introducing the enterprise transformation meta model
DESCRIPTION
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation. This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model. For more information about the Enterprise Transformation Meta Model refer to: http://www.enterprisetransformationmetamodel.comTRANSCRIPT
Enterprise Transformation
Meta Model
© Unbound DNA 2014
Enterprise Transformation
Meta Model
TEAM SCALE/DIVISION ORGANISATION
© Unbound DNA 2014
Enterprise Transformation
Meta Model
TEAM SCALE ORG
VALUES PRINCIPLES
PROCESS PRACTICES
TECHNIQUES
© Unbound DNA 2014
© Unbound DNA 2014
Agile Manifesto © Unbound DNA 2014
2001
Foundational
17 Signatories
http://agilemanifesto.org/
Value Proposition:
A better way to
develop software
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eXtreme Programming (XP)
1999
Foundational
Kent Beck
http://www.extremeprogr
amming.org/
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Value Proposition:
Software development
craftsmanship
Values
• Communication
• Feedback
• Simplicity
• Courage
• Respect
Principles
• Feedback
• Simplicity
• Embrace Change
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DSDM (Dynamic Systems Development Method)
1994
Foundational
DSDM Consortium
http://www.dsdm.org/
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Value Proposition:
A disciplined Rapid
Application Delivery
approach
Principles
• Focus on business need
• Deliver on time
• Collaborate
• Never compromise quality
• Build incrementally from firm foundations
• Develop iteratively
• Communicate continuously and clearly
• Demonstrate control
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Crystal
1997
Foundational
Alistair Cockburn
http://alistair.cockburn.u
s/Crystal+methodologies
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Value Proposition:
A family of methodologies that scales
upwards based on criticality and
number of people within the project Practices
• Frequent delivery
• Reflective improvement
• Automated tests, configuration
management & frequent integration
Values
• Personal safety
• Focus
• Access to expert users
• Co-location
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Scrum
1986 (1990)
Foundational
Hirotaka Takeuchi & Ikurjiro Nonaka
(Jeff Sutherland & Ken Schwaber)
https://www.scrumalliance.
org/
https://www.scrum.org/
(Ken Schwaber 2010)
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Value Proposition:
The most utilised Agile method
with a current uptake of 70% of
the market. Well understood and
supported, many trainers.
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Feature Driven Development (FDD)
1997
Foundational
Jeff De Luca
http://www.featuredriven
development.com/
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Value Proposition:
A more technical or architectural
approach to delivering work with
a high focus on object modelling
Hint:
FDD’s “features” are more like
user stories
Process
• Develop overall model
• Build feature list
• Plan by feature
• Design by feature
• Build by feature using feature teams
Practices
• Inspections
• Configuration Management
• Regular builds
• Visibility of progress and results
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Lean
1936
(1990)
Lean
Taiichi Ohno
James Womack
http://www.lean.org/
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Value Proposition:
Making obvious what
adds value by
reducing everything
else
Also known as:
- Lean manufacturing
- Lean enterprise
- Toyota Production
System (TPS)
8 w
as
tes
(M
ud
a)
Imp
rov
em
en
t K
ata
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Deming System of Profound
Knowledge (1939)
1950
(1951)
Lean
(Walter A Shewhart)
W. Edwards Deming
(Kaoru Ishikawa)
https://www.deming.org
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Value Proposition:
The father of today’s modern
management approaches
System of profound knowledge:
1. Appreciation of a system
2. Knowledge of variation
3. Theory of knowledge
4. Knowledge of psychology
Deming used “Plan, do, study, act”
over “check” because it emphasized
inspection over analysis. He also
referred to PDCA as the Shewhart cycle
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Product Development Flow
2009
Lean
Donald Reinertsen
http://lpd2.com/
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Value Proposition:
Improve delivery of products by
focusing on flow
• Manage queues
• Manage variability
• Reduce batch size
• Constrain Work In Progress (WIP)
• Quantify economics
• Manage flow
• Rapid feedback loops
• Decentralise control
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Kanban (Modern Management Methods)
2010
Lean
David Anderson
http://www.djaa.com/
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Value Proposition:
Small, incremental improvements
on top of your work culture
Practices:
• Visualise work
• Limit work in progress
• Manage flow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively,
improve experimentally
Principles:
• Start with what you do now
• Agree to pursue incremental,
evolutionary change
• Respect the current process, roles,
responsibilities and titles
• Leadership at all levels
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Lean Startup
2011
Lean
Eric Ries
http://theleanstartup.com/
© Unbound DNA 2014
Value Proposition:
Build better businesses
by exploring rapidly
how customers use the
product.
