 Brave kid, huh? So I thought I would want to start out by Look it out by and then we could wait to do that This is my big was back in 2001 Was the story I really It's a really And you also have these I'm doing okay So I need to This happens time and as I put my gun cross on him for the last time And I'm just about trigger then I feel my truck on full-back throttle shower Thomas I had the act. Oh at this point. I'm pretty sure I did some awesome That happened, but I really wasn't sure what was going on so after what we do a Red That's where I realized that No, I've been experiencing what So focused And a sort of notice other brilliant Yes, he has his voice It's usually Screaming just below the level of Outwear She had been screaming What I mean is that much you need to do basically what my And no, this this was a really strange experience It's No Something that This world But actually think that business At least So what I'm gonna do with this talk is Try to maybe maybe shine a little bit Really hope that maybe you see Spend most of my time 2016 It's kind of a cool small tell story also One over With better That's You look at these characteristics about business What a test we are sort of the right audience How how many of you can recognize these some How many of you can recognize almost all of us I guess the interesting thing that is that this is actually By the pilot This is And it's actually So I want to start out by Actually So the talk that's the bias business is kind of the next step that ended out with It's also the way we think about world as pilot so if you want to win context involving situation we We have to spend smaller And the other thing Make good decisions need to also understand But this is where it gets a bit tricky right because there also is a lot of value And I'm not thinking about split-second It's more about making decisions or with that Some of the time But if you ask pilots By more time think about it I know Sort of balance there So that you know, this is kind of an evil circle right wanna do fast decisions We have more unknowns and that will make it hard for us to understand what's going on So there's a tension that tension within this palace is really really One way to do that is through red bricks balls and steaks But takes one really important thing actually extract information from steaks that is that safe safe with the wrong and We don't want to So that's sort of the That's out of the basics of this talk. I'm gonna explore some of these areas Couple of other really important concepts this concept of custom delay that Business Take a fire Someone went up to my Good Wouldn't take long That's by the way Same kind of thing is happening Products are also So if I create a iPhone one now some years later So so we need to optimize it need to be fast because that's high value This is another And see here is Yellow or the orange line of the blue line or two And they have the same Say they have the same But but one of the armies are What this graph is telling us is that there is a Yeah, I think the same kind of things going on We have this Benefit of period If we think of this in a little bit simpler context if what is basically telling us is that Or if we're going into a fight You can pick the side where there's one group Because that But what it's also saying is that that single guy is never going to stop gonna win So if you can sort of You had a 10 versus 10 by a bigger bite over with 10 against one side No, that's the value As I said, yeah, the same thing is going on. But what we see in business is that the number one So, you know, if you create a product with Getting So to sort of sum this up, this is my question So I'm saying Rapidly burning and providing what it takes number one And I'm gonna explore some of the challenges The best we're gonna look at the half part about So this is where my my mentor Daniel Because he was doing One day and I was Daniel if you had three hours But this time you were allowed A long time That's half an hour each so The line Then I asked him so what is this was an essay What if you should write a essay Six feet something that you can write this half an hour He looks at This is what happens. No, we have have some great pass paints Start out by discussing what is this what what is going to stop How we're gonna divide the word Even if our teacher is just telling us once It take a long time probably to get started on then when we Had actually been working on it They Need to read though I think this problem sort of tells us about Because the essay is Sort of need to have the same mental model about the problem So I Think this these two types problems Probably not the ones we see too much What we see is It's what I call trick That's rigged both because they're hard but also because they're sort of a fix Simple ending on the text that you actually see But speak of heart is that Actually looks like a But it's really And all of a sudden Really So I will talk a little bit about how I look at that first up this principle If we can in some way All right, so I'm gonna go through just to kind of get the same idea about this Actually afterwards So what we have here Maximizing shareholder that will have a sea level sweet guys Metal managers where you should Try to align people Of course these guys are not always Blue stuff and for really big things we're gonna cost I'll be a lot of the days this organization and the other thing is that Usually these organizations are Silence, so we have maybe business I see I Come in as a difference, but this is sort of a And we need to have tax trade value these guys So that's So Oh So let's explore a little bit what happens usually before the year the business is Yeah, so They they'll look at the list and try to assess how much They also know that this is sort of their chance to get stuck in so things Then you have I see the partner they'll be asked this Need to know how much possible And usually