizational and Management Capabilities
“Remember this: Anticipation is the ultimate power. Losers react; leaders anticipate.” – Tony Robbins
Have you ever noticed how some leaders have a knack for "the art of the possible" and for making it relevant to the current landscape?
They are Visionary Leaders and they practice Visionary Leadership.
Visionary Leaders inspire us and show us how we can change the world, at least our slice of it, and create the change we want to be.
Visionary Leaders see things early and they connect the dots.
Visionary Leaders luck their way into the future. They practice looking ahead for what's pertinent and what's probable.
Visionary Leaders also practice telling stories. They tell stories of the future and how all the dots connect in a meaningful way.
And they put those stories of the future into context. They don't tell disjointed stories, or focus on flavor-of-the-month fads. That's what Trend Hoppers do.
Instead, Visionary Leaders focus on meaningful trends and insights that will play a role in shaping the future in a relevant way.
Visionary leaders tell us compelling stories of the future in a way that motivates us to take action and to make the most of what's coming our way.
Historians, on the other hand, tell us compelling stories of the past.
They excite us with stories about how we've "been there, and done that."
By contrast, Visionary Leaders win our hearts and minds with "the art of the possible" and inspire us to co-create the future, and to use future insights to own our destiny.
And Followers, well, they follow.
Not because they don't see some things coming. But because they don't see things early enough, and they don't turn what they see into well-developed stories with coherence.
If you want to build your capacity for vision and develop your skills as a Visionary Leader, start to pay attention to signs of the future and connect the dots in a meaningful way.
With great practice, comes great progress, and progressing even a little in Visionary Leadership can make a world of difference for you and those around you.
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10 Free Leadership Skills for Work and Life
10 Leadership Ideas to Improve Your Influence and Impact
Emotional Intelligence is a Key Leadership Skill
If your team or company isn’t thriving with innovation, it’s not a big surprise.
In the book, Ten Types of Innovation: The Discipline of building Breakthroughs, Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn explain what holds innovation back.
Goofy innovation techniques are at least one part of the puzzle.
What holds innovation back is that many people still use goofy innovation techniques that either don’t work in practice, or aren’t very pragmatic. For example “brainstorming” often leads to collaboration fixation.
Via Ten Types of Innovation: The Discipline of building Breakthroughs:
“Part of the Innovation Revolution is rooted in superior tradecraft: better ways to innovate that are suited for tougher problems. Yet most teams are stuck using goofy techniques that have been discredited long ago. This book is part of a new vanguard, a small group of leading thinkers who see innovation as urgent and essential, who know it needs to be cracked as a deep discipline and subjected to the same rigors as any other management science.”
The good news is that there are many innovation techniques that do work.
If you’re stuck in a rut, and wondering how to get innovation going, then abandon the goofy innovation techniques, and cast a wider net to find some of the approaches that actually do. For example, Dr. Tony McCaffrey suggests “brainswarming.” (Here is a video of brainswarming.) Or check out the book, Blue Ocean Strategy, for a pragmatic approach to strategic market disruption.
Innovate in your approach to innovation.
No Slack = No Innovation
The Myths of Business Model Innovation
Some people specialize in a narrow domain. They are called specialists because they focus on a specific area of expertise, and they build skills in that narrow area.
Rather than focus on breadth, they go for depth.
Others focus on the bigger picture or connecting the dots. Rather than focus on depth, they go for breadth.
Or do they?
It actually takes a lot of knowledge and depth to be effective at integration and “connecting the dots” in a meaningful way. It’s like being a skilled entrepreneur or a skilled business developer. Not just anybody who wants to generalize can be effective.
True integration specialists are great pattern matchers and have deep skills in putting things together to make a better whole.
I was reading the book Business Development: A Market-Oriented Perspective where Hans Eibe Sørensen introduces the concept of an Integrating Generalist and how they make the world go round.
