Product development as an adaptive walk is a new way to manage uncertainty. Predictions far into the future are highly uncertain. Pulse support short lead time.
Nonlinear systems contain 3 actors or more that interact in a nontrivial way. The actors exchange energy, information, decisions and resources. A nonlinear system is not equal to the sum of its parts , it will always be less or more. A nonlinear system can have sudden changes and threshold transitions, but it can also be very resistant over a long period of time. People that interact in a company will form nonlinear systems internally and with the surrounding market.
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From Vängåvan to Kungsträdgården by Jan Wallander is more than ever on top of the agenda in view of the need for new agile organizational forms to be developed and disseminated.
From Vängåvan to Kungsträdgården: Decentralisation – Ideals and Reality by Jan Wallander was published in 1991. It is perhaps a bit late to make a review, however, the thoughts and ideas of Wallander are more important than ever. Companies with top-down management and hierarchical business culture are no longer competitive. It is necessary to develop and disseminate new and more agile and dynamic organizational forms.
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What is the problem with the economy in the Western world? Jobs are disappearing and exclusion is increasing.
The past weeks backward economic development in Europe and America is observed both by researchers and journalists. Stefan Fölster wrote a debate article in the Swedish newspaper Dagens Industri (Today’s industry) on 10 September arguing that the Swedish industrial production fell by 10 percent in the past five years. The day after, this was discussed in the editorial “Defensive Large Companies Suffocate Innovation” of the same newspaper. The editorial makes references to, for instance, an article in The New York Review of Books called What is Wrong with the West’s Economies? by Edmund Phelps.
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Is tesla disruptive? In an article that attracted much attention in Harvard Business Review the question was posed on how disruptive Tesla actually is. The reply was, not at all.
The concept of disruptive technology was coined by Clayton Christensen in the book The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. In the book, Christensen shows how new technology often starts off as a “poorer” and cheaper alternative to the existing solution.
However, the new technology is getting better over time, and as prices are lowered, the existing companies are overthrown. An often repeated example on disruptive technology is how the mainframe was substituted by the minicomputers, which then in turn was ousted by the PC.
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According to new research from Lund University, research and development innovations are declining and productivity within Sweden’s technology companies is slowing.
An innovation is created when a new product comes on the market and changes a particular pattern. A smartphone is an example of an innovation which changed the market for mobile phones and which is currently leading to change within many other markets. This important difference shows how an innovation isn’t the same as an invention.
You might be able to say that Ericsson and Nokia invented the smartphone yet Apple was responsible for the smartphone innovation because they understood how the invention could be commercialized.
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Agile product development is the ability to impact the market, utilize this impact and to have the ability to make use of new opportunities appearing in the marketplace.
In this article I will define agile product development. I will start with a definition of product development, followed by a short history of the term agile. Finally I’ll describe how the different strands of development of agile converge in Pulse.
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The agile product development process is based on a combination of iterative work and strategic positioning. The process is determined by the demands of each particular situation.
According to the current norms it’s necessary to have a product development process. An online search results in several images of what one may look like and all of them are noticeably similar: product development is depicted as a conveyor belt in which every step of the process is defined in advance. Why?
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The visual decision-making structure is the foundation of an agile network organization. The organization is visualized through the network of Pulse meetings in the Pulse room.
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The agile network organization is a new way to run an organization. An agile network organization can handle complex, high tempo tasks.
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The best way to create cross-functional work is with the help of a fractal, shell-less network. This kind of an organization is quick and agile.
Cross-functional work (for example, projects, Scrum and management groups) are nowadays normal aspects of most operations. However, this was not the case when I started working in the early 80’s.
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