 as I said before and maybe as a beginning of you is working on products so I asked here around a little bit already everybody in product development or services or E2B services? Are you in a services industry or product industry? Services? Services? or consulting? As I said I'm Chris and I'm here today to let you a little bit now about agile mindset not set into an IT environment but more into an environment out of the IT into a more global environment in the organization and how this can help you to build actually more innovative and more or better products yourself. So this what I'm talking about here is actually set out of different trainings, several trainings, different trainings which are lasting at least two days usually. So in this 25 minutes I can obviously only scratch the surface. Okay I put up at 11 workshops so if you find this interesting and you want to do something and maybe work on your own products in this workshop you can do this like for an hour we can plant into lunch we have time I just have to catch my flight at 6.30 to 9. That's all. So yeah before we actually can start about understanding how an agile mindset can improve innovation I want to talk a little bit about why we need to innovate why it is very important to be innovative and one of the reasons is that in the last years the globalization mostly because of faster internet and more availability all over the world of internet is getting stronger and stronger so theoretically if the rise of coffee drops in Guatemala it can influence our economy here in Singapore. Okay many many companies in the world try to keep their business model and in the new recent developments we see the company style a very famous example is Polaroid. So Polaroid is not existing anymore but they had a very disrupting technology I mean you just took a picture and you could look at it. Okay you wait two three minutes but basically that's that's what it is. If you want to come more in front I don't have to shout to Laugh and it's cool here too it's cool here too and be a little bit more cozy. I like that. So exactly so organizations like that are dying which are already existing for like hundred years and had a lot of disrupting innovations. So other examples are like everybody you know probably Airbnb so Airbnb managed it in the last five years to get as many hotel rooms as the Hilton Hotel Group in 90 years. Or hotel rooms. Not real hotel rooms but all for rooms let's tell it like that. And this shows how you can build and everybody of us can build actually with a great idea good idea which solves the problem we can actually disrupt a whole business model or yeah a whole business model. Uber you can think of them ethically or in terms of management practice whatever you want but you cannot neglect the fact that all of the world cab drivers are going mats over Uber you know. In Spain I think they even attacked Uber drivers. Cab drivers I think it might be right you heard that. So this shows how just an idea can actually disrupt a whole business model. Yellow cabs in New York are endangered theoretically. And after they burned in Spain they said that they will do food delivery and these kind of things. We did all the publicity that they got from all this. Yeah exactly that's that's another idea. But this is more about the management tactics and management priorities. In Germany they got banned and the chairman CEO basically said I don't care. We just go on. If you get stopped by the police what will they do? They can say I'm driving with my friend. You have no chance actually to actually get these fees. So another example is Google which started as a search engine and today is a three hundred billion dollar business within like 15 years or 16 years. So you see nowadays it is not important only to keep your existing business model running but to look at other opportunities and to look how can we keep going. How can we still content with such disrupting organizations coming out of nothing right. So in the last decades the duration of a fortune 500 company dropped dramatically. I don't know the exact numbers but the duration of a company being in the fortune 500 got less and less and less of the last decades. That means that just being big doesn't give you anything. Just having maybe and now good running business model doesn't mean you will survive forever. I think General Motors is kind of insignificant nowadays even though it was the biggest car supply in the world. As an excerpt I want to talk a little bit about what is an Agile mindset and everybody I guess who doesn't notice the Agile manifesto. Anybody here who never heard about the Agile manifesto. You heard about it? You didn't hear yet. Okay. You heard about it. Okay. Okay if you're more interested into this I cannot go into detail during 25 minutes. Later talk in the breakout room if you're interested in the workshop we can decide what we're talking about and what we're doing in the breakout room. But basically also about 15-16 years ago a group of software engineers came together and said the way we are doing software today doesn't work. 70% of all projects failed in terms of getting more expensive than initially planned or are taking longer than initially planned. I think it's even 76% or something like this. So they came together and said the way we are doing software is not good. We need to change something so they put over the Agile manifesto. Learning from other industries. So there's a lot of lean manufacturing inside. There's a lot of management theories unfortunately at that time. It's getting more practical but there's a lot of these ideas inside this Agile manifesto. And now they claim, of course they claim always they're doing best that they're doing better software now. The real purpose of this one is also to create business value for your customer. So you create a product or you have a project or you run an outsourcing project and you want to create a value in the end. And you're giving this by being transparent to your people and let your people be in the process, in the whole process involved. Traditional processes like waterfall are following like an assembly line. So everybody is standing alone in the room. So you have first the architect, he's