I wrote a post about it on Sources of Insight:
The Integrating Generalist and the Art of Connecting the Dots
Given the description, I’m not sure which is better, the Integration Specialist or the Integrating Generalist. The value of the Integrating Generalist is that it breathes new life into people that want to generalize so that they can put the bigger puzzle together. Rather than de-value generalists, this label puts a very special value on people that are able to fit things together.
In fact, the author claims that it’s Integrating Generalists that make the world go round.
Otherwise, there would be a lot of great pieces and parts, but nothing to bring them together into a cohesive whole.
Maybe that’s a good metaphor for the Integrating Generalist. While you certainly need all the parts of the car, you also need somebody to make sure that all the parts come together.
In my experience, Integration Generalists are able to help shape the vision, put the functions that matter in place, and make things happen.
I would say the most effective Program Managers I know do exactly that.
They are the Oil and the Glue for the team because they are able to glue everything together, and, at the same time, remove friction in the system and help people bring out their best, towards a cohesive whole.
It’s synergy in action, in more ways than one.
Anatomy of a High-Potential
E-Shape People, Not T-Shape
Generalists vs. Specialists
I’m a fan of monthly plans for meaningful work.
Whether you call it a task list or a To-Do list or a product backlog, it helps to have a good view of the things that you’ll invest your time in.
I’m not a fan of everybody trying to make sense of laundry lists of cells in a spreadsheet.
Time changes what’s important and it’s hard to see the forest for the trees, among rows of tasks that all start to look the same.
One of the most important things I’ve learned to do is to map out work for the month in a more meaningful way.
It works for individuals. It works for teams. It works for leaders.
It’s what I’ve used for Agile Results for years on projects small and large, and with distributed teams around the world. (Agile Results is my productivity method introduced in Getting Results the Agile Way.)
A picture is worth a thousand words, so let’s just look at a sample output and then I’ll walk through it:
What I’ve found to be the most effective is to focus on a plan for the month – actually take an hour or two the week before the new month. (In reality, I’ve done this with teams of 10 or more people in 30 minutes or less. It doesn’t take long if you just dump things fast on the board, and just keep asking people “What else is on our minds.”)
Dive-in at a whiteboard with the right people in the room and just list out all the top of mind, important things – be exhaustive, then prioritize and prune.
You then step back and identify the 3 most important outcomes (3 Wins for the Month.)
I make sure each work item has a decent name – focused on the noun – so people can refer to it by name (like mini-initiatives that matter.)
I list it in alphabetical by the name of the work so it’s easy to manage a large list of very different things.
That’s the key.
Most people try to prioritize the list, but the reality is, you can use each week to pick off the high-value items. (This is really important. Most people spend a lot of time prioritizing lists, and re-prioritizing lists, and yet, people tend to be pretty good prioritizing when they have a quick list to evaluate. Especially, if they know the priorities for the month, and they know any pressing events or dead-lines. This is where clarity pays off.)
The real key is listing the work in alphabetical order so that it’s easy to scan, easy to add new items, and easy to spot duplicates.
Plus, it forces you to actually name the work and treat it more like a thing, and less like some fuzzy idea that’s out there.
I could go on and on about the benefits, but here are a few of the things that really matter:
I find a plan for the month is the most useful. If you plan a month well, the weeks have a better chance of taking care of themselves. But if you only plan for the week or every two weeks, it’s easy to lose sight of the bigger picture, and the next thing you know, the months go by. You’re busy, things happen, but the work doesn’t always accrue to something that matters.
This is a simple way to have more meaningful months.
I also can’t say it enough, that it’s less about having a prioritized list, and more about having an easy to glance at map of the work that’s in-flight. I’m glad the map of the US is not a prioritized list by states. And I’m glad that the states are well named. It makes it easy to see the map. I can then prioritize and make choices on any trip, because I actually have a map to work from, and I can see the big picture all at once, and only zoom in as I need to.
The big idea behind planning tasks and To-Do lists this way is to empower people to make better decisions.
The counter-intuitive part is first exposing a simple view of the map of the work, so it’s easy to see, and this is what enables simpler prioritization when you need it, regardless of which prioritization you use, or which workflow management tool you plug in to.
