Sunday, February 12, 2017

Episode 4 - Business Skill 2 - Develop and Manage Products and Services - Part 1

AppsJack Podcast Episode 4 - Developing & Managing Products and Services

Recorded 2/11/17 in West Seattle

On the show

  • Eric Veal
  • Andrew Sengul
  • Christian Harris
  • Steven Kubacki


Part 1 - Butterfly effects

  • How do small changes and decisions ultimately create huge changes down the road
  • Need to innovate and change, continuous transformation is required



  • Past behavior predicts future behavior
  • A person's ego needs to be fairly flexible
  • Compartmentalization
  • Chaos and non-linear dynamics
  • People want to eliminate and reduce conflict
  • Idea of random eliminatation of people within a company
  • Fear of failure



  • Example by Andrew of a single checkbox feature that crashed an entire system
  • Examples of the C: drive, NT, DOS and other legacy with in Microsoft
  • Q-DOS
  • Local Maximums work for a time and place but there's something better out there
  • Ego
  • "Very happy crews tend to produce very bland films"
  • Gravity well effect



  • Seduced by Success
  • Dead & Bloated vs. Struggling Entrepreneur scenarios
  • GM almost went bankrupt
  • Organizations build up inertia and baggage and legacy that prevents them from being successful now
  • Backward compatibility has held Microsoft back


Part 2 - Fixing Messes

Q: Can you think of any cases you had to clean up?


  • Acuson purchased by Siemens and the following merger
  • What are the challenges we see people facing today?
  • Competing forces of innovation
  • People are trying to develop things
  • People perceive development differently
  • Incubators and accelerators like Y Combinator to nurture
  • Feedback is a learned response, an interaction between the object and context
  • Sometimes you need to retract and shrink



  • How entities connect with the public
  • Trump bypassing the media
  • There are those who want to develop and others who want to simply preserve statis
  • Entropy is part of any process



  • The more centralized and larger, the less flexible, adaptable and the more moribund
  • GE has a knack of creating new companies within itself
  • Negentropy
    • Systems are constantly building and getting larger

Part 3 - Planning and design


  • Planning is really boring
  • Want a balanced view across the portfolio
  • Need agile mindset
  • If we are trying to create balanced organizations, then why don't we design them that way?
  • Flexibility/Non-Linear/Yin/Chaos/Manual/Dynamic/Random vs. Control/Linear/Yang/Order/Automated/Programatic/Planned
  • Hire a random person



  • Planning is a way of life
  • Scenario Engine
  • Helps to do many things at once and have multiple projects in many phases
  • Agile and Scrum can be quite bureacratic
  • Order and Chaos each has a seed of the other
  • Ask people to look at something from the perspective of a different person
  • Psychodrama
  • Fictional conversations



  • How effective your planning is depends on your experience of what you are trying to plan



  • Linear and non-linear intertwining
  • Planning is linear
  • The bias in many organizations is to move toward planning and linearity
  • How do you offset this tendency for bureaucracy?
  • Doing the opposite or "not-doing" is good to break the "linear set"
  • Example of Google's 20% time for innovation
  • Let go of the old and let the new arise
  • The pretending becomes automatic


Check out this episode!