Friday, December 28, 2018

The need for Ad hoc, Autonomous Business Entities for Disruptive Innovation

One of the lessons of the disruptive innovation research is that when a business requires a new business model, i.e. new processes, new resources and new values, it must be lodged in an ad-hoc, autonomous entity. Building the disruptive venture within the same organization will simply lead to the same result as Nokia: it will fail, swallowed by the power of the existing model, and it won't be for lack of trying. Millions, if not billions of dollars will add to form, but won't deliver actual goods.

Silberzahn

Cargo cult start-ups and cargo cult agility...

Adding a foosball in your lobby won't make you a startup company anymore than building wooden planes recreated the flow of American goods in Guinea sixty years ago. - Silberzahn

Cargo Cult

A superstitious belief that practicing rituals or adopting certain practices will bring in the desired results. Often used in the context of Agile and Digitalization. Companies keen on seeing the lofty goals of agility and ditalization, mimic the practices (Hiring thousands of software programmers doesn't make you a software company -- example Nokia, which failed to make the transition from hardware to software; another example is hiring tens of Agile consultants, Coaches and practicing Agile rituals hoping to reimagine a new world of rapid feedback and value delivery!) 

"Soon after WWII, anthropologists in New Guinea noticed an unusual phenomenon: tribes deep in the interior of the country were building full-sized ritual airfields and airplanes out of bamboo, grass, etc. 

Anthropologists soon discovered that withdrawal of military forces had created a scarcity of modern technological goods, and the tribes, under the influence of so-called “Cargo Cult prophets”, were converting communities’ desires for these possessions into the external forms that had brought them in the past. 

The hope that these prophets shared with their followers was that if the correct external forms were present, the actual goods associated with them would arrive." - Forbes.

Wednesday, December 26, 2018

Effectuation

Effectuation is the the processes of opportunity identification and new venture creation...

https://philippesilberzahneng.wordpress.com/2017/10/16/effectuation-how-entrepreneurs-really-think-and-act/


Transformation - distinguishing between strategy and execution

  • One of the worst mistakes of transformation is distinguishing between strategy and execution.
  • Strategy is designed by the executive management in collaboration with premier consulting firm, and Execution is delegated to second-rung consulting firm, as an after thought.
  •  The strategy thus is a romantic and mechanistic conception. 
  • It soon turns out to be - "Our transformation strategy is perfectly clear, but we had a big execution problem",
  • This leads to stalling of transformations in large companies and causes a strong push from the top management and strong tensions within the middle management.
  • The strategy is not executed because it is not a true reflection of the capabilities of the organization. 
  • If strategy execution is a problem, then execution is a strategic issue that strategic thinking has wrongfully ignored.
  • To distinguish Strategy from Execution is to exempt top management of any responsibility in the transformation. 
Courtesy: Philippe Silberzahneng

Visualizing Next Word Prediction - How to LLMs Work?

 https://bbycroft.net/llm