 I hope everybody knows about Shell. So in 1984, this company Shell looked at a particular scenario how they would react in future. The scenario they were looking at was that what if the oil price falls down to $15 per barrel? So this was like a very ridiculous scenario for many different counts. Like there were two particular reasons. One was by that time, the oil price was $28 per barrel nobody expected that to fall down. Second thing was by common wisdom, the $15 per barrel is like end of the world for the oil company. So nobody would survive for $15 per barrel. So they had a lot of internal problems why the hell you are looking at a particular such in a practical scenario? Why shouldn't we be focusing on something which is much more practical? But still they went ahead with this scenario and identified there are a few things that they need to change in the particular company the way they operate. So one was that they had to cut down the drilling of oil offshoring. So of course any company would like to take the chance to cut down the cost and they went ahead of developing those technologies. So by 1984, unexpectedly, the price of oil would fall down not to $15 but to $10. So that was like a huge slump in oil prices. So what Shell planned earlier two weeks, two years back helped them to survive that particular rock bottom oil prices than their competitors. So for me, this is what I call a learning organization. So by definition, a learning organization is something that they try to create their own future. They don't want to depend on any external factors. Let it be the market condition. Let it be the competitors around that what the others are doing. They try to create their own future. They are not that much dependent on other external factors compared to the other customers. So by definition, a learning organization is one that's trying to seek their own future. So I think you have seen this book from the opening keynote. I'm not going to describe that. But one interesting fact, and this Professor Peter Seng is from MIT Sloan School of Management. But Harvard Business Review recognized this book as one of the leading or the influential management book of the last 75 years. It's a little interesting to see Harvard being recognized or MIT being recognized by a Harvard Business Review. But anyway, so this book, like other interesting things, like other bigger factor is that this book has more than 1 million prints in publish. And based on the success, Peter Seng actually wrote down a few more series of books. And if you try to look at a little bit into the learning organization. So there are five which he called components of learning organization. Actually, he tried to say five disciplines of learning organization in the sense disciplines are the areas of practice. So team learning, mental model, shared vision, personal mastery are four components. And what is called system thinking is the foundation of the learning organization. So I'm not going into details about each and every component. But that's not my purpose of being here. But I think I need to talk a little about something called system thinking. Again, this is not something invented by Peter Seng. This has been there from, I think, 1920s. There were many pioneers of system thinkers. And there are a lot of communities around system thinking communities. But what Peter Seng did was he used the system thinking to build a learning organization. So let me again start with the story. Let me try to explain system thinking through a story. Anybody from New York? OK, good. So if you hear New York, I haven't been, luckily. I mean, it's a big, nice city to be living, right? It's like the showcase of USA. But if you go back to 1960s, 1970s, and to 1980s, this was not the city as it today. So this is not what I'm saying. If you search Google, you will find a nice, I don't know, there's a nice, but an article from New York Times. It says, the New York public library is an open-air drug market. And port authority bus terminal, which I am thought to be the central place where interstates buses are being connected, like the big central bus station, is full of beggars, drug addicts, and every vandalism, every negative things was there. And I mean, New York authorities were trying to cut down these and improve the city. Not that they were not doing anything. So they were trying so many different things and increased the police force. They increased the penalties. Even I'm not sure, but I think they got the death penalty also in. So they were trying so many different things. But nothing was working for decades. Like it didn't work on 1960s, it didn't work on 1970s, it didn't work on 1980s either. But by 1990, the crime rates are falling down very sharply. In 1990s, in America, the crime rate were falling down like 28% per year. But in New York City, it was falling like 56%. That was more than double of the global average, sorry, US average. So what I'm trying to tell you and how I'm trying to connect it to the system thinking is about how they did that. So they did two things differently and specifically. One thing was they had a zero tolerance policy for low crime rates, sorry, small crimes. And they lit up the city very bright and painted the walls and everything on bright colors. So if you consider the first thing they did, so for small crimes like vandalism, pavation, public urination, they had a zero tolerance policy. If you do a small thing, the police comes and capture you and put in a jail, give the serious punishment they could be doing. So this was criticized to the bone. They were criticized that. Why are you focusing on these small things? Whereas big criminals are out there in the open. But this is what contribute to the low crime rates. And this is what contribute to the city as today. So in criminal science, actually now, this is called broken window theory if you read the Google and Wikipedia. So this is a prime example of system thinking. So system thinking, there's some concept called point of high leverage. So the point of high leverage is that the smallest action where you can make a big difference. So you need to think around the system. That's what the New York City Council did. Instead of focusing on the big crimes, they were focusing on the small crime. Instead of making people not come into the street, they lit up the street. They painted the street in a nice bright colors. So they made the people come into the cities or the streets. So that was what helped to fall down the crime rate. So if I just stop talking about the learning organization and the system thinking, I have taken these from agile manifesto. I just try to put down some of the principles from the agile manifesto. So if you focus on the bold word, like motivated individual, self-learning teams, focus on technical excellence, and working together the business people. These are the key