Build the right thing.
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Personal Kanban
2011
Lean
Jim Benson
Tonianne DeMaria Barry
http://www.personalkanb
an.com/
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Value Proposition:
Be more efficient and productive with
activities you do outside of work, or if
you are a team of 1.
I. Get your stuff ready
II. Establish your value stream
III. Establish your backlog
IV. Establish your Work In Progress Limit
V. Begin to pull
VI. Reflect
Hint:
Kanban at home
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Scrumban
2008
Variant
Corey Ladas
http://www.eylean.com/bl
og/category/scrumban/
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Value Proposition:
The benefits of Scrum and Kanban together
Variations from Kanban
• Team can be either specialised or cross functional
• Prioritisation of the backlog is recommended during each Sprint Planning
• Continuous work along with short iterations for planning, longer cycles for
release
• Daily Scrum, Sprint Review and Sprint Retrospective
(Sprints are used for Cadence)
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ScrumBut
2008
Variant
Malcolm Anderson
http://agileatlas.org/articl
es/item/fractional-scrum-
or-scrum-but
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Value Proposition:
Patterns of dysfunction in the
application of Scrum
Hint:
(ScrumBut)(Reason)(Workaround) “We use Scrum, but we can't build a piece of functionality
in a month, so our Sprints are 6 weeks long.”
• Identify pattern
• Make pattern transparent
• Determine root cause
• Remediate root cause
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Agile Unified Process
2005
Variant
Scott Ambler
http://www.ambysoft.com/u
nifiedprocess/agileUP.html
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Value Proposition:
An agilified version of RUP
Principles:
• Your staff know what they are doing
• Simplicity
• Agility
• Focus on high value activities
• Tool independence
• Tailor AUP to meet your own needs
Hint:
Replaced by DAD
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Disciplined Agile Delivery (DAD)
2012
Scale
Scott Ambler
http://disciplinedagiledeli
very.com/
© Unbound DNA 2014
Value Proposition:
A goal driven approach for scaling Agile,
combined from Scrum, Kanban, XP,
Agile Modelling, UP & Lean
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Enterprise Unified Process (EUP)
2013 (for DAD
extension)
Extension
Scott Ambler
http://enterpriseunifiedpr
ocess.com/
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Value Proposition:
Detailed process, practices, artefacts
and techniques for non delivery based phases
Hint:
Extension of DAD/RUP to include Production & Retirement
© Unbound DNA 2014
ScrumPLoP (Pattern Languages of Programs)
2010
Extension
The Hillside Group
http://www.scrumplop.org/
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The Scrum Guide is the official rule book. However,
the Scrum Guide doesn't tell you the rationale behind
Scrum as a whole, or behind many of its successful
practices. Those rationales come out of experience,
community, and the insights of its founders and
inventors. The ScrumPLoP mission is to build a body
of pattern literature around those communities,
describing those insights, so we can easily share them
with the Scrum and Agile communities.
“
“ Value Proposition:
© Unbound DNA 2014
Enterprise Transition
Framework (ETF) 2014
Extension
Agile 42
http://www.agile42.com/e
n/agile-transition/etf/
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Value Proposition:
Implement continuous
improvement and experience
change in an empirically
controlled way
Hint:
A process for Agile Transformation
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Accelerated Agile
2010
Extension
Dan North
Vimeo
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Value Proposition:
Faster, more effective software delivery
• Learn the domain
• Prioritise risk over value
• Plan as far as you need
• Try something different
• Deliver frequently, preferably daily
• Get feedback from real customers
• Build and deploy small, separate pieces
• Prefer simple over easy
• Make conscious trade-offs
• Share (pairing, learning lunches, code reviews)
• Be okay with failure
© Unbound DNA 2014
LeSS (Large Scale Scrum)
2008
Scale
Craig Larman
Bas Vodde
http://www.crosstalkonlin
e.org/storage/issue-
archives/2013/201305/20
1305-larman.pdf
© Unbound DNA 2014
Value Proposition:
1000 people product development with
1 product owner
• No specialisation within team
• No IT Program/Project Manager
• One product backlog
• One definition of done
• One potentially shippable product increment
• One (overall) product owner
• One Sprint
• Two team member reps Sprint Planning
and Review (science fair)
• Normal and joint retrospective
• Scrum of Scrums
• Pre-sprint planning Product Owner team meeting
© Unbound DNA 2014
Enterprise Scrum
2010
Extension
Mike Beedle
http://www.enterprisescrum.
