 All right, so welcome here. This is not going to last long actually I'm trying to cut this very short in order to have some time to for conversation So please get foggiest. I'm gonna go fast 15 strong minutes Just let me know upfront how many have Already heard my talk on Tuesday. Please raise your hands if you were on the phone Tuesday Okay, so it's like minority just to know not to repeat things too much All right, so here's the thing. There's something weird coming up to our way of working in the next years Something that's probably a little frightening frightening and and let's let's try to understand what is it and how to be prepared for that. Okay, so first of all, I need to To do a little outing act. I'm an intruder in the agile community I'm not strictly part of it. Yeah, actually, I am part of it But I am equally part of other communities like organization design community Lin start up community service design community serious gaming from community and other things that are working on the same topics All these communities are asking themselves. How is our future going to be? So I can propose you a different perspective which is not focused on software So this is outing if you don't like this kind of things now, you know it So just quick because we've heard very interesting thing in a previous keynote what happened just a little context We have built organizations for 150 years to be durable stable and predictable Right and we did it so well that now we're striving to change them and they don't because they're stable So hierarchy was born for that Taylor divided people thinking from people executing and we're organizing. We've been organizing our Structures in that way hierarchical very solid Now one thing happened in the meanwhile, and this is a diagram from my friend needs this flagging He's published a nice book on this. So I'm aware. I'm here if you want to ask more So this is what happened we've been coming from an age in which Complexity was really high due to human interactions. It was the market of you know Love the system of local markets high customization craftsmanship. This was normal was really high complexity then Through technology industrial age. We went into an era in which complexity fell down Few players controlling markets and so rules pretty stable And you will able to foresee your future Refugees for your company or for your work for next maybe 20 years in the 60s. Okay So this is now unthinkable today markets are back to this level of complexity Thanks to the technology we have developed there actually if you imagine the whole Mankind history this thing which is called the Taylor bathtub Completely disappears. This is a singularity. It's something that it's yeah, it's it's a inverse hype Normal the normal situation of mankind. It's always be been high complex and today markets look like this Okay, this is a good representation of any Wide human system today any dot is a player and these are the connection between player This is roughly the definition of complexity number of player number interactions Emergent dynamics unforeseeable, right? So these he's having consequences due to the fact we still have all structures to manage into this situation These consequences are social as you might have seen because this applies to all our governments and wider societies Not just companies So people have been complaining about 100 percent Controlling 99 percent in different scopes not just in organizations. I Will cut this short, you know about Arab Spring, you know about Occupy movements But also good things are happening. Thanks to these new situation people can get together without central centralized control and planning and Create value in ways that have never happened before Okay, so the the result as we have heard is the word is getting smaller smaller But things are getting faster and faster So it leaves us with the question what the heck is going to be tomorrow to work in this kind of words Now some of us turn to these kind of things. Who knows what this diagram is please raise your hands No way it's one. This is the hype cycle. This is published every year by Garner It says where technologies and new things are in their maturity. It's low So normally there is a first part where expectation rise This is the hype. This is where things go mainstream and where you read about them on the newspapers and everybody's talking about them Then there is a disillusionment Disillusionment you stop the high expectation don't meet reality normally. This is true also for human relationships So this is where things start to get real and Here then you have the slope on alignment and where things get mature and really produce value So something is good if it arrives here and produces way value broadly gets mature. All right Probably agile it's somewhere over here now. I would suggest Anyway, if you look at this on the top, you see things that we hear about autonomous vehicles Wearables crypto currencies. I guess we all hear about this, but if you look at what is coming You see weird things. You see near a business biochips Effective computer smart robots human augmentation. What the heck? So what is coming is a completely different words Who's going to take care of my children a computer a robot Myself becoming half a computer half a robot These scenarios are upcoming in the next few tens of years not in the next century So this is a little front and isn't it so we are devising tools that are completely changing our society and questioning our own identity and This is new right Wrong. We've done this all the way around for our history. It's normal for us today to fly over Oceans, this is not a normal human thing We have devised printing press that changed the world We have devised something you may have heard of which is called internet that changed the world. This is not new at all But this shows a very important relationship between us and the tools