doing something, then it goes a step further. The designer is doing something, it's going a step further. The developer is doing something. The tester, the maintainer. And the maintainer only if you get paid because you went over time. So this actually splits up all these roles. It doesn't think in this assembly line, mentality anymore. Okay, it gives, lets everybody build the product and the project or deliver the project together. And this is based on a theory which came actually a little bit later. But if you look at it now, you think that this could be actually the basis how Simon Sinek described it in his golden circle. Anybody knows the golden circle? Okay, nice. So that's exactly what actually it's based on because in an agile team, you give transparency over the whole project, over the purpose of the project. And you let everybody participate. And this is what's happening here too with the why. So the purpose of the project is basically also the why in the golden circle. And Simon Sinek says it from a view of communication. He says, if you communicate your why and the real purpose for what you stand for in your organization, it's much more easy to find like like minded people who connect very easily with you. And that's the real reason also in the Agile Manifesto. So you find easier people who are connected with you, who are more encouraged to do the best for the project and work on a like minded set. We can go more detailed into the golden circle also in the breakout room if you're interested. But I can really not cover too much details about this. As I said, that's several trainings over like, let's say in total like 10 days, I cannot cover within 25 minutes for sure. Yes. So how does this fit into an agile organization? So what I always tell people, and I had a long discussion, I don't know what language this is. And I don't understand it. And I hope it actually confirms what I say. Better don't read it. But I had this discussion also with Rasmus. Many people implement Scrum or XP or Kanban into the development teams. But the whole organization is still working as before with traditional. And then Scrum doesn't work. Agile doesn't work. And then they wonder they play Scrum. Okay, the only thing why they say Scrum or Agile or whatever doesn't work is because suddenly it shows the problem. Waterfall doesn't show problems. It doesn't just say, okay, we are late now. Okay, we need to extend the project line. But it doesn't show you in the process problems. And this is what Scrum does. All this is based on what Douglas McGregor described in 60s already with two management models and how you perceive people in your organization. So I like this graphic from Wikipedia because it's actually displaying here already this two management models. This is management model X and management model Y. So in management model X, we say, or it is said that people are only working because they have to get to work. They need their money to provide for their family. And they need to survive. And that's why they think people are primarily driven by monetary value. Opposite to that is the theory why. Theory why says people want to work. People are eager to give the best for the organization if the conditions in the organizations are correct. For example, as I just said, if the organization communicate why they exist, what they are standing for, and then they might identify with the same why because they have the same mindset, they have the same values. And that's why they give the best for the organization. So this is if you want to build up an agile organization, you need to set the conditions that your people want to work. How can you do that? I don't know how much time I have left. Nine minutes I have left. Wonderful. Perfectly in time. I'm actually below time. I check people on time box. So how can you do this? So what everything goes back, I think everybody knows who is working with Scrum. So you know all this. That's the three legs of Scrum. Transparency, inspection and adaption. So you do this in your Scrum work, you have the sprint landing, you have the daily stand-ups, you have to sprint when you have to sprint retrospective, you have the pediment backlight and then you start again with the sprint lap. Blah, blah, blah, blah. At all the spaces, Steve Thurming's plan new check act, who knows the PDCA side? We have a proof. You want to switch? So this is actually where this works on. And if you want to implement agile in your whole organization, which I think you should, if you want to do agile in your development team, you actually need to run this plan new check act cycle during your whole organization, you run it in your operations team, you run it in your development team, you run it in your marketing team, you run it in your support team, you run it in your management team, you run it everywhere. Plan new check act is actually what Scrum is doing. So plan what you do first, you do it, you checked, was it good? And then you act on that one. So you have the sprint landing, you have to sprint itself, you have to retrospective at the rear view, and then you have again the sprint landing and the pediment back lock. Right? How you implement that? So I'm not an advocate for Scrum. I'm not an advocate for Kanban and advocate for Scrumban and advocate for any process framework which comes out of agile. I'm just, there are good things in every of these frameworks. So how you implement it for your organization doesn't matter. Yeah. I'm also not someone who says that's why in my, in the program is written a lean slash agile mindset. Because for me, it's just one family lean agile management, 3.0, radical management, beyond budgeting, whatever. It's all, it's all actually one family. So how you do this, where you take your best practices, it doesn't matter. If you run and you have nothing lazy, and it works wonderful for you, why should you change? You don't need to change for, for the sake of change. Okay, I'm not standing here to sell you something. Just thinking that the traditional ways aren't working as much today every start. So I just think that the traditional working aren't working. That's why. Sorry, I got back again. 