» Job interviews are a terrible way to assess how someone will perform in role
» All genAI companies are evil, but some are less evil
» Accumulated inefficiency has come back to bite organisations – what to do about it
» Organisational changes will reveal weak spots in the current ways of working before you adapt them
» Structure teams differently based on the nature of the work
» There is value in using shared language to describe how teams differ
» Navigating change is hard because we don’t want to be seen as villains
» Don’t simply cut-and-paste another company’s organisational model without understanding the context
» Consider how the members of your team will understand the change, embrace it, and work through it
» Context helps to make a service good as opposed to simply existing
» By not consciously designing our services, we instead force our users to link actions together
» Outcomes for users are core user needs that a service helps them to meet
» A starting point can be to ask different teams what ‘good’ looks like to them
» Your products will reflect your organisational structure (Conway’s Law)
» You can structure your teams around a central function, or as self-contained business units
» Periodically re-evaluate the right mix of innovation and optimisation for your organisation
» Hierarchy in organisations appeals to our innate need for stability, but turns us into ego-driven and needy children
» Nature abhors a hierarchy. What if there was a viable alternative way to organise ourselves?
» Valve Corporation shows new employees how an organisation can operate without hierarchy
