"Innovation is CREATIVITY that ships" (Steve Jobs). Not a PowerPoint slidedeck.

“We’ve created this perfect platform of evil,” with increasing reliance on the Internet that ties together mobile computers, social networks, cloud and websites, said David Dewalt, chief executive officer of FireEye Inc., a security software company in Milpitas, Calif. “You throw all that in a petri dish with no governance model, complete anonymity and a lot of intellectual property one click away. That creates a very interesting model for attackers to use to get into systems that we now completely rely on – our critical infrastructure, our smart grid, our transportation industry, our financial systems, our military.”

“A 2014 study by the Ponemon Institute that evaluated security-breach costs in the retail sector indicated that the cost is $105 per stolen record.”

Context

“At the end of 2010, the Office of Management and Budget (http://whitehouse.gov/omb) established the “Cloud First” policy as part of an IT reform plan unveiled by the federal government CIO Vivek Kundra. The plan was to modernize federal IT systems on a number of fronts, including reducing the number of data centers and fixing or eliminating unsuccessful IT projects. As with the use of cloud technology in the private sector, the goal of transitioning to the cloud was to reduce costs and increase efficiency, agility and innovation.”
[…] “Other milestones, including the June 5, 2014, deadline for agencies to certify that their cloud systems with the Federal Risk and Authorization Management Program (FedRAMP) also provided difficult to meet.”

FedRAMP

The crossing of the chasm towards “FedRAMPing” with the “Cloud First” policy is work in progress. The good news is that there is growing awareness of the emerging cybersecurity threats and vulnerabilities while acknowledging that in many instances, in both the private and public sectors, the cyber attackers are one or a few steps ahead, as evidenced by the security breaches in Target.

Higher Intent

The pursuit of better software quality is, more or less, a team sport. Achieving the desired level of quality for customer satisfaction is still work in progress. The prevailing record of security breaches among a large number of critical software- based systems demonstrates that there is a need for fresh thinking about refining the craft of software development. While Understanding the Cybersecurity Challenge is a first step, the VUCA governance model of the [cybersecurity] “petri dish” drives home the point that taming cybersecurity is a “ground war” and not simply an “air war” campaign.

The word “art” in the “Art of Computer Programming” has been used to drive home the notion that software development cannot easily be automated (i.e., requires human creativity and human assistance).

According to Brad Becker of IBM, “the whole focus of this [cognitive computing] is that technology should work for people, and not the other way around.”

We recognize that human beings are by no means perfect. Psychologists use an assortment of evidence-based treatments to help people improve themselves. Borrowing a page from “The Future of Computerized Therapy,” there are some initial promising experiments underway using Watson, IBM’s cognitive computing innovation, that is attempt to focus on who is going to be launching cyberattacks on the technology infrastructure, what their malicious intentions are, how cyberattackers work, what’s the ethnography and the cognitive psychology of the cyberattackers.

software psychology

The Programming Language F#

F# is a designed as a hybrid/functional object-oriented programming language. F# has a powerful type inference system which enables a programmer to write fewer lines of code and catch non-trivial errors at compile time. Functions are first class objects which can be combined to create new functions.

F# facilitates a paradigm for responsible programming by providing an environment fashioned for continuous validation of a set of assertions as the program is developed. F# has continued to improve its ranking in the Tiobe index.

eSecurity

Technical Debt

Disciplined Agile Delivery (DAD) is an IT process decision framework for delivering sophisticated agile solutions in the enterprise. Originally pioneered by Scott Ambler, “DAD fills in the gaps left by mainstream methods by providing guidance on how to effectively plan and kickstart complex projects as well as how to apply a full lifecycle approach, with lightweight milestones, effective metrics, and agile governance.”

Technical debt captures the cost that software systems endure due to poor design choices and insufficient levels of modularity. The unconscious cultural acceptance of technical debt breeds vulnerabilities and curtails the advancement of software assurance maturity. According to Martin Fowler:

“Like a financial debt, the technical debt incurs interest payments, which come in the form of the extra effort that we have to do in future development because of the quick and dirty design choice.”

Technical Debt

Software Assurance Ecosystem

“Trustworthiness requires a commitment to rigor in both software production and its verification. No soft skill, rigor has a hard edge.”

