In September’s issue
When it comes to innovation, Peter Pito writes, the organisation itself will need to transform and separate the structure of new endeavours from those of the old. Instead of building on the old to enable innovation, the focus should be on creating new structures.
Good facilitators, writes Chris Corrigan, help create a container for people to work with difference and diversity to make good things happen.
Harold Jarche says while automation is pretty inevitable, it does not have to decimate a workforce. Building ways to constantly change roles obsolesces the concept of the standardized job, which has no place in a creative economy.
How do I get my organization to try Lean UX? asks Jeff Gothelf. To do so, Jeff’s advice includes treating your process like a product and creating process experiments to mitigate risk.
Taking lessons from an early failure of a South Pole expedition, Karl Scotland writes about reasons why agile transformations fail, namely over-resourcing, under-focus and incoherence.
Clay Parker Jones says the RACI is vague, hard to use, and reinforces the status quo. Clay introduces DICE (Decides, Informed, Consulted, Executes) as an alternative that is specific, easy to use, and shines a bright light on dysfunction.
Gapingvoid writes about the secret to greatness being a change in one’s emotion.
Finally, Henny Portman provides a quick reference illustration for Team Topologies – the leading approach to organizing business and technology teams for fast flow value delivery.