Sunday, February 12, 2017

Podcast Episode 4 Show Notes - Developing & Managing Products & Services with Sengul and Kubacki

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
    • Kubacki
      • 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
    • Andrew
      • 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
    • Veal
      • 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?
    • Eric
      • 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
    • Andrew
      • 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
    • Steve
      • 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
        • https://en.wikipedia.org/wiki/Negentropy
  • Part 3 - Planning and design
    • Eric
      • 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
    • Andrew
      • 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
    • Christian
      • How effective your planning is depends on your experience of what you are trying to plan
    • Steve
      • 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

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