there's a bit of attention here because there's conflict of interest which is really one And the IT really one of the big thing They want to Get away So I can be fighting going on but some You know, they agree on the list at the IT department sort of plans out the resource Of course this Can But no, we're no better than IT sometimes we Have So Usually this is place where the managers come in One way to fix the problem is Maybe Even better So we have Know that Almost And also So how many of you have that suck point We have been in a situation where So Another way of doing is yes, of course that has all kinds of frameworks that one I'm not gonna I'm gonna suggest a few things that I think these things all these So one is Practically we're thinking about how teams So that they can Up to twice on that global different frameworks Just gonna represent it And One one thing that we need to get rid of is that So what we want to do instead is have this group of people to be organized around And that means that we have all the people there from the silo Business That means if we have more products or services Our company is gonna have more containers or stripes The other thing is that when we do funding we're not gonna Do this we can just say we build an iPhone Better one this year. So let's I All right, so I'm gonna talk now about how they're actually Put on some ideas from my military I See that these worlds Look look at this this last chapter. It's about It's all about how the US This guy is the guy Pilot pilot is the guy who Look at the US The guy who inspired that for that is This is Sutherland But What occurred to A lot of What he you know he starts starts to study this and what You see some differences between the act she's three things that sort of They wrong rates for stuff One is that the kind of Rider so the pilots form serve form that's one of the And the other thing was that the US pilots were better straight So when they observed their mental models of what was going on was more That is That is the same And the last thing was was that the US They could really And these three things by This is actually So Another way to put this is that it's not about having a high velocity It matters more what They're based on our mental model That mental model is never Synchronized mental model of the employees So that is the core idea and I'm gonna expand on this Look at it The first a little Story about how we use this as a fighter pilot because we sort of take this We always fly They will always be Which is So that everybody You know good wingman But but even Because I've actually changed while we are sometimes move the time So what will happen there? Idea behind the list that we want to have the guy with the best Synchronized mental model So if I see a red up there and we're flying around for I will call out at the radio to the wingman to is engaged Then the leader will say press And what that means is that you now have We now need to take care of the Formation and make decision And then the later states So the same kind of thinking is going on between So it's a different command and control then Yeah They can see very And what they will do sort of broadcast the big picture Actually, we have a code So these guys like if I want by one of the big picture I will say magic Everybody But anytime everybody can say Magic What's going on sleep from the pipe? local This group over there. They Sorry, we have people engaged with other things there. We have such rare missiles there But it's up to the individual flights to use that information Take decisions, but also that So I think you'll never Same time But That's the real life Explore this A little bit This is from I showed you So that definition of this term is continuous information about the system or environment The integration with previous knowledge form clear and mental picture And the use of that picture in fact and further perception participation in this run into future So I think this is just a really complicated way of saying Well synchronize your mental model with a real world situation awareness when you're really well synchronized So this is the topic that we talk a lot about in our registrations How well was our picture what was going on And and I actually find Exact things going on with our companies that we have different mental models different basis of organization They are not always Sometimes we're talking about it, but sometimes we're not talking about So here are some ideas about pilots Builds a general If you have two teams to say no The local situation in my team. I'll have five If I'm collaborating with someone on a component or not on that team, but the sort of safe area of work I'll have And So if we do that on a graph, it would probably look like this. I'm a green team. So I have high awareness Local Do the same kind of thinking if we find about the infrastructure They will have high assay on the picture. They will have low assay So now in a organization system like this sort of had a situation No one knows everything But everybody knows some Both need to have a picnic and we need to have a local So the way I said in a physical hierarchy or say here, there's a sort of entering a picnic We have to optimize the local order And we're gonna have a hard time when the situation is horrible and I think in the The agile pace we're sort of favoring this The local high update rate with the information High resolution data of the local teams and Now we need to find a balance there Maybe Or maybe not Maybe we can actually get best of this This is the way we sort of describe it the system where we get the best of these Two worlds so we call it local initiative or by global Initiative is different than a ton of Initiative means that No, it's not your autonomy is where you can view Get a full right to do what you want Initiative is that we expect you to behave and take action In a way it's a stop sign for the global Even in