Weeknotes #255

This week I did:

Programmes, products, projects

I spent a some thinking thinking through how we translate what our programme teams are developing for future courses into what we need to build into our products to enable the courses. It really does feel like a translation as there’s lots of different language and understanding that is important to get right.

One of our teams have adopted goal-based Now/Next/Later roadmaps for their projects. I was so impressed I messaged the project manager to tell them how happy I was to see it Ok, I’m a roadmap geek and I can admit it. Something I’ve realised about roadmaps is that the approaches, models and tools only work for a small number of elements. I wonder if the idea that roadmaps shouldn’t have too many things on them comes from the tools and models not being able to effectively represent lots of elements, or if it’s the idea drives the existence of the models. Maybe the limitations of the models is what keeps people using Gantt charts.

III

I had a few hours of inspiration about some of the things I want to include in my product management in charities email series so I made some notes will spend some of my time off work next week on writing the emails, setting-up the automation and sign-up form. It’s on my delivery plan to just get the emails written in June so if I can get the whole thing set up then I’ll be well ahead of schedule.

Escape form Bigbury

I went to beach last weekend a d found a nice spot to read a couple of innovation books for a few hours. During that time the tide came in and cut me off from the walking out the way I came in. I put my clothes and books into my bag, held it above my head and swam across a river, climbed up a small cliff, broke my sandals, and walked eight miles back to my car barefoot. I love these little adventures. It’s like being a kid again, getting myself into trouble and relying on myself to get out.

Blockchain in entrepreneurship

This week’s lecture was about the use of Blockchain in entrepreneurial business models, including the use of ICO‘s, which is an interesting way for start-ups to raise investment. ICO’s follow a standard approach of demonstrating that the start-up has four things that will lead to it’s success; human capital, quality of business model, social media activity, and a project elaboration whitepaper. The whitepaper is an organisational strategy document that aims to attract investors by expressing the business model. Tech start-ups often fail because they are more focused on building their solution than on validating the market needs and strategy for meeting it, so it’s interesting to see whitepapers as a mechanism for pulling them towards a more holistic approach.


And thought about:

What are we trying to achieve?

I’ve had various conversations this week, in various contexts, where trying to decide what action to take was hampered by a lack of clarity about what was trying to be achieved. Knowing the end goal becomes a guide for decision making, along with principle stacks in more complicated situations. So many of our tools and mental models are at the task level (see defining our unit of analysis below) which make it easier for us to get on with doing something, and make it harder for us to decide and remain focused on the goal.

Projects within projects

How do projects relate to each other? A project can be:

  • Building block – not dependent on other projects but with others dependent on it.
  • Chain – dependent on another with others dependent on it.
  • Standalone – no projects are dependent on it and it isn’t dependent on any.
  • Destination – dependent on other projects but with nothing dependent on it.

But that’s a pretty two-dimensional cause-and-effect view of how projects relate to each other. What about a ‘Russian doll’ relational model of project within project within project? Do we assume that projects are standalone entities when really they aren’t? What issues does this cause within organisations?

Define your unit of analysis

One of the difficult things about talking about innovation, or maybe anything that lacks an agreed definition, is being clear about what level you’re referring to. Are you talking about innovation as an activity within a company or an industry or a nation? In each of those cases the ‘unit of analysis’ is different and so the conversation is different, and confusing if different people are referring to different units of analysis without realising it.

Harmonic wave

I love a completely spurious and unconnected analogy. So, on that note, here’s why harmonic waves pendulums explain why keeping people aligned at work is so hard. The pendulums are made of a line of weights each hanging on a string of a different length. This means that even when they all start swinging together they swing at different speeds. In a harmonic wave pendulum it produces interesting patterns but at work people working at different speeds, because they have different tasks, different priorities, etc., produces dependencies, blockers, repetition and all the other things that make work inefficient. So, what’s the answer? Artificial constraints to keep everyone moving at the same speed? Redistributing work so those who are faster do more? Slice work into smaller pieces to make it easier? Yes. No. Depends.


And read:

The Power of Creative Destruction

Since reading about Schumpeter and the ideas he had about how innovation relies on creative destruction, that is one innovation destroying and replacing another, I thought he was wrong. It seems more likely that innovation builds on what went before. The Power of Creative Destruction: Economic Upheaval and the Wealth of Nations by Philippe Aghion, Céline Antonin and Simon Bunel reconsiders Schumpeter and what effect his ideas have had on how we approach innovation.

Work from Home & Productivity

This research showed that during a period of pandemic-enforced working from home (context is important but not really recognised enough) IT professionals spent more time doing less work. Productivity fell by 20% because although the study’s participants were working longer hours, more of that time was in meetings. What can we take from this, other than meetings are bad? Two things, I think. More meetings happen because organisations don’t have effective ways to coordinate work asynchronously (arguably they don’t have synchronous means to coordinate effectively either, but hey…) and so default to more meetings in an attempt to achieve coordination. And then, secondly, the visibility of workers in meetings serves as replacement for trust in workers.

A Manifesto For A New Way Of Work

Written in 2015, A Manifesto For A New Way Of Work describes the old versus new, which I like as a way of helping to make clear the unknown unknowns of the new way of work and draw lines of distinction. I’ve been thinking a bit about ‘operating systems’ for work, how we define the basic rules that create the behaviours we want to see at higher levels. Boyd’s manifesto helps with a far-off vision of what work could be like, rather than a realistic current model, but it’s interesting nonetheless from a ‘it’s a systems problem not a people problem‘ point of view.

CRITICISMS, VARIATIONS AND EXPERIENCES WITH BUSINESS MODEL CANVAS

The objective of this study is to highlight the importance of the use of BMC to the entrepreneurs and the academic world. In pursuing this objective, the authors want to discuss the BMC problems and criticism and show its variations in order to help entrepreneurs use these models in the right way ‚and successfully plan their businesses. The shortcomings and weaknesses of the model will then be compared with experiences made in the class ‘Entrepreneurship II’ offered in a undergrad course of Business at a Brazilian university in the state of São Paulo. The experience with them highlighted the importance of the use of BMC and it was helpful in developing their business plans. The contribution of this study to the body of knowledge is to fill the vacuum that exists in terms of academic study concerning the use of Business Model Canvas by the entrepreneurs when developing their business plan as well as to advance research in the areas of small and medium enterprises.

7 Lessons From “Innovation and Entrepreneurship” By Peter F. Drucker

Peter F. Drucker (1909–2005) has always been considered one of the authority figures in the field of entrepreneurship, and, besides his success as a businessman, he is also famous for a thriving career as an author of multiple best-selling books, among which “The Essential Drucker”, “Managing Oneself” and “The Effective Executive”. Published for the first time in 1985, Innovation and Entrepreneurship has probably been the first book to argue that, instead of being a random, occasional, once-in-a-while process, innovation is and must be a purposeful and systematic effort instead, one that can lead established businesses, service institutions and new ventures to success in the new economy.

Entrepreneurs are everywhere

“1. Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry.

2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth.

3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision.

4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.”

— Eric Ries – The Lean Startup