com/
© Unbound DNA 2014
Value Proposition:
1. More business appropriate language,
2. Can be applied to knowledge work; and
3. In scaled mode (distributed and/or cooperative)*
*note: growth scale not size of product scale
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SAFe
2007
Scale
Dean Leffingwell
http://scaledagileframework.
com/
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Value Proposition:
A one stop shop, comprehensive, detailed
& blended framework that can be applied
to large projects
Hint:
The “RUP” of the Agile world
Values:
• Alignment
• Code quality
• Transparency
• Program Execution
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Recipes for Agile Governance in
the Enterprise (RAGE)
2013
Scale
CPrime
http://www.cprime.com/wp-
content/uploads/woocomme
rce_uploads/2013/07/RAGE-
Final-cPrime1.pdf
© Unbound DNA 2014
Value Proposition:
Framework for applying governance to
agile projects, programs and portfolios
Portfolio governance
• Roles: Portfolio Owner, Area Portfolio Owner, Program Manager
• Portfolio Grooming Meeting
• Portfolio Governance Meeting
• Business Case
• Agile Charter
• Decision Matrix
• Portfolio Backlog
• Burn Up Chart
© Unbound DNA 2014
Spotify
2012
Scale
Spotify
(Henrik Kniberg)
http://vimeo.com/85490944
http://vimeo.com/94950270
© Unbound DNA 2014
Value Proposition:
An approach that one organisation
found works for them
Principles:
• Loosely coupled, tightly aligned,
autonomous squads
• Cross pollination over standardisation
• Squad code accountability, open
responsibility with limited blast radius
• Motivated individuals
• Community over structure
• Decoupled releases
• Failure recovery over failure avoidance
• Experiment driven development
© Unbound DNA 2014
Oath of Non-Allegiance
2010
Movement
Alistair Cockburn
http://alistair.cockburn.u
s/Oath+of+Non-
Allegiance
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I promise not to exclude from
consideration any idea based on its
source, but to consider ideas across
schools and heritages in order to find the
ones that best suit the current situation.
“
“
Value Proposition:
Choose the right tool from your toolbox,
have many tools for many problems.
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Nonban
2013
Movement
David Hussman
http://agileprague.com/pool/
vzor/upload/Renaissance_R
eformation_and_Nanban_3_
up.pdf
© Unbound DNA 2014
The least amount of process
adopted by very skilled
persons with the most real
and measurable value.
“ “ Value Proposition:
Remove waste, improve productivity
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#No Estimates
2013
Movement
Neil Killick Vasco Duarte
Woody Zuill Chris Chapman
Ron Jeffreys Henri Karhatsu
http://www.slideshare.net/
neilkillick/the-
noestimates-debate
#noestimates
© Unbound DNA 2014
Value Proposition:
When it is appropriate to use estimates in
software, & to what form these should take.
• Estimate probabilistically and proactively, based on experiments
• Focus on time and cash constraints
• Iterate design and decisions
• Delivery with flow/limit WIP
• Explicit policies for breaking work down and measuring how long it took
• Keep teams together
• Enable continuous delivery
• Build things on demand, in increments, and as soon as they are ready
• Drip fund
• Flexible contracts
© Unbound DNA 2014
BDD, ATTD &
Specification by Example 2006
Developer
centric
Dan North
Lasse Koskela (2007)
Gojko Adzic (2009)
http://dannorth.net/introducing-
bdd/
http://testobsessed.com/wp-
content/uploads/2011/04/atddexam
ple.pdf
http://specificationbyexample.com/
© Unbound DNA 2014
Value Proposition:
A significant practice extension from XP
BDD is based on TDD but can be
distinguished by the feature focus
manner of testing and through the
collaboration between the
business, developer and tester
roles:
Given…
When…
Then…
© Unbound DNA 2014
DevOps
2009
(2007)
Developer
centric
Patrick Debois
(Michael Nygard)
http://devops.com/
© Unbound DNA 2014
Value Proposition:
A focus on full end to end lifecycle of
software as a single group, bridging the gap
between development and operations
Hint:
Agile is not a subset of DevOps!
