bpmnext 2013 swenson

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© Copyright 2013 Keith D Swenson Keith D Swenson March 2013 Antifragile Systems for Innovation and Learning Organizations

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Presentation from BPMNext on Antifragility and how that relates

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Page 1: BPMNext 2013 Swenson

© Copyright 2013 Keith D Swenson

Keith D Swenson

March 2013

Antifragile Systems for Innovation and Learning Organizations

Page 2: BPMNext 2013 Swenson

We know what fragility is.

But what is the opposite?

Fragile

Page 3: BPMNext 2013 Swenson

?

Fragile Robust

Page 4: BPMNext 2013 Swenson

Fragile Robust Antifragile

Page 5: BPMNext 2013 Swenson

Muscles are

Adaptive

The Body is Antifragile

Page 6: BPMNext 2013 Swenson

Learning is Adaptive

Page 7: BPMNext 2013 Swenson

“The only sustainable competitive advantage is an organization's ability to learn faster than the competition.”

- Peter M. Senge,

The Fifth Discipline: The Art & Practice of The Learning Organization

Page 8: BPMNext 2013 Swenson

IT System Perfection

Page 9: BPMNext 2013 Swenson

Enlightenment Bias: - Sub-parts of a complex system

are simpler

- A stable system is made from very hard & durable sub-parts.

Page 10: BPMNext 2013 Swenson

“Stability is a Time Bomb” - Nassim Nicholas Taleb, Antifragile

Page 11: BPMNext 2013 Swenson

Adaptive Systems crave Exercise

Protected Exposed

Page 12: BPMNext 2013 Swenson

Adaptive Systems NEED Exercise

Protected Exposed

Page 13: BPMNext 2013 Swenson

Adaptive Systems NEED Exercise

Protected Exposed

Page 14: BPMNext 2013 Swenson

Forests are Adaptive

Page 15: BPMNext 2013 Swenson

Monocultures are Fragile

Page 16: BPMNext 2013 Swenson

“Nature loves small error, humans don’t — hence when you rely on human judgment you are at the mercy of a mental bias that disfavors antifragility.”

- Nassim Nicholas Taleb, Antifragile

Page 17: BPMNext 2013 Swenson

Enforcing a single best practice on the organization,

can make it … fragile

Page 18: BPMNext 2013 Swenson

“No plan survives contact with the enemy.” - Helmuth von Moltke the Elder

“Planning is essential, plans are worthless.” - Dwight D. Eisenhower.

Page 19: BPMNext 2013 Swenson

The Planning Fallacy

“The future is uncertain – but this uncertainty is at the very heart of human creativity” - Ilya Prigogine

Page 20: BPMNext 2013 Swenson

The Planning Fallacy

“In an unpredictable world, sometimes the best investments are those that minimize the importance of predictions.” - - Gökçe Sargut and Rita Gunther McGrath

Page 21: BPMNext 2013 Swenson

Seven Domains of Predictability

Ap

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tion

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PD

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PC

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AC

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SB

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Ema

il, Tex

ting

, Tw

itter, Te

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Variable, Unique Predictable, Repeatable

Notes Documents

& Unstructured

Data

Databases & Structured Data

Page 22: BPMNext 2013 Swenson

Adaptive Case Management

Ap

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ratio

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Hu

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PC

M

AC

M

SB

S

Ema

il, Tex

ting

, Tw

itter, Te

lep

ho

ne

Variable, Unique Predictable, Repeatable

Notes Documents

& Unstructured

Data

Databases & Structured Data

Page 23: BPMNext 2013 Swenson

Summary

Organizations are antifragile They improve when stressed. They crave stress (exercise).

Planning is a part of working Not something to be eliminated

I.T. systems should promote variation Demo:

Enforcing a single best practice can make organization fragile.

http://www.bpmnext.com/bpmnext-2013-presentations/

antifragile-systems-for-innovation-and-learning-organizations/

Page 24: BPMNext 2013 Swenson

Keith D Swenson Adaptive Case Management http://social-biz.org/