ingredients for the success of agile. We need to have everybody motivated. We need to have self-organizing teams. And quality is not something that you can compromise in agile. But in reality, do you really find that? Unfortunately, maybe I'm lucky, but I am not. So do you find everybody self-motivated? Do you find the teams being self-organizing? And do you think the people will look at the technical excellence every day? And do you find even the business people come? You will be more successful in your life. So this can be taken for our personal life as well. So Alex has written that book based on this. And there's another one, like a leading researcher called Sean Aker. I think if you have heard his TED talks, it's fantastic. He has two books, Happiness Advantages and Before Happiness, which came last year, I think. So this is a fantastic book. So we try to do a lot of things at the exercise of small things. We don't need to bring money into the picture. Money is totally out of this focus. So we do a small thing. We try to appreciate people. We try to celebrate together. We try to do something called Random Acts of Happiness. Actually, you read that book. It comes from there. And he has a nice video about that. Because only the stressed brain doesn't learn as unstressed brain. So we try to do a lot of things to make employees happy at textiles of doing small, small things. Appreciation is one of the biggest things. And rest of the slide, rest of five minutes, which I have, I'll try to talk about igniting the personal mastery. But I need to make a word of caution. If you're trying to build a learning organization, you cannot build one by one. You have to build everything together. But I'm just trying to explain what we are trying to do at textiles in terms of personal mastery, just because I don't have enough time. But if you're trying to build something, if you're trying to learn something through learning organization, don't think that you can first take off the personal mastery and then go to something else, to mental model, et cetera. Now you need to build it together. So we have a total different performance review. So we have separated something called professional growth to the monetary returns. The professional growth is something that transcontinuously. And of course, your salary reviews or what we call it, something that comes every year. And if you look at traditional performance reviews, no matter what it calls, it can be 360 degrees feedback, anything and everything. There's a manager in more who will try to set down certain things for you. But what I'm trying to do and what is based on personal mastery is that we try to get the employees to come up. And we have one simple, single rule. You can pick anything as far as if we improve something. So this is the rule we try to work. And we have some examples like people trying to wire their own cars to different LEDs and all these electronic gadgets. That's nothing to do with what is data and job is. But we encourage these people, because it improves certain things. That is because personal mastery, it has two components. If you read the book Learning Organization, one is that you need to accept your truth, accept your reality. You should not be afraid of the true situation. And other one is you need to have something called personal vision. What is important is personal vision is not something that can be put top down. It should come from within yourself. So in our belief, where the traditional performance review gets wrong is that it's whatever you call it, the starting point is top. You sit down with the manager and have a discussion, OK, you need to improve these, these, these things. Anyway, you're just trying to dance to the tune of that particular manager. So here, we don't have any influence as managers. We let people to come, what they want to do. But with this simple rule. So next thing, what we try to do is to build up certain knowledge communities around Excelsior. So this is an example from what we call it book club or the reading circles. So we encourage people at Excelsior to read, not only read, but also to share the knowledge. So if I read a book, I would like to share the knowledge with whoever around me and whoever interested. Of course, there are people who are not really interested in reading. That's fine. They have their own interest. But whoever interested, we try to discuss over the water cooler or coffee machine or the tea making place. We try to discuss certain things. And we use Confluence as our corporate wiki. And we try to list down certain things. These are the books that I have read. And these are the recommendation. So these are very small and very easy steps. This doesn't cost anything. But what it creates is a culture. If you were here for the previous session, I think Deepesh talked about the culture. Changing the culture is one of the difficulties. So these are the small things that we try to change the culture and to become and encourage something we call knowledge culture. And other thing is we try to be a little live. And we try to create certain Skype groups. We talk about nice videos, which I have watched over TED or YouTube or something. We try to share around individuals. So it's a voluntary thing. And purposefully, we try to avoid spamming. We're trying to work out all of a sudden certain things pop up in Skype. That's a disturbances for you. So there's a principle called economics of mean. That means the biggest impact would come from smallest activities. This is something we also try to do that. We don't announce we're trying to change the culture now. Now, from tomorrow onwards, we'll be focusing on knowledge culture. That doesn't work. We try to do small, small things. Sometimes it might see that those are not connected. But all are focusing on one particular direction. So I have some more material in terms of how to connect the learning organization and agile organizations. If you're interested, you can read this particular post. But I think my 20 minutes is over. Any questions or anything? We are around 130 at Colombo. So this is more towards the culture, culture change. So as everybody, and everybody needs to contribute. So we try to encourage people to read. We have something called technical talk or tech talk program. Why don't you contribute to that? Why don't you have your own blog? Why don't you try to share your knowledge among communities in Sri Lanka or worldwide? So through those small things, we try to sail the organization towards what we believe as a learning organization. So it's not something that we apply for this particular team and next day apply for this particular team. So this is an organization-wide thing. At least we're trying to do it in Colombo, a little far from Norway and Sweden and Australia for the moment. But this is like an organization initiative at Colombo office. Thanks a lot.