09:10:18 From Bill Zybach : A digital front end to seamlessly coordinate with the multiple back room groups is so essential to these designs. It requires business process reengineering to integrate and connect the parts, the product groups building digital/features, and the marketing groups, and then the IT organization, in addition to existing work of parts. 09:11:46 From Bill Zybach : Amy’s point about the characteristics of Digital Officer, go directly to the socio tech aspect of the BPR necessary to build the new Org Design. 09:14:12 From DAve Jamieson : Its amazing how important socio-tech seems to be today, when it has been dropped fro many education programs? It has always been central to all work in design and change that I've done. 09:14:20 From Bill Zybach : Can the digital platform account for customers who are identified differently by different components of the front back organization. Does the design criteria prioritize Customer Experience over process design considerations. 09:14:56 From claudia murphy : So, true, Dave Jamieson! We have talked a lot about that at ODF. Program at USC has it front and center. 09:15:24 From Todd Christian : Dave - I think you'll like the 3rd question today - we've been wondering if STS is still as known/applied today - or needs to be brought front and center again! 09:15:47 From DAve Jamieson : Thats becasue of the key people there keeping it alive, like Tom Cummings and Chris Worley 09:16:04 From claudia murphy : Stu and Craig McGee are also total devotees 09:16:22 From Bill Zybach : When we get too method focused, we might think that we don’t need STS - but it is core to our work…. 09:17:33 From Wendy Bowers : Interesting to observe the political will to find/place the right fit in the Digital Officer. Outsider with talents compared to using an inside resource that is a partial fit and a “known” skill set and knowledgeable about the organization 09:21:09 From Dave Jamieson : Yeah! Naomi 09:21:46 From Bill Zybach : Quarterly Abandonment is the same as Agile Retrospective, Yes as the consciousness expands from generation to generation, there is a phenomenon where each new generation wants to call it something new - and of course it is this is driven more in our world today because of marketing… 09:22:15 From Bill Zybach : But this all build on the past… 09:22:57 From Bill Zybach : And there is greater refinement and diversity that can emerge with new nuances in design thinking. 09:22:57 From Daniel Schmitz : Agile or Agility? Worley, Williams and Lawler (and others) discuss dynamic routines that organizations must develop in order to be an "agile organization". Perceiving, strategizing, testing, implementing -- this is their argument for continuing to tailor fit to a changing environment. 09:23:23 From PETER SCHEIN : Agile has to be defined up front. Agile Software Dev has to be distinguished from Agile Design for orgs (ala Chris Worley)... 09:23:51 From claudia murphy : I loved what Chris Worley said about agility at the conference. Orgs that are clear about their strategic focus - what they’ll do and not do - and who are intentional about their org design - good processes, a structure that allows people to join a solution team quickly, etc. The subsystems of the STAR are activated constantly. 09:25:12 From Bill Zybach : And there are clearly 3 buckets of things that are happening in the world - Strategic Agility (dealing with innovation and disruption in the eco system), Enterprise Agility like dev/ops and HR, Procurement, etc. and then Product/Service Agile, with is Scrum or KanBan… 09:26:34 From Bill Zybach : Amy has the Strategic Agility/Organizational Agility nailed. which is so different than teams. 09:26:57 From Dave Jamieson : Thank you Amy 09:30:43 From Dave Jamieson : Great POV Stu. Thanx 09:31:11 From Wendy Bowers : As I listen to Stu, I think of the great book he suggested to me years ago. Escape Velocity by Geoffrey a. Moore. And i’ve picked up his newer books, like Zone to Win, and find them very relevant. 09:31:24 From Bill Zybach : And each of those ambidextrous organizations have to build a more of a holding company model - rather than the same types of people, processes, systems across the board. 09:34:34 From claudia murphy : what an awesome analogy, Naomi. Love it. 09:38:35 From Dave Jamieson : Yes part of "Go slow to go fast", especially with leaders! 09:38:52 From claudia murphy : Amen, Terri! 09:40:15 From Wendy Bowers : I’ve been thinking a lot recently on the ability of internal versus external consultants to do what Terri describes. 09:40:58 From Wendy Bowers : Yes, Craig! 09:44:59 From claudia murphy : thanks, Stu! love that model. 09:45:02 From Bill Zybach : The shift from directive/silo’s requires, as Terri suggested starts with the sponsor/owner, and the task is learning group dynamics - to shift power to others then like ripples in a pond - radiating group process out, when we drop something new into the organization - Sponsor, Leadership Team, Managers, Employees - through engagement activities that provide the psychological safety - for sense making/stories, and skills to interact differently up and down and diagonally 09:45:30 From Dave Jamieson : Thank you Bill 09:46:00 From Wendy Bowers : Great sense making for us, Bill! Thank you 09:47:37 From claudia murphy : love that, Amy! Such a good lens 09:47:53 From Daniel Schmitz : Great wisdom. Thank you for sharing. 09:48:07 From Joe Kopetsky : Such great inisghts - thatnk you all 09:48:08 From Dave Jamieson : Beautiful conversation 09:48:10 From Amy Kates : Thank you! 09:48:20 From claudia murphy : thanks, Todd! 09:48:28 From Remi Kuti : Thank you everyone 09:48:41 From Andrew Williams : Thank you