Trustworthiness

Software Assurance Ecosystem

Software Supply Chain

The non-governance of the “cybersecurity petri-dish” is a partial Glimpse of the Blindingly Obvious (GBO). We have to work together and launch a grassroots campaign with swiftness and strength to shift the odds and improve software assurance maturity in the industry. Thinking out loudly, I see a three dimensional view of this campaign strategy:

  • Accelerated adoption of a programming language such as F# (or Swift, OCaml, etc.)
  • Increasing awareness to reduce technical debt (T)
  • Building a self-organizing network for software assurance program management (Ecosystem)

Cementing F#TE and software assurance is an “all hands on deck” initiative to rapidly fortify the systems in both the public and private sectors. That said, F#TE is not meant to be silver bullet.

Code Psychotherapy

At a software testing conference, I remember reading Dr Bjorn-Freeman Benson’s use the term “code psychotherapy” to increase the attention span for the software developer to “listen to code screams.” A code scream is a behavioral indication of a deeper problem in the system. The minority opinion is that the craft of programming should include code psychotherapy. We need to mindfully reflect about the software developer and team collaboration more broadly and deeply (*), besides analyzing the technical details of the bug triage. (* : a mile long and a mile deep)

I will readily agree that code psychotherapy might be somewhat tangential to this discussion. In the spirit of thinking out loudly, perhaps there is an outside chance that we can leverage the ability for Watson to get rapidly trained in a (non-algorithmic) domain such as therapy and discover hidden, non-obvious patterns that will serve as heuristics for preventing sophisticated cyberattacks. Furthermore let’s consider the following questions:

  • What can developers learn from psychotherapy and incorporate the insights in the software engineering process?
  • We need to build a growing cadre of software developers who can play a variety of roles — the “good guy”, the “bad guy”, the “naive user”, etc to improve the dialogue between team members and engineer software that is trustworthy and robust (which may seem lofty goals today). This means going beyond the (passive) man-machine interface, walk in the other person’s shoes and co-create beautiful code that is verifiable.
  • With the growing attachment toward devices, perhaps there is room for psychotherapy body of knowlege to break new ground, forge collaboration with software developers, and contribute towards the interpretation of “code psychotherapy.”

Software Assurance Program Management

Below is a sketch of the mental model for software assurance program management
Cyber PgM_1

Cyber PgM_2

Cyber PgM_3

Cyber PgM_4

Cyber PgM_5

Cyber PgM_6

My hunch is that the F#TE is an art of turning software engineering activity into thoughtful, purposive action. In military parlance, this is a strategy of directed opportunism. In this context, the twin goals are to make software more humane while also improving the software assurance maturity.

(This is a living blog that is work in progress)

As I walk the halls of Red(ocean)Cloud-9 Inc
I see the welcoming invitation on posters
Chiming “Have you had your bowl of Kellogg today?”

If I were around 5 years old
(And able to read perhaps with my dad’s help)
I’d perceive that this advertisement was a breakfast commercial
And enjoying the cereal with a bowl of full fat milk :-)

Being somewhat north of 5 years old (in the double digits)
I recognize my alma mater’s brand promise
I don my Think Bravely hat
Pausing to engage in a reflective moment

Yes! this is a genuine endeavor
To deliver training for managers in Red(ocean)Cloud-9, Inc
With a spirit of sharing Kellogg’s thought leadership in Marketing Management

Staring into the whitespace cloud
Beyond the poster
I feel some emptiness as a “v-” workerbee
Most of the interactions seem transactional

I notice that many people are tethered to their devices
Tweeting “let me ping you” on Lync
Certainly high tech and low touch

I feel like an node in the corporate network
An IP address with calcified feelings
There is a recurring volley of verbose email threads
Often disguised as providing clarity

The conversational chatter by triangulation
Spin out of control causing confusion

In a virtual universe of instant messaging (im)
I find my brain overworked
I am not being wholesome
There is a part of me that is muted
I feel trapped in anxiety

In my state of restlessness
I seize the initiative
Choosing to Think Bravely

I am on stage as an Impromptu Man (the real ‘IM’)
Releasing my act hunger
And performing beyond where I am today

The realization dawns on me
That the thought leadership bandwagon
Is not nirvana

My bowl of Kellogg is an art of struggle
Across ethics, companionate love and authentic leadership
To heal myself and replenish depleted emotional bank accounts

I improvise by cocreating safe spaces between people
Engaging in shared discovery and creating an ensemble
Perhaps high touch and low tech?