And, nothing stops you from putting the stuff into spreadsheets or task management tools afterwards, but the high-value part is the forming and storming and conforming around the initial map of the work for the month, so more people can spend their time performing.
May the power of a simple information model help you organize, prioritize, and optimize your outcomes in a more meaningful way.
If you need a deeper dive on this approach, and a basic introduction to Agile Results, here is a good getting started guide for Agile Results in action.
It was the best of times, it was the worst of times …
It’s not A Tale of Two Cities. It’s a tale of the Innovation Revolution.
We’ve got real problems worth solving. The stakes are high. Time is short. And abstract answers are not good enough.
In the book, Ten Types of Innovation: The Discipline of building Breakthroughs, Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn explain how it is like A Tale of Two Cities in that it is the worst of time and it is the best of times.
But it is also like no other time in history.
It’s an Innovation Revolution … We have the technology and we can innovate our way through radical transformation.
We’ve got some real problems to solve, whether it’s health issues, poverty, crime, or ignorance. Duty calls. Will innovation answer?
“People expect very little good news about the wars being fought (whether in Iraq, Afghanistan, or on Terror, Drugs, Poverty, or Ignorance). The promising Arab Spring has given way to a recurring pessimism about progress. Gnarly health problems are on a tear the world over--diabetes now affects over eight percent of Americans--an other expensive disease conditions such as obesity, heart disease, and cancer are also now epidemic. The cost of education rises like a runaway helium balloon, yet there is less and less evidence that it nets the students a real return on their investment. Police have access to ever more elaborate statistical models of crime, but there is still way too much of it. And global warming, steadily produces more extreme and more dangerous conditions the world over, yet according to about half of our elected 'leaders,' it is still, officially, only a theory that can conveniently be denied.”
Innovation has been answering. There have been amazing innovations heard round the world. It’s only the beginning for an Innovation Revolution.
“And yet ...
We steadily expect more from our computers, our smartphones, apps, networks, and games. We have grown to expect routine and wondrous stories of new ventures funded through crowdsourcing. We hear constantly of lives around the world transformed because of Twitter or Kahn Academy or some breakthrough discovery in medicine. Esther Duflo and her team at the Poverty Action Lab at MIT keep cracking tough problems that afflict the poor to arrive at solutions with demonstrated efficacy, and then, often the Gates Foundation or another philanthropic institution funds the transformational solution at unprecedented scale.
Storytelling is in a new golden age--whether in live events, on the radio, or in amazing new television series that can emerge anywhere in the world and be adapted for global tastes. Experts are now everywhere, and shockingly easy and affordable to access.
Indeed, it seems clear that all the knowledge we've been struggling to amass is steadily being amplified and swiftly getting more organized, accessible, and affordable--whether through the magic of elegant little apps or big data managed in ever-smarter clouds or crowdfunding sites used to capitalize creative ideas in commerce or science.”
The pace of change and the size of change will accelerate exponentially as the forces of innovation rally together.
“One way to make sense of these opposing conditions is to see us as being in a time of radical transformation. To see the old institutions as being challenged as a series of newer, more agile ones arise. In history, such shifts have rarely been bloodless, but this one seems to be a radical transformation in the structure, sources, and nature of expertise. Indeed, among innovation experts, this time in one like no other. For the very first time in history, we are in a position to tackle tough problems with ground-breaking tools and techniques.”
It’s time to break some ground.
Join the Innovation Revolution and crack some problems worth solving.
Innovation Life Cycle
The Drag of Old Mental Models on Innovation and Change
“Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business.” – Peter Drucker
I’m diving deeper into patterns and practices for innovation.
Along the way, I’m reading and re-reading some great books on the art and science of innovation.
One innovation book I’m seriously enjoying is Ten Types of Innovation: The Discipline of building Breakthroughs by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn.
Right up front, Larry Keeley shares some insight into the journey to this book. He says that this book really codifies, structures, and simplifies three decades of experience from Doblin, a consulting firm focused on innovation.
For more than three decades, Doblin tried to answer the following question:
“How do we get innovation to succeed instead of fail?”
