Jan Bosch
Jan Bosch The final aspect of the Radical paradigm we’ll discuss is the notion of leadership. Leadership is a highly overloaded and overhyped term and many are using the concept in all kinds of ways that may not be accurate. For all the hyperbole, the fact is that leadership, the ability to align groups of people around … Read more
One of the topics that often comes up in the startups I’m involved in is sales. As companies seek to scale, they need to move from founder-led sales to hiring sales leads who can help increase their reach in the market. The challenge is that salespeople tend to be likable, smooth-talking individuals who don’t always … Read more
In his book “Slow productivity”, the author, Cal Newport, provides an analysis of the history of performance management. He starts in the manufacturing era where productivity was easy to measure: in practice, it was the number of widgets per hour a factory worker could produce, using all the equipment available. When knowledge work became the … Read more
In the Radical framework, we’ve now arrived at the second A in the acronym: being “aligned” on business goals. This seems like such an obvious statement as most companies claim to have a clear business strategy and associated goals. And I still have to meet the first serious and engaged employee who claims to not … Read more
As someone who works with the bits, ie software, data and AI, I’m often annoyed by the constraints that atoms enforce on products. Whereas it’s easy, or at least doable, to adopt DevOps, DataOps and AIOps, achieving the same for the mechanical and electronics parts of our systems often proves to be impossible or prohibitively … Read more
Have you ever wondered why car companies don’t run A/B experiments with their customers’ vehicles to improve the fuel efficiency of the engines? It would be perfectly feasible to build engine control software that would, safely, allow for experimentation with a wide variety of parameters to evaluate what settings, in what context and for what … Read more
As companies seek to adopt continuous practices, one of the claims I run into a lot is that customers don’t want DevOps. This argument is often used as a way to cut off the discussion as we obviously shouldn’t do what customers don’t want. Instead, we should keep things as they are as customers are … Read more
Many of the companies I work with have a continuous discussion concerning organizing teams around the architecture, i.e. component teams, or organizing teams around features. Many factors play into deciding on the preferred model. My general advice is to focus on where the highest degree of complexity and challenge is. If specific components contain highly … Read more
Some years ago, Frederic Laloux published a book called “Reinventing organizations,” which received quite a bit of attention in the media and industry. The basic premise was that organizations don’t need hierarchies, managers and bosses but should instead rely on other mechanisms. Mechanisms such as the advice process, agreements and roles. Others had published works … Read more
After more than three weeks of amazing vacation, I am now gearing up to get back to work again. And that, of course, means returning to posting on my blog as well. This summer was really good for me in that I completely disconnected from work, email, paper reviews, writing, PhD student supervision, research center … Read more