© Unbound DNA 2014
Mikado Method
2009
Developer
centric
Ola Ellnestam &
Daniel Brolund
http://mikadomethod.wor
dpress.com/
© Unbound DNA 2014
Value Proposition:
Reduce complexity when refactoring
© Unbound DNA 2014
Mob Programming
2012
Developer
centric
Woody Zuill
http://mobprogramming.org/
© Unbound DNA 2014
Value Proposition:
Better outcomes through
teamwork to the extreme
• Group work area
• One computer for programming, all can see
• Driver/navigator
• 15 minute rotations
• Team communication ownership
© Unbound DNA 2014
Programmer Anarchy
2011
Developer
Centric
Fred George
http://www.slideshare.net/
fredgeorge/programmer-
anarchy-chinese
© Unbound DNA 2014
Value Proposition:
Higher customer value than Agile
Hint:
Developer driven development
• Agile Manifesto & XP Values
• Standups Trust with co location
• Story narratives
• Retrospectives
• Estimates
• Iterations Results, not blame
• Mandatory pairing
• Unit tests, acceptance tests
• Refactoring
• Patterns Small, short lived apps
• Continuous integration Continuous deployment
Customer
Project
Manager
Developer
Business
Analyst
Quality
assurance /
test
© Unbound DNA 2014
Real Options
2010
Project
Management
Olav Maassen
Chris Matts
http://www.infoq.com/arti
cles/real-options-
enhance-agility
© Unbound DNA 2014
Value Proposition:
Just in time decision making
• Options have value
• Options expire
• Never commit early unless you know why
© Unbound DNA 2014
PMI ACP (incl BABOK)
2012
Project
Management
PMI
IIBA
http://www.pmi.org/Certific
ation/New-PMI-Agile-
Certification.aspx
http://www.iiba.org/babok-
guide/Agile-Extension-to-
the-BABOK-Guide-
IIBA.aspx
© Unbound DNA 2014
Value Proposition:
PM and BA role recognised
Agile certification
PMI ACP Domains:
• Value driven delivery
• Stakeholder engagement
• Boosting team performance practices
• Adaptive planning
• Problem detection and resolution
• Continuous Improvement (product,
process, people)
Hint:
PMI’s ACP is based on
Scrum, Kanban, Lean,
DSDM and XP
© Unbound DNA 2014
Servant Leadership
1970
Management
Robert Greenleaf
https://greenleaf.org/
© Unbound DNA 2014
Value Proposition:
Improve team’s engagement by
flipping management to be servants
to the team’s needs
• Self-awareness
• Listen, inspire, be authentic, serve & have integrity, humility, selflessness,
open-mindedness and empathy
• Change the pyramid
• Develop your colleagues
• Create a safe, positive work environment that fosters innovation and
enhances intrinsic motivation
• Coaching and consulting, not controlling or only decision maker
• Unleash the energy & intelligence of others
• Foresight over reaction
© Unbound DNA 2014
Management 3.0
2011
Management
Jurgen Appelo
http://www.management
30.com/
© Unbound DNA 2014
Value Proposition:
There is a better way to
manage and lead people
• Energize people
• Empowering teams
• Lead and rule with purpose
• Align constraints
• Develop competence
• Grow structure
• Continuous Improvement
© Unbound DNA 2014
Radical Management
2010
Management
Steve Denning
http://www.stevedenning.
com/Radical-
Management/
© Unbound DNA 2014
Value Proposition:
Workplaces for knowledge work that
are more productive and more fun
• Delight customers
• Self-organizing teams
• Client-driven iterations
• Delivering value to clients each iteration
• Radical transparency
• Continuous self-improvement
• Interactive communication
Hint:
Scrum reframed to align
better with business language
© Unbound DNA 2014
Stoos
2012
Management /
Movement
http://www.stoosnetwork
.org/
21 meet up in Stoos,
Switzerland
https://www.linkedin.com
/groups?home=&gid=424
3114
© Unbound DNA 2014
Value Proposition:
A better way to lead in organisations
• Delight customers
• Empowered fellows
• Synergistic thinking
© Unbound DNA 2014
Holocracy
2006
Management
Brian Robertson
http://holacracy.org/
© Unbound DNA 2014
Value Proposition:
Work focused, autonomous organisations
through roles aligned to how things really work
Principles:
• No work titles, only energizing roles
• Clear circle purpose and
accountabilities
• Everyone is a stakeholder, able to invest
themselves in the way they are
personally most efficient
• Group ownership of work flow
Hint:
Radically changes org structure, how
decisions are made, how power is distributed
© Unbound DNA 2014
Vanguard Method
(1985)
Management
John Seddon
https://www.vanguard-
method.com/
© Unbound DNA 2014
Value Proposition:
Helps service organisation change
from a conventional command and
control design to a systems design for
improved performance and moral
Hint:
Combination of systems and
intervention thinking. Originator of
“failure demand”
© Unbound DNA 2014
Rightshifting
2008
Management /
Movement
Bob Marshall
http://flowchainsensei.wor
dpress.com/rightshifting/
© Unbound DNA 2014
Value Proposition:
Improve the effectiveness of
knowledge work businesses
Hint:
Use Agile and edgy Agile
strategies to shift your
organisational effectiveness
to the right!