Along the journey, there were a few ideas that they used to bridge the gap in innovation between the state of the art and the state of the practice.
Here they are …
Larry Keeley and his business partner Jay Doblin, a design methodologist, always balanced three dimensions of innovation: a theoretical side, an academic side, and an applied side.
“Over the years we have kept three important dimensions in dynamic tension. We have a theoretical side, where we ask and seek real answers to tough questions about innovation. Simple but critical ones like, 'Does brainstorming work?' (it doesn't), along with deep and systemic ones like, 'How do you really know what a user wants when the user doesn't know either?' We have an academic side, since many of us are adjunct professors at Chicago's Institute of Design and this demands that we explain our ideas to smart young professionals in disciplined, distinctive ways. And third, we have an applied side, in that have been privileged to adapt our innovation methods to many of the world's leading global enterprises and start-ups that hanker to be future leading firms.”
Innovation is a balance and blend of analysis and synthesis. Analysis involves tearing things down, while synthesis is building new things up.
“From the beginning, Doblin has itself been interdisciplinary, mixing social sciences, technology, strategy, library sciences, and design into a frothy admixture that has always tried to blend both analysis, breaking tough things down, with synthesis, building new things up. Broadly, we think any effective innovation effort needs plenty of both, stitched together as a seamless whole.”
Game-changing innovation is an orchestration of the ten types of innovation.
“The heart of this book is built around a seminal Doblin discovery: that there are (and have always been) ten distinct types of innovation that need to be orchestrated with some care to make a game-changing innovation.“
The main idea is that innovation fails if you try to solve it with just one dimension.
You can’t just take a theoretical approach, and hope that it works in the real-world.
At the same time, innovation fails if you don’t leverage what we learn from the academic world and actually apply it.
And, if you know the ten types of innovation, you can focus your efforts more precisely.
I’m always on the hunt for people that do what makes them come alive.
Artists in particular are especially interesting for me, especially when they are able to do what they love.
I’ve known too many artists that lived painful lives, trying to be an artist, but never making ends meet.
I’ve also known too many artists that lived another life outside of art, but never really lived, because they never answered their calling.
I believe that in today’s world, there are a lot more options for you to live life on you terms.
With technology at our fingertips, it’s easier to connect with people around the world and share your art, whatever that may be.
On Sources of Insight, I’ve asked artist Rebecca Tsien to share her story:
Why I Draw People and Animals
It’s more than a story of a digital artist. It’s a journey of fulfillment.
Rebecca has found a way to do what she loves. She lives and breathes her passion.
Maybe her story can inspire you.
Maybe there’s a way you can do more art.
Business model innovation has a couple of myths.
One myth is that business model innovation takes big thinking. Another myth about business model innovation is that technology is the answer.
In the book, The Business Model Navigator, Oliver Gassman, Karolin Frankenberger, and Michaela Csik share a couple of myths that need busting so that more people can actually achieve business model innovation.
Business model innovation does not need to be “big bang.” It can be incremental. Incremental changes can create more options and more opportunities for serendipity.
Via The Business Model Navigator:
“'Business model innovations are always radical and new to the world.' Most people associate new business models with the giants leaps taken by Internet companies. The fact is that business model innovation, in the same way as product innovation, can be incremental. For instance, Netflix's business model innovation of mailing DVDs to customers was undoubtedly incremental and yet brought great success to the company. The Internet opened up new avenues for Netflix that allowed the company to steadily evolve into an online streaming service provider.”
It’s not technology for technology’s sake. It’s applying technology to revolutionize a business that creates the business model innovation.
“'Every business model innovation is based on a fascinating new technology that inspires new products.' The fact is that while new technologies can indeed drive new business models, they are often generic in nature. Where creativity comes in is in applying them to revolutionize a business. It is the business application and the specific use of the technology which makes the difference. Technology for technology's sake is the number one flop factor in innovation projects. The truly revolutionary act is that of uncovering the economic potential of a new technology.”
If you want to get started with business model innovation, don’t just go for the home run.
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