Why Your Company Needs to Evolve Beyond Frameworks
Todd Kamens
20+ years helping companies to accelerate delivery, lower risks, increase predictability and, maximize value
In the world of business, we've become framework-obsessed. We adopt agile methodologies, follow scrum guides, and adopt scaled agile frameworks, thinking we're at the cutting edge of organizational management. But here's a hard truth: focusing solely on frameworks is not enough. It's time for Business Transformation 3.0.
The MED 3.0 Analogy: A Wake-Up Call for Business
In his groundbreaking book "Outlive," Dr. Peter Attia introduces the concept of MED 3.0 - a proactive, preventive approach to healthcare aimed at extending both lifespan and 'healthspan'. This powerful idea isn't just revolutionizing medicine; it's a wake-up call for how we approach business management.
Consider the evolution Attia describes:
Now, let's apply this brilliant analogy to business:
Why Business Transformation 2.0 Is Not Enough
Our current agile practices - falling under Business Transformation 2.0 - have undoubtedly improved upon traditional waterfall methods. They've introduced iterative development, customer feedback loops, and team empowerment. But they've also led us into a framework fixation.
Business Transformation 2.0 is the business equivalent of a strict diet and exercise regimen. It's structured, it's disciplined, and it can certainly yield results. But it's also rigid, often one-size-fits-all, and can miss the bigger picture of holistic organizational health.
These frameworks provide valuable tools and practices. But in a world of exponential change with a workforce that feels disconnected, is a framework-centric approach really enough?
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Beyond Frameworks to Conscious Business
Business management has evolved significantly over the years, from traditional to agile methodologies. Now, we're entering a new era: Holistic Business Transformation, or Business Transformation 3.0. This approach builds upon and extends beyond agile principles, addressing the need for greater organizational agility in all aspects of business.
Business Transformation 3.0 isn't about abandoning frameworks - it's about transcending them. It's a fundamental shift in mindset that integrates conscious business principles:
The Heart of Business Transformation 3.0: People and Connections
Here's the kicker: Business Transformation 3.0 isn't really about methodologies at all. It's about people. It's about fostering an environment where:
The Company of the Future: A Call to Action
The company of the future - the one we all want to work for - isn't built on frameworks. It's built on a conscious approach to business that values long-term thinking, holistic success, and human potential.
Business Transformation 3.0 is your wake-up call. It's time to move beyond the comfort of your current agile practices. It's time to create organizations that don't just survive, but thrive in a future of constant change.
As we continue to explore the concept of Business Transformation 3.0, there's so much more to unpack. In upcoming posts, we'll dive deeper into:
Stay tuned as we continue to push the boundaries of how we think about and implement business transformation. The future of work is evolving, and together, we'll shape organizations that don't just survive, but thrive in an era of constant change.
Are you ready to join the Business Transformation 3.0 revolution? Follow along for more insights and practical strategies to transform your organization.? The future of your company depends on it!
Growing more effective tech leaders
2 周The heart of Business Transformation 3.0 is so radically different than the status quo, that I am not sure an evolutionary approach will work. "Employees are empowered to think long-term and challenge the status quo." Traditional management assumes that management does the thinking. Employees challenging the status quo doesn't fit that assumption. "Leadership is defined by foresight, empathy, and the ability to nurture potential." Traditional management is defined by control and knowing who to blame when things go wrong. This is a radical departure from that approach. "Collaboration extends beyond team boundaries to include all stakeholders." Traditional management creates team and individual responsibilities in order to know who to blame when things go wrong. We deny it today, but it's what management was originally built on. "Personal growth and organizational growth are seen as inseparable." Managers are implicitly taught that their people don't matter. When push comes to shove, business always has to win. Every change is reasonable and makes sense. But they're far bigger than (I think) you realise and will require rethinking management completely. Let's do it.
Coaching High Performers to Thrive Beyond The Grind By Reclaiming Their Identity, Purpose & Presence | Lead & Live Consciously | Co-Founder @ChangingWork | Bestselling Publisher: Leading With Self Awareness
1 个月The concept of Business Transformation 3.0 really resonates with the mission of Changing Work . At its core, Business Transformation 3.0 is about reimagining the purpose and potential of organizations. This shift aligns with the work we’re doing at Changing Work creating spaces where leaders and teams are encouraged to step beyond traditional practices and embrace a more human-centered, conscious approach.
Agile and Human-Centered Design Practices Director @ Elevance Health | Certified Scrum Master, SAFe Agilist
1 个月Todd Kamens - Great article and I fully agree with you. Frameworks are a tool to organizational agility. In my mind business agility is the optimizing the way an organization can embrace change.
CEO and Product Owner at Scrum.org
1 个月I agree with your points, Todd, but as I sit here eating a KitKat rather than the fruit I should be eating, I think that maybe people within organizations are not incentivized or motivated to improve the organization. Like diet, the small things you can do seem so small compared to the challenge ahead (live longer in the case of health). The best companies and teams I have worked with are always focused on the goal and care about how they deliver it, but those teams are rare, not because the others are lazy or selfish, but because they do not have the correct support system (like health).
SOFTWARE QUALITY ASSURANCE ENGINEER
1 个月I view this as Lean Value Stream Management. Many using DevOps to enable Value Stream Management don't realize the lean principles behind the tools. I guess both working for Hitachi and listening to Nancy V likely has had a permanent effect on my brain. Todd: I am looking forward to future installments of your newslerrer1