we devise This relationship was started by Marshall McLuhan. I know that no almost nobody knows about him here So this is very agile Focus community, please read about him He talks about media Media in his speech in his terms are not television and newspaper are anything that extend human capabilities And he says that we shape these tools these medias and then our tools shape us Shape our society shape our way of thinking and of living So in this relationship is both our fear and the solution for our future of work and When I look at this I use this diagram when I use when I look with when I work with change in human system I use this diagram and I see at the very least For layers you can imagine in as a this as a river flowing Which is the life of the human system at the bottom close to the bottom of the river things are a little slower And the surface they get they go faster. Okay, this is fluid dynamics. I'm I love fluid dynamics I'm sorry. I'm I study aerospace engineer because of fluid dynamics so when you look at change you have to look at the four of them of Course you can change you have to change tools and processes, but also competencies culture and people So how does that work? people with our You know relationships consciousness emotions and everything that is in the person Generate culture when we get together and We get together all the time from a family to an organization. We generate a culture what we do together This culture generates some competencies, which might be looking after children might be Programming software. Okay, something we are able to do And for that we devise tools and processes and this is how we do it now on the way back tools and processes Generate the need for new competencies Which in turn evolve culture and which in turn help people to evolve. This is the relationship But if you are questioning yourself about the future of work and you still keep work just watching tools and processes You will not get what is coming Because tools and processes that are coming the ones we were looking on the hype cycle have been generated by the needs of people Tens of years ago and now are reaching the surface and we see what is coming But this is coming from what we wear as humanity 30 or 40 years ago If you want to know what we are going to generate in the next future You need to look at the bottom of this diagram. You need to look at people. You need to look at what? Probably we are we are saying that we need for our future because with that will generate new competencies and then eventually new tools That now we don't even imagine okay So the thing I want to tell you and this is the key of my talk here is that it is all about people so stop Worrying too much about with which methodology which technique which tool to use and start looking Into your people including yourself and your family if you want to understand where to go Now this is exactly why we work in collaboration In this way we strive to evolve the techniques of collaboration Respecting individuality having the right pace using the right tools as well in co-creation like this and Doing these kind of things all around the world in different communities We've gathered a few insights on what seems like The desire in people for the next future war. So what is likely? Producing the next situation and next tools There is an article I published on the half news on post you have seven of these things I will just tell you three here to give you Like and highlights if you look for my Twitter, you can find the article and you have the other four so the first one complexity is reality People in the words know that they don't want an expert to go there and tell them how to Manage complexity. How many here have children? All right as is reality complex It is okay So we don't need a coach and agile codes and organize Organizational coach to tell us that complexity is reality. We want Organizations that embrace this and don't try to tell us that we can plan and control our reality This is what we want and we want tools that help us to deal with what is simply life normal life complexity Second insight work is not a place. Okay, I'm going to work is not a Movement is an intention of what I want to do working is creating value not going to a specific place So thanks to technologies. This is changing really fast of course posing new challenges But again, if you want to know how it is going to be if you don't want to know what tools will be needed to do That's correctly to do that properly People is set are telling this okay. I've been working from here I've been working from everywhere actually and most of you are there are words that need More time in present with some specific people but still you can move with them around the world This is new the world is smaller. You can do that third and last thing tools are means not goals Okay, we've been crafting tools like agile techniques Like money itself like organizations because we wanted to achieve something as means Those are not our goals So people are telling us. Let's put that back in the right place Let's put us and our goals in the center and then the means that are better for that Not the other way around including money. There is a lot going on with the relationship between mankind and money as well now What we need are new organizations that allow these things to happen and then allow the new tools to be chosen Remembering also that organization are tools themselves So what we've been working on is a new generation of adaptive and antifragile organizations So meaning that if you imagine an orchard a rigid structure as a picture We don't need a picture on the wall anymore formal system static We need a formal system. That's important for coordination But if it's static in the meanwhile things will go on in another way. So we need a movie We need an animation. We need something that can change over time that has structure But is an a