What is my journey?
Creating and cementing connections
To scale up entrepreneurship
Learning to give back (not just grab)
And leveling the playing field

Kellogg eLsquared

Satya Nadella came under fire for his comments at the Grace Hopper Celebration of Women in Computing conference celebrating women in computing, in which the new Microsoft CEO suggested that “women who don’t ask for raises have “good karma” and that not asking for equal pay with men is a “superpower.”” This controversial comment has gone viral in social media. Moreover “knowing and having faith that the system will actually give you the right raises as you go along” seems to be at odds with a Gallup poll finding that US worker productivity, engagement and commitment is at an all time low. According to Gallup estimates, this cost is more than $300 billion in lost productivity which, in turn, is dwarfed by the costs of lost joy and happiness.

Perhaps Satya Nadella has an opportunity to learn from Sheryl Sandberg regarding a gender-neutral, equitable and fairness-preserving approach to employee compensation. When Sheryl was talking to Mark Zuckerberg about joining Facebook, she did not accept the first offer and came back to make a counteroffer. Eventually Zuckerberg came back to Sheryl with a much more lucrative proposal. Sheryl emphasizes this point to “negotiate like a man” in her best selling book Lean In: Women, Work, and the Will to Lead. Lean In has become a movement.

In the recent issue of McKinsey Quarterly (Sep 2014) there is an article about gender diversity in eBay. Ever since eBay launched the Women’s Initiative Network (WIN), eBay has more than doubled the number of women’s leadership roles.

Apologies by Satya vis-a-vis this remark is appreciated but probably inadequate because, “at the root of these types of challenges there is a pervasive mix of unconscious mindsets, behavior and blind spots that color anyone’s perception of gender.” This unconscious bias has the following impacts:

  • The woman’s motivated cognition and the value of commitment in the workplace
  • The woman’s day-to-day experience while handling a range of issues with higher levels of corporate leadership (only one of them is compensation, which is high on the priority list)

As someone aptly tweeted, “you apologize for what you said but never how you think.” Co-creating healthy professional relationships (*) between employee and manager requires “excelling in the twin journey of loving and leading,” a life construct pioneered by relationship and organizational consultant Blair Glaser — ‘eL squared‘ for brevity.( * : viewed as a strategic alliance) The prominent management guru Tom Peters feels that every leader is in the people-development business and candidly asserts that “I don’t have patience with CEOs who don’t see it that way.”

At the end of the day, no human being or organization is perfect. Every person has a shadow side. Even organizations have a shadow side and need to heal. I regard these shadows as “clouds” in our head (aka skeletons) that need to be busted. Perhaps it is a good idea for entire leadership team [in every company] to mindfully reflect and actively engage in a conversation with their employees at the grassroots level, “leaning in” and listening to their concerns, enhancing their day-to-day experiences and career advancement opportunities, as well as championing gender diversity. Not merely in a town hall meeting but in a retrospective at the end of every month and make improvements incrementally.

Becoming mindful and passionate about recognizing and eliminating unconscious biases is a personal, conscious, therapeutic and transformational journey.

(This is a living blog in progress)

I have been mulling over Micrsoft CEO Satya Nadella’s interview for a couple of months. While I share the core belief that constructive organizational change starts with the individual at a grassroots level, in a world of corporate downsizing individual morale can sometimes sink or swim. According to Robert Kramer of Stanford University, when an organization clearly explains reasons for major decisions that impact workforce reduction, it reduces staff anxiety.

I favor sensemaking so that we can engage in an emergent dialogue that is devoid of speculation during the journey towards corporate renewal. Below is my key takeaway from the interview.

corporate strategy

Rather than brood over the past, I desire to be solution focused and take a page from the world of development theater in my quest to rekindle and recapture my mojo with a spirit of positivity and “find a seat on the corporate turnaround bus” to (co-)create the perfect storm. Although innovative late movers have plenty of work cut out to reclaim marketshare, there is enough evidence that they can still orchestrate a successful turnaround.

Innovative Late Mover

I need to cultivate the sensitivity to listen with my body, demonstrate perceptual courage to be empathetic, as well as personally invest over a period of time in a relationship that will demand an increasing openness. Besides physical and moral courage, creative courage involves the discovery of new forms, new symbols, new patterns on which a new society can be built.

