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Copyright © 2011 SolutionsIQ. All rights reserved.
February 17, 2012Agile India 2012
Confronting Business Uncertainty
Copyright © 2011 SolutionsIQ. All rights reserved.
Speaker Introduction: Charlie Rudd
CEO of SolutionsIQ An Agile company that provides comprehensive Agile solutions for consulting, training, development and recruiting.
Copyright © 2011 SolutionsIQ. All rights reserved.
How do we get to Agile portfolio management?
• Agile adoption requires a shift in prevailing attitudes and culture
• The big payout of Agile adoption is Agile portfolio management
• Agile portfolio management requires that IT and the business are super-aligned
• Alignment requires shared values and culture
Traditional ValuesAgile Values
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The case for Agile management principles
• If Agile works well with software development because its uncertain, then maybe Agile can help us manage other kinds of uncertainty, including management or business uncertainty
• To achieve that aim we would need to abstract Agile management principles
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Two conceptual pillars: focus on Complexity
Lean Complexity
Agile practices
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Work
Practices & governance
Management principles
World view
Traditional business culture: where does uncertainty fit?
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Frank Knight: Risk vs. Uncertainty
Frank Knight (1885-1972), Economist, University of ChicagoDistinguished between risk and uncertainty
UncertaintyRisk
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Risk
• Faced with unknown outcomes but known probability distributions (e.g., dice roll)
• Maximize likely utility by calculating expected value• Basis of classic risk management techniques• Basis for “rational” decision-making• Basis for traditional business case
decision-making
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Uncertainty
• Like risk, faced with unknown outcomes but unlike risk also unknown probability distributions
• Since no way to quantify expected value, classic risk management does not apply
• Avoiding uncertainty is prudent• Embracing it is irrational
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The risk-analytic world view
1776
1911
1971
2000
1921 1944
1900
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CertaintyUncertainty Risk
Risk analytic world: uncertainty is lack of knowledge
KnownUnpredictable outcomes
Predictable outcomes
?? ?
?
??
?
?
??
?
?
?? ?
??
?
???
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Risk analytic world: Knowledge
• Objective, enduring facts • That fit into causal
relationships to:– Estimate risk – Make predictions
• There is one and only one right answer
• Different people will draw the same conclusion
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Risk analytic world: people
+3
-1+2
People are pretty much the same• Rational• Self-interested • autonomous agents • Utility optimizing machines
Sources of variance• Individual differences• Emotion
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Risk analytic world: social
$1000000
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Risk analytic world: work
Manufacturing is the operating paradigmLabor • commoditized • fungible
The fungible work machine
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The risk-analytic world view
World: subject to rational inquiry & logical analysis. Risk can be measured & managed. Uncertainty should & can be avoided. Knowledge: facts endure and accumulate; uncertainty is the absence of facts.People: rational agents bent upon optimizing utilityWork: manufacturing, production-oriented; fungible; focused on optimization (Agile Project Management, Jim Highsmith)
Copyright © 2011 SolutionsIQ. All rights reserved.
Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic world view
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Risk-analytic management principles
• Identify best solution• Centralize information &
management decisions • Do it right the first time• Apply external constraints
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The risk-analytic business philosophy
3 - Production
Facts
Facts
2 – Centralized planning
1 – Centralized Evaluation
Best Solution
Economies of scale
Do it right the first time
Objective: optimize Style: algorithmic
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CertaintyUncertainty Risk
Risk-analytic world: avoid uncertainty
Inside the zone of rational inquiry
Outside the zone of rational inquiry
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Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic management principles
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CertaintyUncertainty Risk
Risk analytic world: business initiatives
Start End
• Start at a position of manageable risk • Path to business value is clear • Outcome obtained is the one predicted
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Risk-analytic business case
1. Identify a potential opportunity2. Gather facts, make assumptions, run scenarios 3. Estimate likely return, if threshold met4. move forward
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.5 years 2 years1.5 years1 year
$1.5 m$1.5 m$6 m $1.5 m $1.5 m
Risk-analytic program management
1. Set charter2. Produce comprehensive specification 3. Produce comprehensive plan 4. Implement plan
I
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1. Set charter2. Produce comprehensive specification 3. Produce comprehensive plan4. Implement Plan
Risk-analytic program management
2 years.5 years 1 year 1.5 years
I
I I
II
$1.5 m$6 m
Copyright © 2011 SolutionsIQ. All rights reserved.
