Operative Becomes a Sage
Case Study: Mardia, A Company Who Thought the Red Pill Was a Great Idea
Case Study: A Company Wanting Red Pill Results While Keeping Their Blue Pill Mindset
Culture + Business Value = Effectiveness
Stage 3: An Informal Red Pill Alliance Forms
Case Study: Seeding for Change
Case Study: A Startup in Forced Growth
Stage 4: The Bare Knuckled Organization Becomes a Red Pill PMO
Chapter 7 Summary
Chapter 8 The Indigenous Bare Knuckled Organization 135
Case Study: Epilogue from Seeding for Change
Case Study: More from “We Learned a Lot”
Red Pill Operations Face More Challenges
Creating an Informal Bare Knuckled Organization
Case Study: Pro-Fit—A Bare Knuckled Organization Emerges During Massive Expansion
Chapter 8 Summary
Chapter 9 The Secret Ingredient
Red Pill or blue pill: Which are you?
Beware the Blue Pill Red Herring
Case Study: Executive with Silos
The Emergence of a Red Pill Organization
Chapter 9 Summary
Chapter 10 Throw Out Your Old Yardstick
Benefits of Culture-Currents and Resistance
Deploying the Power of Culture
Three Approaches to Dealing with Cultural Change
Case Study: Research Campus
2. Less Change Slower But With Persistence
Case Study: Green Tech Company
Case Study: Epilogue to “We Learned a Lot”
What If You Knew You Couldn’t Lose?
Chapter 10 Summary
FOREWORD
When I first learned about Think Systems, I was CTO during a merger that had all the earmarks of a first-class disaster. We were two years in. The situation was becoming more and more complex, and our deadline was only three months away.
I’m a transformational agilest, and I had tried to address the project using agile methods. I had a great team with stellar business analysts, developers, scrum masters, user experience architects, and more. However, this project had gaps, and throwing more developers or business analysts at it would only be adding resources to areas that weren’t really the problem.
Just as an example, say I had people who could write great user stories, but those great writers had no concept of how to tailor those stories to highlight our competitive advantage. Those talented writers were actually blockers because they didn’t deliver the value we needed. By realizing the problem and opening up those blocks, the rest of the team could finally make progress.
I