“Welcome, O life! I go to encounter for the millionth time the reality of experience and to forge in the smithy of my soul the uncreated conscience of my race.”
— James Joyce

Courage

“Creativity is the encounter of the intensively conscious human being with his or her world.”
— Rollo May

Every creative encounter is an act of courage. Any encounter with the customer is a “moment of truth” (not just a soundbite).

creative encounter

The dialogue between manager and employee should focus on the “performing potential” of an individual consistent with the brand promise “Your Potential. Our Passion.” Below is a mental model of the performative conversation which can also be a soliloquy.

working_identity_1

working_identity_2

working_identity_3

working_identity_4

working_identity_5

In the world of service innovation, the operational view of “how we do things” has a human dimension that resonates with feelings of Attunement, Buoyancy and Clarity (ABC). Fostering a culture of companionate love reduces employees’ withdrawal from work and improves the employee satisfaction, commitment and accountability.

attunement

buoyancy

clarity

The ABC focus is the heart of a new brand of leadership called Host Leadership pioneered by Mark McKergow.

Host Leadership

Performing is essential to our humanness and is the ability to go beyond ourselves and the (stranger) act of “being who we aren’t at any given moment.” People don’t grow individually but grow as a social unit. Vgotsky’s observations led him to believe that young children thrive in a natural environment where they are supported to do what they don’t know how to do — such an environment is called the zone of proximal development (zpd) and creates the conditions for learning and emotional growth. When I am in the “becoming” state, I am creative, creating, alive and performing. The zpd supported creative process is “not creating a product” but creating the tool that gives rise to the product.

“Our culture has produced elaborate rationalizations to exclude performance from everyday life.”
Psychological Investigations: A Clincian’s Guide to Social Therapy
Lois Holzman and Rafael Mendez (eds.)

“Life is but a stage and we are true but actors upon it.”
William Shakespeare

performing

Fred Newman insightfully observed that in development theatre, we want “Doug to reshape DuBois.” “Why should we judge Doug by how well he reshapes DuBois? Let Doug imitate DuBois to create a more developed Doug.”

Performance of a Lifetime

critical few for culture change

culture eats strategy

Conducting the Talent Orchestra’s Performance of a Lifetime (TOPL) is the “growth hacking” strategy for competing in a Mobile F#irst Cloud F#irst World. Activist managers with the courage to create may chose to focus on the human dimension and pave the path for jugaad innovation.

“There is a thing that sometimes happens in rowing that is hard to achieve and hard to define. Many crews, even winning crews, never really find it. Others find it but can’t sustain it. It’s called swing. It only happens when all eight oarsmen are rowing in such perfect unison that no single action by any one is out of synch with those of all the others. Poetry, that’s what a good swing looks like.”

The Boys in the Boat: Nine Americans and Their Epic Quest for Gold at the 1936 Berlin Olympics
Daniel James Brown

Boat Synchrony

With a dash of inspiration from “The Boys in the Boat,” the corporate turnaround strategy is being sharpened with an agility focus.

OPS view of Agility

Winning Strategy

This is a living blog by Last Mile Resource

The recent press coverage describing the outside versus inside perspectives regarding the choice of a CEO candidate gave me pause to mull on the succession planning process, using Microsoft as a case study.

“In fact, in Good to Great, Jim Collins makes a compelling argument in support of the case that promoting an insider is a key characteristic of great companies.”

According to Professor Joseph Bower of Harvard Business School and author of The CEO Within, the optimal candidate to succeed as a CEO is a person who is “both inside and outside the company”: the Inside Outsider. A dialogue map of an Inside Outsider perspective is shown below.

IO_1

IO_2

IO_3

IO_4

Leadership as an ongoing relational process between the conductor and the musicians (leader and the followers). Conductors engage in relational leadership processes with the musicians through mutual listening, aesthetic judgment and kinaesthetic empathy. We need to re-cultivate the fiber of moral intelligence — integrity and character — the two crucial elements of courageous leadership.

In response to growing competition and shareholder activism, Microsoft is embarking on a process to build greater collaborative advantage by revitalizing its orchestra of technical talent and an empowered team of managers. A CEO with an inside-outsider perspective is well-positioned to serve as its orchestra conductor.

