X : How do you change an organisation?
Me : New executive? Existing organisation?
X : Yes and yes
Me : Hit the ground running, you have 100 days to get things moving and overcome any existing inertia.
X : It has been 160 days.
Me : Get acquired?
X : Acquired?
Me : A new exec to hit the ground running. They have 100 days ...
X : Are you just saying that's it?
Me : You're part of the inertia. You could hire expensive change consultants. It'll make you feel good.
X : Not very helpful.
Me : Well, you're now the problem.
X : But look at Satya Nadella?
Me : Hit the ground running.
X : Jeff Bezos.
Me : Exception that proves the rule. It take incredible fortitude of will to do this, a singular strong and long term focus. Lots of people like to believe they have this, not many do.
X : I have this.
Me : Evidence suggests otherwise.
X : What evidence?
Me : You're asking me what to do. Play to your strengths, if you're beyond that 100 days then look towards efficiency of what you have. Just try and run it better or get acquired if change is needed.
X : Is this an example of your "want" vs "needs"?
Me : You "want" me to give you a magic answer to your problems. What you "need" is a bit of honesty to the situation you're in and what you can do.
X : I'm not sure I like this.
Me : The point where the conversation normally ends.
X : How many times do you get shown the door?
Me : More times than I care to remember. It's usually politely done with the phrase "that's interesting" which means "I'm going to ignore whatever you've said, please leave, never darken my door again".
X : You don't seem to care?
Me : I do. It's a waste of your time and my time. But long ago, I went through an experience of getting fired all the time, thinking life was over and moving on. I gained tough skin and adaptability. Without this, I wouldn't have banged on about mapping for the last 16 years.
X : I like your mapping stuff.
Me : Thank you and it has a small and growing following. But, 16 years ago, the overwhelming majority in business thought it was just nonsense, gibberish and a waste of time. Ditto serverless, cloud, open source, ditto ... mapping culture ...
... I'm very used to being told that I talk nonsense, that I'm wrong, that I'm misguided and how this or that thought leader told them "blah, blah, blah and yes you can have the future just like the past and you don't need to change".

It comes with the turf.
X : Doesn't that affect your state of mind?
Me : Ah, the more I'm told it's nonsense and the more it turns out not to be? This does raise a concern that I might start believing in myself. It just means more work for me double checking myself. It's helpful to be wrong as well ..
... I used to use the "cup of tea" bets where I'd push ideas into the world of individual actors actions (not aggregated market effects) and be wrong. It's good to know your limits and constantly question yourself. You can cheat a little bit but no-one can "know" the future.
X : You're wrong about brexit.
Me : I get told that a lot. But there is an opportunity as power shifts from West to East to create that global trading nation from the America to Asia, from Africa to Europe. It's important, especially since protectionism has been on the rise.
X : So, you think this Gov can do that?
Me : A future Gov. The opportunity exists, it's just short lived.
X : Why not this Gov?
Me : 403 days have passed. Let us just focus on getting through the pandemic preferably well before the next election.
X : Don't you think the vaccine ...
Me : I'd rather we just concentrate on getting through the pandemic which also means test, test, test and isolate. The long term issues from this, the long term care, the impacts from stress - bbc.com/news/av/health… - are all horrendous.
X : You're in favour of lockdown?
Me : Yes. Until we get some sort of control. Stay at home, wear a mask, wash regularly, disinfect surfaces, keep the pets indoors, act as if you've got it.
X : Pets?
Me : Human to feline transmission? cdc.gov/coronavirus/20…
X : You're kidding?
Me : No. At this moment, we just don't know i.e. in medical terms we have "no evidence that animals play a significant role". This came up last August - nejm.org/doi/full/10.10… - does it really hurt to keep moggy indoors for a couple of months?

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More from @swardley

19 Jan
"Fifty-nine percent of those polled said they believed China will become more powerful than the U.S. within 10 years" - politico.eu/article/1-in-3… ... I hate to break it to you but it already is in many areas.
When I published this work (originally from 2015) - - I did tend to get a lot of pushback from US folk when presenting it.

Six years later, less so. Image
I expect China to start to tackle inequality this year. It's the Achilles heel of the West. We have no response, nor Governments with the required skill, strategy or practice to respond.

We will ultimately face a more advanced, more wealthy and more equal society ...
Read 16 tweets
19 Jan
Currently working on Virbela on one screen (with a Miro board) whilst on the other screen Twitter + Teams displays incoming messages. The strange mix of virtual immersion and more "traditional" digital.

I think I'm going to need a third screen.
X : What do you need the third screen for?
Me : I like to compartmentalise flows of information. What I'm thinking is immersion (virbela, miro), traditional (twitter + teams) and legacy (email + video conferencing) divide.
X : You think zoom is legacy?
Me : First online conference that I took part in was around 2007. I know people are being forced into this world (due to the isolation economy) and yes, I find the tool useful ... hell, when it comes to tools, I even have Vim on my desktop but ...
Read 4 tweets
16 Jan
X : Do you not like any Conservatives?
Me : Of course I do. Being Old Labour (Socialist), I have a closer affinity to many One Nation Tories than I do with Blairites, Thatcherites or Communists. Vice versa One Nation. We value the market as a tool, society matters more.
X : So you think the current One Nation Gov is ok?
Me : Most of the One Nation Conservatives were kicked out of the party. Largesse with the Gov purse in a "Chumocracy" is not what Disraeli meant by "One Nation".
X : I don't understand the point you're making?
Me : Both parties - Labour and Conservative - have tended to be broad churches. You'll often find agreement within groups from multiple parties and infighting between groups within a party.
Read 14 tweets
16 Jan
X : Regarding your culture map
Me : This?
X : Yes
Me : It's imperfect (being a map) and wrong (being a model) but hopefully, it's useful.
X : Not my point. It's the axis ...
... I thought the axis was genesis, custom, product and commodity?
Me : Technically, the axis is stage 1, 2, 3 and 4. I just add labels from the analysis that defined the stages because "stages" are fairly meaningless to most.

You can mix and match any of the labels,
X : Mix and match?
Me : Yep, pick any one from stage 1, any one from stage 2 etc. The stages remain the same, the characteristics of the stages remain the same, the axis remains the same. These are just labels.
Read 4 tweets
14 Jan
Hmmm...

DevOps, it's culture not cloud.
Agile, it's culture not project methodology.
Open Source, it's culture not sharing code.
Cloud Native, it's culture not containers.

Ok, define culture. No hand waving allowed.

->
To explain the issue, all of these memes are a collection of practices, some of which are universally useful principles (think doctrine) whilst many are context specific. Even those universally useful ones (doctrine) barely scratch the surface of what culture is.
There is a reason why anthropologists have tried to define culture for over 100 years and still not come to an agreement.

Is it
a) they're lazy
b) they're daft
c) it's bloody hard.
Read 16 tweets
14 Jan
X : We need to adapt to our new reality.
Me : A question?
X : Should we start with organisation or operating model first?
Me : Neither. Start with doctrine i.e. basic principles of your company. This will lead you to landcape which will lead you to structure + operating model.
X : Don't we need to get the structure right though?
Me : Structure against what? If you don't understand the landscape that you operate in then how do you structure around it? How do you decide what your operating model is? Awareness comes first and that needs those principles.
X : Explain?
Me : Pretend you're running a tea shop (I'm a Brit, I like tea shops). First thing you need to do is to know who your users are - the public, the business for example (there are more like regulators etc).
Read 13 tweets

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