1. Set charter2. Produce comprehensive specification 3. Produce comprehensive plan4. Implement Plan
Risk-analytic program management
2 years.5 years 1 year 1.5 years
I
I I
II
$1.5 m$1.5 m$6 m $1.5 m $1.5 m
Copyright © 2011 SolutionsIQ. All rights reserved.
1. Set charter2. Produce comprehensive specification 3. Produce comprehensive plan4. Implement Plan
Risk-analytic program management
2 years.5 years 1 year 1.5 years
I
I I
II
$1.5 m$1.5 m$6 m $1.5 m $1.5 m
Copyright © 2011 SolutionsIQ. All rights reserved.
1. Set charter2. Produce comprehensive specification 3. Produce comprehensive plan4. Implement Plan
Risk-analytic program management
2 years.5 years 1 year 1.5 years
I
I I
II
$1.5 m$1.5 m$6 m $1.5 m $1.5 m
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1. On budget 2. On time 3. 100% specification compliant
The way its supposed to work!
Ain't it great?
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Risk-analytic governance
3 - Production
Facts
Facts
2 – Centralized planning
Business case
decision
Project charter
Big bang release
Detailed spec & plan
Risk: ManageUncertainty: Avoid
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Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic practices & governance
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Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture
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Certainty
Risk-analytic business philosophy
Uncertainty Risk
• Competition gradually eliminates low risk opportunities
• Prudence dictates: avoid business uncertainty• Exploit business opportunities where risk &
opportunity can be quantified • Objective inquiry generates business opportunities
X XStart
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But what if it doesn't?
• Today we hear a lot about business uncertainty
• U.S. Corporations are sitting on record amounts of cash because
• Prudence dictates they avoid uncertainty• Why is more investigation not leading to
more risk-managable opportunities?• Are we experiencing an anomoly or
something else?
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What is driving increasing business uncertainty?
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A brief history of technology
Yikes!EnlightenmentStone AgeRenaissanceAncient Greece
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Accelerating rate of technology change
Radios
Personal
Computers
Cell Phones
Color Tele
vision
Basic C
able
VCRs
DVD Players
Internet
Access
DVRs
MP3 Players
Smart
phones0
5
10
15
20
25
30
Number of Years for New Technology to be Adopted by 25% of U.S. Households
# of Years
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Good ole Moore’s law
1970 1972 1974 1978 1982 1984 1989 1993 1996 1999 2000 2003 2004 20070
200,000,000
400,000,000
600,000,000
800,000,000
1,000,000,000
1,200,000,000
1,400,000,000
1,600,000,000
Transistors
Transistors
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As the rate of change goes up…
1950 2011
Rate of Technology Change from 1950-2011
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Product lifecycles shorten
1950 2011
Rate of Technology Change vs. Product Lifecycle
2004 20071971 1974
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Adoption rate of MySpace through 2008
2004 2005 2006 2007 20080
20
40
60
80
100
120
140
160
180
200
MySpace Active Users (per million)
MySpace
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Adoption rates: Facebook vs. MySpace
2004 2005 2006 2007 20080
20
40
60
80
100
120
140
160
180
200
Active Users (per million)
FacebookMySpace
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Adoption rates: Facebook vs. MySpace
2004 2005 2006 2007 2008 2009 2010 20110
100
200
300
400
500
600
Active Users (per million)
FacebookMySpace
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Shorter product lifecycles means shorter return horizons
|--------------------||--------------------------------------------------------------------------|
Investment Expected Return
|--------------------||--------------------------------------------------------|
Investment Return horizon shrinking
|-----------| |-------------------------------|
Investment Expected Return
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• Isn't this just progress? • Not too far from what the enlightenment
predicted, right? • New technology just improves the playing
field and raises expectation for performance. What's wrong with that?