© Unbound DNA 2014
Spiral Dynamics
1996
Edgy
Don Beck &
Chris Cowan
http://spiraldynamics.org/
© Unbound DNA 2014
Value Proposition:
Transform individuals, teams and
organisations based upon their colour
through the model rather than a scattergun
approach.
Hint: Connected to memenomics, it is a human
behaviour evaluating process
© Unbound DNA 2014
Beyond Budgeting
2009
Edgy
Bjarte Bogsnes
http://www.bbrt.org/
© Unbound DNA 2014
Value Proposition:
Go beyond traditional management to
create empowered teams with the right
measures and financial controls to excel
• Customers – focus everyone on improving customer outcomes, not on hierarchical relationships
• Teams – organize around a seamless network of accountable teams; not centralised functions
• Responsibility – enable everyone to act & think like a leader, not merely follow the plan
• Values – govern through a few clear values, goals & boundaries, not detailed rules & regulations
• Transparency – make information open & transparent, don’t restrict & control it
• Autonomy – give teams the freedom & capability to act, don’t micro-manage them
• Goals – set relative goals for continuous improvement, do not negotiate fixed performance contracts
• Rewards – reward shared success based on relative performance, not on meeting fixed targets
• Planning – Make planning a continuous and inclusive process, not a top-down annual event
• Coordination – coordinate interactions dynamically, not through annual planning cycles
• Resources – make resources available when needed, not through annual budget allocations
• Controls – base controls on relative indicators & trends, not on variances against plan
© Unbound DNA 2014
Non Violent Communication
1960s
Edgy
Marshall Rosenberg
http://www.nvcaustralia.
com/
© Unbound DNA 2014
Observation
Feeling
Need
Request
Our conflicts arise not because we have
different needs but because we have
different strategies for how to meet them. “ “
Value Proposition:
Creating deep connections with a co-
understanding of needs will result in
significant productivity gains.
© Unbound DNA 2014
Drive
2009
Edgy
Dan Pink
Youtube > RSA Animate
Drive
© Unbound DNA 2014
• 9 strategies for awakening motivation
• 9 ways to improve your company/office/group
• 3 ways to pay people right
Value Proposition:
Motivated individuals
© Unbound DNA 2014
Systems Thinking
1940
(1990)
Edgy
Ludwig von Bertalanffy
(Peter Senge)
http://www.systems-
thinking.org/
© Unbound DNA 2014
Value Proposition:
By understanding how things influence one
another within the whole, the right outcomes
can be achieved
© Unbound DNA 2014
Theory of Contraints
1984
Edgy
Eli Goldratt
http://www.goldratt.com/
© Unbound DNA 2014
Value Proposition:
Identify the constraint and
restructure the rest of the
organisation around it
Hint:
A chain is no stronger
than it’s weakest link
Process:
1. Identify the system’s constraints
2. Decide how to exploit the system’s
constraints
3. Subordinate everything else to the
above decisions
4. Elevate the system’s constraints
5. If in the previous steps a constraint has
been broken, go back to step 1, but do
not allow inertia to cause a system’s
constraint
© Unbound DNA 2014
Cynefin
1999
Edgy
Dave Snowden
http://cognitive-edge.com/
© Unbound DNA 2014
Value Proposition:
Tailor your approach to the
complexity of the problem
© Unbound DNA 2014
Innovation Games
Edgy
Luke Hohmann
Dan O’Leary
http://www.innovationgames.com/
http://www.gamestorming.com/
http://tastycupcakes.org/
© Unbound DNA 2014
Value Proposition:
Put ideas into actions through games
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