dynamic structure is adaptive Moreover, we need it to be antifragile meaning that the more stressors the more change The better it gets Okay, so all over the world including ourselves. We've been working on these We think that values and principles can be put in the place of roles and titles in such Organization in these new ways of work when I say organization you can imagine a team or you can imagine government or a company or anything in between human systems We believe that engagement can replace the old attitude to command and We believe that empowerment Which means giving resources information Decisional power in the position where this needed can replace control Okay, these things are now appearing as muda as waste in the lean terms So this can enable people to get together in in what biological systems do we're not fish It's much more difficult for us. We have culture. We have egos, but we can do that We're doing that a lot of people are working to allow this new tools that allow this in the respect of Individuality and in the leveraging of the human dimension. We can do this. We can act as a dynamic body Made of people. This is what we are hardwired for in our DNA This is how we've changed the world and now we need to do this more effectively now with device the system I don't want to speak about it if you're interested liquid organization info. It's an agile governance framework Let's say platform is not prescriptive is descriptive. It is devised in order to Bring this neuro plasticity into our organizations Okay, but anyway, you want to implement this kind of things in your team on your organization You need to implement these four routines these four sets of processes So you need to strategize sorry. It's a little wider Which simply means putting things in perspective sharing the view understanding this view. Okay You need routines to perceive In complexity you need to perceive you need to it's like going with a sailboat You need to know what is are happening around you you see clouds on one side you see clips on the other You need to perceive what is going on you need to let Information flow through your organization and within your You need to test you need to run experiments this is for sure because you don't have anything granted in complexity and You need a system to implement what works and make it the new Now standard to change it tomorrow. Okay This in a word implement something that we have seen in the previous video Which is what we in our adaptive organization design. We call the un-bidextrous organization It means we need organization that with one end Execute their current business model. They execute what works and they execute it better and better More efficiently with more delighted customers, but with the other hand are testing what they are going to be tomorrow In the other hand, they have an adaptive structure and adjust strongly adjust structure that is keeping that beginner mindset every day and What works goes to design the other hand? So this is a continuous organizational improvements Framework this the basis of it all the rest are tools then each of us will test and try the tools that we prefer We believe and here I close that All this can just happen If we understand we need to evolve in three directions as human systems. We need more consciousness of operational agility ofliness we need to Understand what is value and how to take the waste out of that and I don't really care that much if that is a giant lean start up Old manufacturing lean. We need to define what is value Streamline that and understand what in that moment is just obstacling the creation that value. Okay In the other direction, so this is about collaboration in the other direction We need to open up to meaningful conversation We we need to understand we are part of an ecosystem Inside and outside and we need to let those knowledge flows come through us This is about conversations. We need to help Establish and connect meaningful conversation, which is not protecting our intellectual property our classified information in some cases. That's a good thing But today I would say one hundred one percent of the cases and usually for the sake of the customer not for our fears So this is about conversation and the only the last one is about inclusiveness. It's about co-creation We have the technology now To put everything that people think and feel into crafting a new direction into strategizing into sensing perceiving We need to learn these things. I've heard a lot of confusion in these days Hey, if you are part of an organization a team, you you simply cannot Not collaborate because that organization is done for collaboration It's like breathing and that doesn't mean you have to be in a meeting all the time. That's completely wrong It's bad collaboration and the solution for back so collaboration is not throwing the water with the baby Because the baby here is the future of humanity is learning how to do that properly when you breathe and you have to breathe You have to inhale and exhale So people need to be alone to be enabled to feel and think and then be able to bring that back to the group and work Together and there are a lot of techniques for that. We're working all over the world Please visit events that are not just agile go around open up this community to meaningful conversation Co-create with other people try that it will change everything. I swear. I promise So please just make it happen. That's all for me. Thank you I mean, I don't know if we have time for questions. Do we yes we do Eight minutes. So if there are questions of any kind, yes, please Is there a microphone? Thanks for a very nice talk studio The the diagram that you showed about the fluid dynamics the one About the laminar flow where in the flow is moving very slowly at the base that is brilliant That's that's we we are trying to understand a very very complicated system So we take a very we