• But then…why are things more uncertain rather than less uncertain
OK, Technology is accelerating. So what?
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Unintended consequences revisted
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• Unintended consequences are unexpected consequences
• By definition they cant be predicted• Generally not part of the business case
calculation• This is different kind of uncertainty than
what Adam Smith predicted
Unintended consequences revisited
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What causes unexpected consequences?
• The platform effectStewart Kaufman
• People (the pesky irrational part)
David Kahneman & Amos Tversky
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First case1. You receive $10002. Choose between the following:
A. 50% chance to win $1000B. $500 for sure
Heuristics and Biases: the framing effect
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Second case1. You receive $20002. Choose between the following:
A. 50% chance to lose $1000B. Lose $500 for sure
heuristics and biases: the framing effect
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1. First case: most people choose A2. Second case: most people choose
B3. Yet from a maximize utility
perspective there is no difference 4. People hate to lose more than
they like to gain
heuristics and biases: risk adversity hard-wired in
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Plenty of other examples • The case of the hungry judges• Defying logic
David Kahneman, first psychologist to receive the nobel prize for Economics
heuristics and biases: we are not utility optimizing machines
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Accelerating rate of tech change, increases rate of unexpected consequences
Conditions Change
Platform effect
People react
Competition responds
Technology change
Unexpected consequences
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More unintended consequences leads to more business uncertainty
Conditions Change
Platform effect
People react
Competition responds
Technology change
Unexpected consequences
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Certainty
Mounting business uncertainty means…
Uncertainty Risk
• Fewer and fewer good bets • However, doing nothing does not protect you • No choice to but to begin investments under
conditions that previously were considered unsafe
X XStartXX
Start
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Business uncertainty is inescapable
• In the risk-analytic world, uncertainty is caused by missing information or faulty reasoning.
• This is different kind of uncertainty. • This is an irreducible uncertainty;• It cant be avoided because it cant be predicted • As technology accelerates unintended
consequences breeds uncertainty like rabbits • disrupting rational-analytic ecology
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Business uncertainty is inescapable
So what are we going to do?
Well…
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Certainty
Why not extend the risk-analytic strategy?
Uncertainty Risk
• Calculating risk has served us well• Let’s apply same techniques but with greater magnitude and
sophistication• Thereby reducing the zone of uncertainty• This is consistent with the degrees of information
perspective
X XXXStart
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The more risk management business case
1. Identify a potential opportunity2. Gather facts, make assumptions, run scenarios 3. Stop before all is known4. What’s riskier? Doing nothing or something?
II I
I
?
?? ?Business case shaky because instability of key variables
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.5 years 2 years1.5 years1 year
$1.5 m$1.5 m$6 m $1.5 m $1.5 m
Shaky business case leads to:• Incomplete, flawed specification• Flawed implementation plan
“More Risk Management” program mgt
I I
I
?
?? ?
?
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1. Spec and plan insufficient as compliance controls2. No good way to modify spec or plan or respond to
emerging conditions3. No easy way to revise contracts and agreements
Yet all the money is spent
$0.0 m
2 years.5 year 1.5 years1 year
$1.5 m$1.5 m $1.5 m $1.5 m
2 years.5 year 1.5 years1 year
Traditional governance now impedes us
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1. Out of time and out of money
2. Key features missing
3. Delivered features not desired (waste built in)
4. Desired technical quality not delivered
Final outcome of the “more risk management” strategy
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When tool does not fit the problem anymore
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Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture
Copyright © 2011 SolutionsIQ. All rights reserved.
Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture
Copyright © 2011 SolutionsIQ. All rights reserved.
Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture
Copyright © 2011 SolutionsIQ. All rights reserved.
Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture
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Certainty
If the risk-analytic world is wrong then…
Uncertainty Risk
What might be right?
X XXXStart
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An alternative world view
199619752000
1927 19621900
19821963
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We've come along way, baby
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Complexity is a management Issue
“…the time has come to broadenthe traditional approach to leadership anddecision making and form a new perspectivebased on complexity science.”
“A Leaders framework for Decision Making,” HBR – David Snowden and Mary E. Boone
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Simple, complicated, complex & chaotic
Simple Chaotic Complex Complicated
Inspired by David Snowden’s Cynefin framework
CertaintyUncertainty Risk
Certain Uncertainty
• Like the risk-analytic world view, each domain has a different position along the certain/uncertainty continuum
• But they also represent different ontologies
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• Like the phase changes of water (solid, liquid, gas), each domain has different properties
• Tools designed for one set of properties may not work so well in a different domain
Simple Chaotic Complex Complicated
Certain Uncertainty
Simple, complicated, complex & chaotic
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Simple business conditions
• Causal relations are self-evident • What you see is what you get
Asphalt Distributor
Simple Chaotic Complex Complicated
Certain Uncertainty
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Complicated business conditions
• Domain of expert knowledge • Analysis yields objective path to success • Reliable predictive models • Realm of traditional business opportunities
OilExploration
OilExploration
Simple Chaotic Complex Complicated
Certain Uncertainty
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Congruent with risk-analytic world view
• Rational business decisions • Knowledge is explicit • Analysis yields optimal results
OilExploration
OilExploration
Asphalt Distributor
Simple Chaotic Complex Complicated
Certain Uncertainty
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Complex business conditions
Green EnergyGreen Energy
• Solution emergent not predictable • Must learn as you go • Plan evolves with emerging solution • Uncertainty is irreducible & inescapable
Simple Chaotic Complex Complicated
Certain Uncertainty
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Chaotic business conditions
• No causality or order• Unrelenting turmoil • Opposite of a business opportunity
Fail Fail
Simple Chaotic Complex Complicated
Certain Uncertainty
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Simple Chaotic Complex Complicated
Where are the business opportunities?
• Simple business opportunities are long gone or are quickly displaced by competitive forces
• Chaotic is the opposite of opportunity• That leaves the complex and the complicated
XCertain Uncertainty
X
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How different are these two world views?
Risk-analytic Complex-adaptive
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Simple Chaotic Complex Complicated
Complex-adaptive world: uncertainty
• The root cause of uncertainty may not be lack of information or faulty reasoning
• Emergent phenomena have unknowable outcomes• The accuracy of predictions cannot be quantified• No amount of research can discover the “best
solution”
Certain Uncertainty
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Complex-adaptive world: knowledge
• Few hard facts • Dependence on tacit knowledge • Relevance not self evident • Needs interpretation • Value of information is tentative
and transient• Different perspectives integrated
through collaboration
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Complex-adaptive world: people
+3
-1 +2
• We are not just imperfect computers– Biases & heuristics – Expert systems
• Cant always anticipate what we will do
• And that ain't all bad – multiple perspectives – Emergence of new ideas
?