HP_Leadership

When I peel the onion of Microsoft’s brand promise “Your Potential, Our Passion” (YPOP), I see the relentless pursuit of the Succession Planning (SP) process etched in the periodic creative interchange between established (current) leaders (mentor role) and aspiring (future) leaders (mentee role) at all levels of the company. Integrating Joseph Bower’s insight, “the mentor is a kind of venture capitalist, teaching potential leaders how to make new ideas work.” For brevity, let’s label this mental model as the YPOP-SP ecosystem (similar to an operating system). By concatenating YPOP and SP, we are able to see the succession planning process is embedded in the brand promise. An evangelist of YPOP-SP is also a cultural architect, who (1) creates a sense of community, (2) brings a sense of enjoyment to exploration and assertion, and (3) pay invaluable attention towards creating a sense of meaning that strives to achieve great people decisions. Increasing the stickiness of YPOP-SP both inside and outside the company allows the Microsoft brand promise to reach its tipping point.

Focusing on walking the YPOP talk, with an SP (Succession Planning) frame of reference, will increase the kinetic energy of the brand, enabling the organization to work collaboratively and compete for the future. From a CxO perspective, it will fine-tune the organizational process to identify and cultivate a credentialized cadre of inside-outside leaders (bench strength of internal candidates who have an outside perspective). This will mitigate the business risk that “there is currently no CEO succession plan in place.”

Next, we need to ensure readiness and grab the marketbuster opportunity (for every revenue-paying customer) by the forelock of her hair wherein a “5% increase in employee commitment leads to a 1.8% increase in customer commitment and a 0.5% increase in financial results.” [*] In order to shift the culture in any organization from “what we value” to “what the customer values,” the journey begins by imagining the goal to “be the employer of choice of employees that our customers would choose.” This creates an opportunity for Human Resources (HR) to focus on outside-in contexts and stakeholders and turn them into inside-out HR practices. We need to take a cue from Jeff Immelt, CEO of GE, who spends 60% of his 100 hour work week on the road. Strategically this implies an opportunity for Microsoft employees to partner with each of its top revenue-paying customers (20% of the customers who represent 80% of the value) and proactively engage in value co-creation by focusing on observation on the front lines, solving business problems, pipeline building, market entry and take-off. In contrast to naively viewing technology insertion as “adhoc dogfooding,” the venturesome consumption of technology innovation uses YPOP-SP as a catalyst for change agents to trigger the desired culture change while achieving speed to market, adoption, usage and profits. [* : study by Huselich, Becker and Ulrich]

world case face to face

In a multipolar world,  in order to achieve predictable success, the CEO must also craft a one-firm identity by recognizing the global tilt and managing the tensions across the three business strategy dimensions:

  • Adaptation: Increase the firm’s local relevance
  • Aggregation: Deliver economies of scale
  • Arbitration: Exploit differences between national or regional markets by balancing supply and demand

Orchestrating the incubation and sustainment of the Succession Planning process will enhance the growth engine of both Microsoft and its revenue-paying customers.

Getting onboard the bus in the journey towards revitalizing the Microsoft ecosystem will enable the transformation of the brand promise from a noun to a “verb.”

Documented by Last Mile Resource

I listened to a webinar on Innovation as Usual delivered by the faculty at IESE.

Facilitated by an innovation architect, “Innovation as usual” is an inside-out process that engages employees at a local level to think differently and nurture a passion for creativity and value creation.

Below is a dialogue map of my key takeaways from the lecture.

ibis_innovation_1

ibis_innovation_2

ibis_innovation_3

ibis_innovation_4

ibis_innovation_5

The leadership lessons of the late Nelson Mandela are particularly insightful in order to achieve success during “the relentless pursuit of innovation” (quoting Lexus) in an organization.
mandela

By creating an increasing appetite for innovation, employees learn to operate as “inside outsiders” and display the following behaviors (The CEO Within):

  • Choose to “remain detached from local traditions and ideology”
  • Display a firm grasp of the essential character of the organization
  • Act as a shareowner of the company

Corporate renewal is a journey. In a multipolar world, astute managers realize that the tipping point of increasing innovation throughput hinges on managing the CAGE (*) distance between stakeholders so that they can think globally and act locally. (* CAGE is a framework developed by Prof Pankaj Ghemawat)

CAGE Innovation as Usual

big bang disruption

At the end of the day, innovation as usual is about competing for the future without excessively dwelling on the past or peering at a crystal ball.

RGP Inside Out

Documented by Last Mile Resource

situation of Target

Mitigation v1.1

This model was adapted from press coverage of Target customers’ holiday shopping experience.

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