At a special event midway through the first day, five of the presenters at LeanKanban 2015 gave short presentations on various topics. The trick was that you had to have an intro slide, an outro slide, and 20 content slides, each of which was timed to display for 20 seconds. In the video below, you can see the timing ball moving inexorably across the bottoms of the screens.
Mine was modestly entitled “Agility: The Power and the Glory.” The software development community has a concept of agility, and if you search on “SCRUM” you can get an idea of how it works. Apparently it works well because lots of development teams use it. The way the developers use the term is the same as Musashi’s chapters 2 and 3, where he discusses tactics and techniques. This is important stuff because poor technique can ruin an otherwise brilliant strategy.
But like Sun Tzu, Musashi goes on to insist that the real purpose of agility is to drive the terms of the conflict, to ensure, for example, that what you develop succeeds in the marketplace. Nokia, for example, didn’t go out of the phone business because of poor technique in building feature phones. Agility should govern strategy — what to develop — as well as tactics and technique — how to develop it.
As I explain in this 20-slide talk, one of the really cool things Boyd did was to extract the essence of agility from something like “super maneuverability,” that is, a hardware concept, and move it into the pilot’s mind. My little talk shows that this proceeded in stages first by noting the ability to handle change, then in the idea of “operating inside the OODA loop,” and finally to the concept of orientation. This progression is critical to the concept of agility because otherwise you have a big problem explaining why the Red Baron’s Fokker Triplane from WWI, which was among the most agile aircraft ever built, didn’t even stay a front-line fighter for the whole war.
As an added bonus, I deconstruct the OODA “loop,” the big one from The Essence of Winning and Losing, in 60 seconds.
All of the little talks are worth watching, and mine begins at about 35:40. You’ll occasionally hear voices in the background. To reduce the times needed for changeovers, we were all miked and in the excitement, we sometimes forgot this simple fact. The MC is Markus Andrezak of the German company Überproduct in Potsdam.
20 by 20 with Pawel Brodzinski, Chet Richards, Nadja Schnetzler, Karl Scotland and Dominica DeGrandis at LKCE15 from Lean Kanban Central Europe on Vimeo.
Gators, by the way, are extremely agile. Don’t be fooled into thinking they are just sluggish, belly-dragging lizards: They do the cheng / chi maneuver (abrupt transition from expected to unexpected) better than any human I’ve run across.