In the first Flow book we introduced the idea that collaboration and organisational learning stem from better social interaction. We set out numerous ways that better interaction can be fostered so that you can draw out the collective intelligence of your people, who can then discover, manage and deliver value in better ways. Read this book if you want a guide to how deep change can be a much simpler process than you ever imagined if you base it around new ways to collaborate.
In 12 Steps we went a stage further in articulating the different work methods that we espouse. In particular, we explain how to initiate a flow culture in your organisation and how this ties together with our tools. It explains how to do better value discovery and value management, how to focus work breakdown around value rather than schedules, how to interact more effectively with IT, and how to develop a more diverse workforce where people are tolerant of different methods. Read this book to take your understanding of transformation and flow to a deeper level.
How to fix big
problems in just 4
In all the organisations we have worked with, we notice similar challenges and similar conflicts preventing people getting to a good state of flow. Often these occur within a transformation program so they are tangled up in how companies change their operating models. Failure and dysfunction occur because companies don’t address core problems and simultaneously use traditional techniques in trying to become more modern. We felt there had to be a better way so we wrote about how to transform operating models, and ways of work, by using the tools of agile thinking. Read this book if you want to design successful transformations and become a learning organisation in the process.