A New Way to Think | Making Choices (Roger Martin in conversation with Sohrab Salimi Part II) скачать в хорошем качестве

A New Way to Think | Making Choices (Roger Martin in conversation with Sohrab Salimi Part II)

This is the second part of our interview series with Roger Martin about his new book: "A new way to think". If you missed our other conversations with Roger, you can check them out at: Roger's Video on a plan is not a strategy:    • A Plan Is Not a Strategy   First Interview with Roger about Culture:    • A New Way to Think I Culture (Roger M...   Sohrab Salimi also talked to Roger about his former book: "When more is not better" at:    • Roger L. Martin: "When More is Not Be...  . If you are interested in more leadership topics, feel free to take a look at our knowledge area at: https://www.agile-academy.com/en/agil... about agile leadership, or watch our leadership playlist at our Agile Education channel:    • Agile Leader  . You can also get an agile leadership training from Sohrab, by getting our premium masterclass for Agile Leader at: https://www.agile-academy.com/en/agil... If you want to jump to the Key Messages in this video, take a look below: 3:30 The larger the spreadsheets the more confident the organization is in its process. All those numbers, all those analyses feel scientific… and in the modern world scientific equals good. 7:08 It comes about imagining the future 11:15 Some things need to be believed until they are seen 21:10 Ask the question: What's happening at the fringes? What's happening with the outliers? 23:00 A strategy is a set of choices that compels people you don't control the customer to take actions that you would like them to take 27:25 What choices do we face 36:35 If you show me a company where the planners are different from the doers, I will show you a company where what gets done is different from what was planned 52:50 With the possibilities based approach, the choice making step becomes simple even anticlimatic, the group needs only to review the analytical test results and choose the possibility that faces the fewest serious barriers. 57:10 Three fundamental shifts in mindset: 1. Instead of what should we do to what might we. 2. Instead of what do I believe to what should I have to believe. 3. Instead of what is the right answer to what are the right questions 1:00:19 Big data can eliminate reliance on gut feel decision making 1:07:00 You must imagine possibilities and choose the one for which the most compelling argument can be made 1:16:02 The real skill that is not developed in the business world is the skill in argumentation where you don't have data