Why do organisations who say they are innovative fail to put their money where their mouth is and invest in innovation in the same way Amazon do?
This weeks post looks at the two pizza team which was popularised by Jeff Bezos.
In the early days of Amazon he instituted a rule that every internal team should be small enough that it could be fed with two pizzas.
The goal was, like almost everything Amazon does, focused on two aims: efficiency and scalability.
Is it finally the time that our organisations will make the shift to smaller teams, not just because of financial savings, but because of their increased effectiveness and productivity?
Read the post by clicking the link. And if you like it I’d really appreciate a share on your social network of choice.
Have a great weekend!
The problem with good service design is that you don’t notice it. It’s only when you experience truly bad design that you appreciate the good stuff. That’s why so few organisations are design led. They focus on designing out the bad rather than designing in the good from the beginning. Earlier this week I orderedContinue reading “Four Factors Hindering Transformation”
Shigemitsu Kongo, a Japanese Buddhist temple builder, formed his construction company Kongo Gumi in in 578 AD. His company built relationships with their customers that lasted for 1,400 years, surviving through many wars and natural disasters, just like their temples. It wasn’t technology that nearly killed the company, but cashflow. The oldest company in the worldContinue reading “What We Can Learn From The Oldest Companies in The World”
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In the early days of Amazon, Jeff Bezos came up with a rule: every team should be small enough that it could be fed with two pizzas. The ‘Two Pizza Rule’ signalled that Bezos didn’t want more talking, more line reports and more communication. He wanted a decentralised, even disorganised company where creativity and independence prevailedContinue reading “Why Small Teams Win”
Speeches you never hear at a corporate conference: “….. Our Transformation Programme is going to be small and imperfect. We are going to do many small things that probably won’t work straight away.’ – Chris Bolton In the early 1960s, a New York housewife named Jean Nidetch began a weekly meeting with friends at her home toContinue reading “Avoiding The Yo-Yo Effect of ‘Corporate Change Convulsions’”
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We do not really know what our potential users will really respond to, what they will understand or what they’ll hate until we really see them using it –Jonathan Courtney If you are working on any new service change or product there’s one question I guarantee will be asked of you at some point: “WhatContinue reading “Know Your Customers, Just Never Ask Them What They Want”
Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team – Steve Wozniak In the early years of Amazon , as the company was in transition from fledgling startup to world-eating behemoth , managers held a corporateContinue reading “Lessons From a Year Spent on a Two Pizza Team”
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Unless you are a fortune teller, long term business planning is a fantasy. Why don’t we call plans what they really are: guesses. Start referring to your business plans as business guesses , your financial plans as financial guesses and your strategic plans as strategic guesses. Now you can stop worrying about them so much.Continue reading “Why Your Business Plan Just Killed Innovation”
Your brand is what people say about you when you’re not in the room” – Jeff Bezos, Founder of Amazon This is one of the most interesting infographics I’ve seen recently. The huge advocacy for Amazon is amazing. 95% of those surveyed say they “Love the Brand”. But TUI – the German travel company that most of usContinue reading “How To Keep Your Customers Loving Your Brand”
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