Exponential Organizations ExO achieve creative destruction using disruptive technology. This book gives an insight in how to become an ExO. Continue reading Book review: Exponential organizations
From Vängåvan to Kungsträdgården by Jan Wallander is more than ever on top of the agenda in view of the need for new agile organizational forms to be developed and disseminated.
From Vängåvan to Kungsträdgården: Decentralisation – Ideals and Reality by Jan Wallander was published in 1991. It is perhaps a bit late to make a review, however, the thoughts and ideas of Wallander are more important than ever. Companies with top-down management and hierarchical business culture are no longer competitive. It is necessary to develop and disseminate new and more agile and dynamic organizational forms.
The past weeks backward economic development in Europe and America is observed both by researchers and journalists. Stefan Fölster wrote a debate article in the Swedish newspaper Dagens Industri (Today’s industry) on 10 September arguing that the Swedish industrial production fell by 10 percent in the past five years. The day after, this was discussed in the editorial “Defensive Large Companies Suffocate Innovation” of the same newspaper. The editorial makes references to, for instance, an article in The New York Review of Books called What is Wrong with the West’s Economies? by Edmund Phelps.
Is tesla disruptive? In an article that attracted much attention in Harvard Business Review the question was posed on how disruptive Tesla actually is. The reply was, not at all.
The concept of disruptive technology was coined by Clayton Christensen in the book The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. In the book, Christensen shows how new technology often starts off as a “poorer” and cheaper alternative to the existing solution.
However, the new technology is getting better over time, and as prices are lowered, the existing companies are overthrown. An often repeated example on disruptive technology is how the mainframe was substituted by the minicomputers, which then in turn was ousted by the PC.
According to new research from Lund University, research and development innovations are declining and productivity within Sweden’s technology companies is slowing.
An innovation is created when a new product comes on the market and changes a particular pattern. A smartphone is an example of an innovation which changed the market for mobile phones and which is currently leading to change within many other markets. This important difference shows how an innovation isn’t the same as an invention.
You might be able to say that Ericsson and Nokia invented the smartphone yet Apple was responsible for the smartphone innovation because they understood how the invention could be commercialized.
The Handelsbanken Way. Handelsbanken has for several decades been Sweden’s most profitable bank. What makes The Handelsbanken Way so successful?
Volumes have been written in Sweden about Toyota and The Toyota Way. Employees at Japanese Toyota have developed interesting methods to handle uncertainty. However, Handelsbanken in Sweden has developed its own method: The Handelsbanken Way.
Agile product development is the ability to impact the market, utilize this impact and to have the ability to make use of new opportunities appearing in the marketplace.
In this article I will define agile product development. I will start with a definition of product development, followed by a short history of the term agile. Finally I’ll describe how the different strands of development of agile converge in Pulse.
According to the current norms it’s necessary to have a product development process. An online search results in several images of what one may look like and all of them are noticeably similar: product development is depicted as a conveyor belt in which every step of the process is defined in advance. Why?
Pulse meetings are short, daily standing meetings where a team plans their work with the help of a Pulse board. Pulse meetings are more interesting and more effective than standard meetings.
Pulse Meetings for Planning and Managing
Pulse meetings are a way to plan, organize and manage an organization. Instead of following traditional management philosophies, by holding Pulse meetings it’s possible to utilize the variety and uncertainty that exist in an organization. Pulse meetings are based on the lean principles of visual planning and fault tolerance (from the concept of jidoka). A Pulse board is required to hold a Pulse meeting.
Lean is a method of working that relies on decentralized and self-organized teams. Sociotechnology and lean are closely related.
A lot of criticism has been levied at lean for causing stress and contributing to a negative working environment. Some Swedish researchers link lean with a reborn form of Taylorism. One reason for this criticism is that a lot of what is marketed under the label lean in reality comes from Taylorism and bureaucratic traditions. The result of this is documented in the book Lean i Arbetslivet (translation: Lean At Work).