Why we're doing, what we're doing? An invitation to start questioning us.

In a corporate world full of development frameworks, methods and tools, sometimes we forget the essence of our daily basis work. Through a powerful question (Why we're doing, what we're doing?) I'll invite you to start questioning your status quo besides looking forward to implement a silver bullet agile framework.


Outline/Structure of the Talk

  • Why we're doing, what we're doing?
  • Our perception of the actual world
  • Traditional planification
  • What's happening in the world right now?
  • Change of our habits
  • We are knowledge workers
  • Let's talk about value
  • What can we do to start changing today?
  • Wrap up and useful resources

Learning Outcome

  • Understand what is value.
  • Understand how to add value.
  • Understand our responsibility as knowledge workers.
  • Understand how is moving today's world.

Target Audience

If you are uncomfortable doing your job, maybe you need to attend to this talk.

Prerequisites for Attendees

The need of change.



schedule Submitted 2 years ago

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    • 45 Mins
      Case Study

      Every organisation hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organisations in the world had a ritual called yearly goal - setting. Many organisations still continue with this where the HR cascades a set of goals set by the organisation's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organisations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to unoptimized results.

      With the advent of business agility, this focus shifted towards continuously learning & improving organisations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organisations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organisation goals were no longer directly accessed by every employee.

      When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organisation's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organisation's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organisation's objectives.

      This is where Performance Kaizen aligns these two systems with a flavour of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organisations can thrive. In this session, we present a case study of this implementation at Springer Nature along with our results and learnings; followed by a brief hands-on exercise for the attendees.