take it to the laboratory. We take it. We create a controlled environment We study it and now we want to go back in reality and try to understand how a river flows Maybe and there are so many more complexities involved what I'm trying to come at is Within a river itself There are some molecules of water which would be moving very very fast compared to other molecules even though they are at the same Altitude perhaps because they are flowing over a different straight up different rocks different soils or whatever similar complexities do exist with people and Has there been any effort to study the types of people the pace at which different people move? and of course the pace at which they move in horizontal direction is one thing the pace at which they affect the Vertical direction about cultures tools. That's also another thing. Yes, so there are so many more complexities involved Have there been any ways any methods anything any research done on this? Okay, thank you for the question. I think we need another hour here I didn't want to enter into the technicalities of this diagram, but just to give you some means that I'm available I don't know if there are other questions if there aren't I take all the time for this one So the thing is of course, this is a very simplified model, but there are a few interesting things So first thing is about laminar flow and turbulence in fluids and in human situations You have laminar situation in which people are aligned and then you have turbulent ones Nature interestingly enough deals with turbulence in iterations in oscillate oscillations. How do you say? Okay, they oscillate they Okay, so an underdamped system. Maybe sorry an underdamped system. There is a response to stimulus. It goes beyond the Level and it can go ahead and so here the skills are those of implementing an iterative system to Keep things aligned turbulence is a good thing It transfer energy from one scale to the other same goes in human systems But you don't want that to diverge So you want to keep that going when it's going and then bring it back to to laminarity So this is one thing how it's very long. Okay, but it's it's an agile thing It's about iterative stuff Second thing you see here There is an action when we try to change a human system. We drop a stone into that we drop a new project management tool a new Technology or something and say okay now work with that everything will change doesn't you just you just create Diversity perturbation in that moment and then it fades What you need are new habits and the habits which sometimes are brought in by tools You bring you can bring in for example a Kanban tool and you don't just bring a tool You bring the need for new competencies for new culture and eventually people start to change with the small habits So what is the smallest thing that you can do to this? That's a complexity concept the smallest thing you can do that will give the biggest impact in the future the diverging fact and That are habits. So again, this is about how you interact with such a complex system third thing You know about shoe Hari in the disease common in the agile community, right? There are three stages. So you practice the role the rules the tool as they are as your Somebody tells you this is the way do it Then you start changing that and through changing that you test its elasticity and through testing the elasticity You start making the principles behind the rules your own and doing that sometimes you make it worse Sometimes you make it better. That's okay. Sometimes you fall when you're learning to go in a bicycle And this is something where we coach should be very good at leaving that fall because otherwise they get stick stuck in the Level but then they go to the real level the real level where they just don't remember the rules They don't need the rules They can make the rules as they go because they have absorbed the principles now This is very nice and it works But this works at different velocities for different people and this is something that in collaboration We should tell the team just telling it make people aware that maybe in our team I am in the reface and another person is still in the shoe face still need to go with the rule for another one So this is about a big shift in culture and this is why I say that collaboration Cooperation conversation is so important. It's a shift from ego systems to eco systems It's a shift from in perspective from. Oh, I don't want to still doing that ritual. That's silly Okay, but have you listened to the rest of the team? Maybe you are the only one that is ready for going to another structure Maybe they need to be there for another three months. Can you allow that? That will help you as well So it's a matter of culture as well Hope I answered it's complex Yes, that was when this this one very small note. I would correct to make you talked about a group of Individuals acting like one system I think ants are a much better example We can think of ant colony as a single organism rather than an organization of individuals Well, yeah, but you can think of humanity in the same way We pass information through DNA this whole thing about our individuality is as much important as understanding the mankind is an organism and that's as Taleb says in antifragile Antifragility of the wider organ is comes at the cost of fragility of the individuals. That's nature So that happens a lot as well. And when we do this parallels It's also common in a child of swarming bees ants. Remember, we are humans We have higher level of complexity due to our culture and social relationships and to do the ego An ant doesn't have a ego as far as we know We do so we have to take that in account and we can work with that and make that work better For the person and for the group. The thing is that our collaboration techniques are really in mature. Yes, we have to learn Thank you. Thanks a lot. I think we have over