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Complex-adaptive world: social
$$$$$$$
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Complex-adaptive world: work
• Knowledge work is the operating paradigm
• Designing rather than manufacturing
• Individual differences – Tacit knowledge shared
through collaboration – Team output not fungible
• Human part is where you find value
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Two business cultures
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Work
Practices & governance
Management principles
Risk-analytic world view
Risk-analytic business culture doubts may be resolved
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Work
Practices & governance
Management principles
Complex-adaptive world view
May be resolved by integrating the complex-adaptive perspective
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Complex-adaptive: management principles
• Iterative progress • Feedback-driven adaption• Empower knowledge workers • Share information• Facilitate self-organization &
collaboration • People are idea incubators
• Deliver early and frequently
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Different business principles
• Iterative progress • Feedback-driven adaption• Empower knowledge
workers & share information
• Facilitate self-organization & collaboration
• People are idea incubators• Deliver early and
frequently
• Identify best solution• Do it right the first time• Centralize information &
management decisions • Apply external constraints• People are labor
production units• Leverage economies of
scale
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The risk-analytic business philosophy
3 - Production
Facts
Facts
2 – Centralized planning
1 – Centralized Evaluation
Best Solution
Economies of scale
Do it right the first time
Objective: optimize Style: algorithmic
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Complex-adaptive management philosophy
Production
planning
EvaluationSolution prototype
(vision)
Production increment
Early & frequent delivery
Iterative progress
Solution prototype
(vision)
Solution prototype
(vision)
Solution prototype
(vision)
Solution prototype
(vision)
Objective: Innovate Style: Heuristic
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How do we reconcile these two worlds?
Risk-analytic Complex-adaptive
• Innovate • Heuristic • Uncertainty
opens things up
• Optimize• Algorithmic• Uncertainty closes
things down
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CertaintyUncertainty Risk
The good old days: Business initiatives
Start End
• Start at a position of manageable risk • Path to business value is clear • Outcome obtained is the one predicted
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Chaotic Simple
Today you must traverse both worlds
Start End
• Start in an uncertain position • Navigate through uncertainty• As you learn more revise risk calculations• Outcome obtained is the one that emerges
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How do we reconcile these two worlds?
Through most of 20th century risk-analytic carried more weight
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Have we reached a tipping point?
Early in the 21st Century, the alternative perspective grows more persuasive
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Work
Practices & governance
Management principles
Complex-adaptive world view
Working towards an innovative business culture
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The more risk management business case
1. Identify a potential opportunity2. Gather facts, make assumptions, run scenarios 3. Stop before knowledge reached 4. And…
II I
I
?
?? ?Business case shaky because instability of key variables
Use real options to open up possibilities
Real Options
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Real Options – Decision tree
New Assumption
Yes
No
STOP
Yes
No
STOP
Assumption one
Assumption two
Real Options
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Risk-analytic approach: manage variance
Simple
Start with expectationOf ideal solution
End
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Innovative approach with real options
Start with many possibilities
End
Real Options
Explore new options
Refine ideas
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Complex-adaptive governance
BusinessCase
Real Options
If business case emerges proceed; but keep it open
Agile Project Managemen
t
Apply agile project management
They work together as a system
Small bets help determine direction
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Governance for innovative initiatives
Production
planning
Evaluation
Early & frequent delivery
Real Options
Emergent Business
Case Agile Project Managemen
t
• Heuristic • Adaptive
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The innovative enterprise: strategy
• Dynamic business conditions means – Constant innovation– More course corrections
• Feedback, information sharing and collaboration needed to integrate learning as you go
Strategy
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The innovative enterprise: budgeting
• Annual planning needs to be modified to adapt to intra-year changes
• Capital budgeted by sectors, according to degree of uncertainty
Capital Budgeting
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Agile portfolio management is active portfolio management
• All investments (projects) reviewed quarterly (new and funded)
• Investments are “uncertainty” adjusted
• Persistent teams are leveraged to retain collaboration power and tacit knowledge integration
• Capital deployment is based on portfolio—not project—optimization
Agile Portfolio Management
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Strategy
The Innovative enterprise
Active Portfolio management is the center of continuous collaboration & adaption to emerging conditions
Active PortfolioManagement
Real Options Capital
Budgeting
Agile Project Management
Business Case
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Work
Practices & governance
Management principles
Complex-adaptive world view
Working towards an innovative business culture
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Work
Practices & governance
Management principles
Complex-adaptive world view
Governance designed for innovation
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Work
Practices & governance
Management principles
Complex-adaptive world view
Facilitates rather than impedes progress
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Questions?
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Thank you
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