15 years ago, these guys came together and said, what we are doing is actually not working. So we need to change something. So far any questions? I still have a slide we can go run through. As I said, we can go more deeper in the breakout room. So far no questions. So for innovation itself, as you know, in Silicon Valley, where the best foundations available in the world for startups for innovative projects, nine of ten innovations fail. So if you're thinking about more remote locations, Singapore would be maybe similar, than we have, I don't know. Israel is very famous for its startup culture. I heard Tallinn is very famous for its startup culture. Berlin is getting a little bit famous. But if you're looking at Ho Chi Minh City or Lom Pen, I don't think that we would probably say that 9.9999999999 out of ten innovation projects fail. And when I say fail, it means that the money is lost. It doesn't mean, okay, we are not Google, we are not Apple, but we're still existing. No, it's bad. So if you're thinking about like this, unicorns, which they are called, one million dollar evaluated startups, then we are thinking about a chance of 9.99999 out of ten projects we get a unicorn one day. Okay. So some years. First of all, don't forget this. Mostly is innovations fail because of two reasons. If you put innovation into an existing organization, management, directors and leaderships are afraid of investing into innovations, putting money aside and say, okay, just do some innovation here. Because they are afraid of the risk going on. They can't really evaluate the risk. They will get something back, a return on investment. This is one reason. If you're looking at startups, startups fail because they don't really solve problems. Somebody has a great idea. It might be super duper software, but it doesn't solve any problem for people, for real world people. And that's why Eric Green, Steve Blank, Alex Ostervater, Ash Maria came up with this full step approach, which they call, which was in the book from Eric Green's Lean Startup, and which can be best explained, which I call an Android approach, which can be best explained at this Lean Canvas. So you find different. There's a Business Model Canvas, there's a Marketing Model Canvas, this is the Lean Canvas from Ash Maria, and I find this the best one because this is working for products the best. If you're working in services, probably the Alex Ostervater Business Model Canvas is better because it's more focused on this one. So what you're doing in a Lean Startup, who now is Lean Startup? No? Just kidding. It's just my humor, sorry. You now is Lean Startup? No. You made it. Okay, thank you. You know three Lean Startups. Yeah, so Lean Startup is saying you're basically doing hypothesis, hypothesis experiments all the time, and testing that with real-world people. Okay, before you do any code, you actually find out first who are my target customers. So you write them in here. Then you decide, okay, or you make assumptions, and decide, okay, my target customers could have this problem, this problem, this problem, this problem. So you write down your top problems you have. And then usually what starts, okay cool, I have it again, let's code this, blah blah blah blah blah. Then, oh, nobody buys my software, why? No, what they say is, now before you do any step further, you take your problems, make a small interview, and go out, call your customers, go to the train station, ask if they're questioning, and ask them, find out, is this a problem? Is this a problem for the people? And then you get a response, and you decide, okay, is this a problem? We want to persevere, so do we want to go on with this? Do we want to pivot? Do we need to change something in a small way, in a big way? You don't need to change like a 180 degree, you don't need to, but you can change small things in your business model, or do you want to quit? And I know if you have an idea it's very hard to quit, it's very hard to quit because you believe in this idea, right? You have to give, you're dreaming about it, and you're waking up and thinking only about this idea, but it's very hard to give up on this one, but you need to, before you lose money, because if you don't solve the problem, you don't find, you don't find, you don't find any revenue out of this. So I will not go through the whole one, because I think I'm just at one minute left, but before, when you found out, okay, this is a problem, then you go the next step. What is my solution? Top three features I want to solve, and you're not coming. You're writing another question. Yeah? Is Agua or Dropbox a part of the strategy? Dropbox is a very easy one. And what's the other one? Agua, the company that I'm in. The question and answer company is great. Quora? Quora. No, because, no, it's Agua, it's the part that will come. I don't know this one, I'm sorry. Okay, so Dropbox is a marionine star. So they made actually, so you're going through, one second I come to this, maybe as a Dropbox example, but you come up with the features, you don't code yet, and then you go back to your castle, and you ask again, if you before had this problem, are these features as a way of solving this problem? And if you find out yes, of course you persevere. If you find out no, you check back why. What can be changed? Or I didn't spend any money yet. Let's go. I'm coming to questions in a moment. Sorry. So Dropbox, this is this way, by saying, one minute, let me just finish it off. Please. I had two questions interrupting me. No, but Dropbox came up actually with this video. They didn't have a line coded. They didn't have any single line coded, but had a video on displaying how Dropbox works without a single line coded. And this was very impressive. I'm stopping here. So if you're interested, let's go at 11 o'clock, I think at Silicon Straits. We can run on your project, Aline Kanmas. We can talk more about agile mindset. We can talk about the golden circle, whatever you want. And I have reserved an hour and I think you can plan even into lunch if you're not that hungry. So we have time more. Let's make it. Do we have time for questions? Are you the moderator now? Yeah. Yeah? I'll give you these two talks. Keep talking. I don't think I need that. So we can. So what was your question? I don't know.