Hackathon Public Profile

2 years 5 months ago
Hi Silvian, what I can do right away is point you to the book "reinventing organizations" by Frederic Laloux, this book references many organizations who have tried this approach. The easiest way to s... More
2 years 7 months ago
Have you observed forms of exploitation? Great question! YES, is the short answer. We tried several conventional approaches to overcome it, all of which had little success and often were c... More
2 years 7 months ago
"You say: "Formal interaction between colleagues takes place via “customer and supplier” relationships." I understand that processes are reduced to exchanges. What about co-creation? Example: t... More
2 years 7 months ago
....."In business school they tell you not to do two of these things at the same time..." Yea, they tell you a lot of nonsense; it’s not their fault it’s how they are programmed to function. ... More
2 years 7 months ago
No I hadn't seen it- until you mentioned it. I looked at the website and read about the products and projects- all using your open source approach. I'm very impressed. I found it inspiring. Grea... More
2 years 8 months ago
In my opinion... and its only my opinion .... when organizations have subjective measures people tend to spend time lobbying in their pursuit- there comes a degree of politics in the organization. ... More
2 years 8 months ago
So, when you report to the city via your financial report.... you give these "subjective measures"? OR, you give objective financial measures? If objective measures are good enough for you organ... More
2 years 9 months ago
"Powerful metaphor: traffic light vs. roundabout: efficiency, difficulty, authority" Luis Solis Hmmmmm, yes, very good.... I'll... More
2 years 9 months ago
Advice process: one decision owner + expert advice + impacted stakeholder = decision LOGICAL PROBLEM!!!: by definition you can't know who the impacted stakeholder is BEFORE you make the decision! T... More
2 years 9 months ago
"Ethics can’t overcome incentives" The desire to change and the enthusiasm to change and the commitment to change and the need to change Can't overcome the established incentives (the old "... More
2 years 9 months ago
Tsukasa Makino- You make very good points about the growing decision making delegated to computers (or specifically software). In the aerospace industry we have seen the decisions over direct flig... More
2 years 9 months ago
I think these thoughts do exist in other countries, although sometimes the opposite thoughts also exist. I guess it depends upon the context you put them in. "Focus on your weakness and work hard ... More
2 years 9 months ago
Deb- I also had…. leave out “data decides”. But then I got to thinking; Data should never decide, it’s always people that should do the deciding, and they do it subjectively; they balanc... More
2 years 9 months ago
#8 toxic belief? Stability provides strength. More
2 years 9 months ago
Gosh, those previous comments really remind me of the world I used to work in, it brings back the injustice and dysfunction that was so much of a distraction from actually doing a good job- constantly... More
2 years 9 months ago
Graham- great discussion, it's a two way street- thank you for your very thoughtful contribution. These issues are VERY hard to think about. In my work, it was my opportunity to explore with ot... More
2 years 9 months ago
Graham said: "Nonetheless, although normally self-effacing, I am rather attracted to the idea of naming boards of federations "Grahams". As you will see from my website I overcame my self-effacing ten... More
2 years 9 months ago
Gosh Peter, Thank you. I have to say the challenge that underpinned Charles and Graham comments went right over my head! I get what you are saying now. Ok, let me start by saying the scope of... More
2 years 9 months ago
Peter, that's pretty good I think.... I don't, you could together better. My sniff test... does this work at city level?.... "I don't" ....works good ...although I gotta get on with something ... More
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julian-wilson's picture
Common measures must be things like Quality (measure of returns or complaints), Delivery (on time and in full measure), Profit (% return on assets being exploited in their activity after liabilities h
By Julian Wilson on July 29, 2014
julian-wilson's picture

Common measures must be things like Quality (measure of returns or complaints), Delivery (on time and in full measure), Profit (% return on assets being exploited in their activity after liabilities have been considered) and finally Conformance (measures from audit to ensure agreed standards are being met and the Law...

By Julian Wilson on June 12, 2014
julian-wilson's picture

The organisational system must make individuals accountable for the assets and liabilities of their operation- luckily such a mechanism exists in the traditional business system and that is the Balance Sheet- a document where all the assets and liabilities are expressed.

Every individual must have a Balance Sheet applied...

By Julian Wilson on June 12, 2014
julian-wilson's picture

The essential factor is that the organisational system must be specifically designed to make hierarchies unstable so they can never support entrenched dominance.

It must be accepted that individuals are more or less socially dominant and have more or less anxiety.

The organisational system therefore must not allow...

By Julian Wilson on June 12, 2014
julian-wilson's picture

Individuals need to experience their working world as the business experiences the outside world- they need customer and supplier relationships with their peers and outside businesses, but not just that, they must also have investor and mentor relationships, and contractual and legal relationships too. These relationships must embrace the risks...

By Julian Wilson on June 11, 2014
julian-wilson's picture

Design some explicit "systems" to operate by.

Systems that include responsibility for quality, timely delivery of product/service whilst adhering to the laws of the land.... and producing a profit whilst doing it.

These are not "nice to have", "goals" or "aims"; these are often contracted obligations between the corp....

By Julian Wilson on June 11, 2014
julian-wilson's picture

Bureaucracy is the glue that sticks organisations in place, it restricts change- because it is driven to prevent previous detrimental change at the expense of future necessary change.
Bureaucracy has two elements, a) reaction to problems, and b) a human element.
a) In the reaction to problems bureaucracy...

By Julian Wilson on March 13, 2014
julian-wilson's picture

Management is a hierarchy, this means that job security is based on tenure not on success.  Given that you have tenure- keeping your job involves maintaining the status-quo and NOT giving bad news. There is no incentive to engage in the risk of adaption. Management adapts to its restricted environment....

By Julian Wilson on May 11, 2013