situations where it's really really really gonna hurt the local team And we sort of demand also that do synchronize the team their view of what is the global So we really the culture in the military is that the leaders And the reward structures really build up around us So we're really sure that people are not trying to best optimize their own local Because it can actually be punished If you are sort of Being invited because it's like the other so Same kind of The structure Maybe not punishment or this kind of hard punishment But we need to think about how we set up a structure where it actually pays off to be Optimized for the both and it's really important because Things that are optimized for the global is very very seldom The right thing for us as a team The the rewards and the cost it's not just fair The Local of price So we need to create a system that makes it Make sense to back like that And I think I see a lot of organizations where there are sort of top prices for clubs Now they are rewarding people for doing good by their own That would make it that far. So I was there. You're always looking at the tea for yourself You're always looking at the mission for the team So so that's uh, that's I think fundamental different culture It's really really important to have that culture in place for the system So, you know, taking it into an IT world Know that guy You'll be thinking this, you know, the teams deserve to see the bigger picture. I'm going to take that Describe it just like And if they think they see an opportunity they should expect them to Without any All right, so planning um In the village area, we plan a lot, but we're actually struggling almost as much as even more About plants So in that job community, we know that plants are not really very well suited for We say adapting to change or following Then we're saying stuff the spider pilot's like no plan will ever survive Or like ice tower plants are worthless, but planning is very I think this is actually a little bit weird How can plants work in spirit? How can planning go with so what he's thinking about there is that it's not The plans that are the outcome. It's actually the line I need to understand what's going on a big picture and That will allow us to Decentralize all the positions as we execute. That is the purpose of planning. So it's not the planning Okay, the spider pilot of the planning part. It's really a sense. It's just a plan when we're done with the planning and I think I'll dance the bottles Execute that change on So if you think about planning like this a lot of positions each find those right solutions That is not the way Think about it. It's more like this is the big picture vision we're going for There are some options in there. Let's uh, know they are there and decide later on Want to minimize then Yeah, so same kind of thinking for Product they'll be describing a big picture. They would probably do that in the event like this Gather together a lot of plan for Period and then the teams use a local So the last story which we finish off here is uh, it's a story Back out a And taught me something about trust that I want to And uh, it was really bad weather. We uh, we took off knowing that uh, it wasn't the best weather to land in again, but actually As soon as we get real stuff We are talking to the air base and they're saying guys guys are not going to be able to land here Also, people have other Always when we find us requirements, so we have other options But as soon as we talk to them, they are saying the same thing No way you're gonna land there And uh, we have another option, which is these tankers that are hanging around. They have a lot of food So we uh, we can survive for these hours By We have a schedule But what happens is that as we approach the Tango area, there's a lot of Really And it's not allowed It's uh There's no police up there, right? So Yes, but it's Any of you have been in an aircraft and they've understood you're gonna As you can see that they're quite close to each other. So they say it's a really big chance So we we talk a little bit about it my in my wingman, and so we decide the other The other option Let's go to the hang on and see what happens. So we find it on our I'm really really happy when I see that they have this room Because it means that And then we for the next 30 minutes we take fuel Turnes and actually the fuel is running the wrong way, but these guys finding a suitable area we can stay in Actually get our fuel and everything We land again But I think what's interesting there is that I felt I was sort of changed after this I I took more risks than other soldiers I think the strange thing about it is that These guys I I did not I did not even see them Somehow I was changed anyway, right? So to me trust no, it's not about any of these things Wanna have trust it's all about being able to predict that other people Actually take care Also, even if they know the skies knew that they were also risked their lives But they didn't ask for some of the really huge fuel that said I'm gonna trust that if you gonna go up here and risk my life It's a problem working And the same thing happened for for a lot of the other pilots because they have experiences I think we can create environments like this where we know it's through shared experience So if we plan together and execute together we could have quick feedback where we actually show that We are gonna be trust trust And the kind that also when it's done for my own So, you know, that's the kind of thinking I think the team should have I feel like I'm part of a bigger thing And I love doing what I do and I want to gonna skip that one for time Then I just want to wrap up with the sort of my Ideas house collaborate. So a lot of stuff there Just the headlines is that we organize for Graphic feedback groups organizing or synchronizing the fancy bottles make sure there's flexibility in execution and pre-condition