Відео

Thank you Julien. Happy you like it.

Thank you. We are happy you like it.

That's fantastic to hear! Grant's books are indeed a treasure trove of insights. Happy reading, and may you find even more inspiration and knowledge in those pages. Enjoy the journey!

Thank you very much.

Thank you for your enthusiastic feedback! Your appreciation motivates us to continue exploring these deep topics in our future discussions.

Thank you for your feedback... We are happy you enjoyed the video.

Thank you for your feedbach. We are happy you like it.

Thank you very much for your feedback.

Thank you very much for your feedback.

@@scrumacademy only a pleasure!

Thank you for the feedback... happy you enjoyed the video.

My Brother! I just loved the video!!! Whenever you are in Johannesburg, let us connect 🎉

Thank you. Glad you like it.

Thank you Rebeca!

Thank you very much.

Thank you, we are glad if it is helpful for you.

Novel means new. The scientific method can be applied when something is new to produce future evidence. The evidence becomes the body of science. Since no evidence is available for something novel, using the term science to describe actions taken is a mismatch. When no body of evidence exists, actions can only be described as speculative.

06:25 Stakeholder perspective rather than Shareholder perspective for a hollistic view 08:00 Strategy vs Strategic Planning, "has become bureaucratic as an exercise to define a bunch of initiatives" 09:00 Strategy is about choice... "Make a set of choices that are set integrative together to position you on the playing field of your choice" 13:45 Are we working on Strategy? What have the choices about strategy produced for you? 16:00 Invest enough time in strategy to ensure the daily actions are contributing to the strategy 17:15 No disconnect between the strategy and the daily work 19:00 What would we love to become? 20:32 The key about strategy is, it's a holistic set of choices, not a scrap plan with a list of choices. 20:45 Strategy Feedback, iterative 21:45 Can we make a long term strategy in agile? >> You can always make long term decisions and thoughts because you don't know about it 23:50 How modifiable is this strategy? Have I left myself iterate in the box I put myself in? 25:55 You will have to have a strategy that serves you long enough to the payback on the irreversable assets you put in place 30:20 Agile is to increase technocracy in software development. Agile movement is a revolt against technocracy 36:30 What you end up doing might be wrong... and then watch and adjust, and adjust, ... Just keep adjusting 38:20 "You expect the changes" in agile vs in Waterfall, because you planned it so well, you don't expect the changes 40:00 I put in the feedback loop to learn if my choice was good 41:00 See the logical structure in Data. Have logic behind your choices... vs big corporations that want deep analysis in data 45:20 If they can't explain the logic in the data, then nothing is happening 47:00 Steve Jobs about Innovation: "You have to believe to make it seeable" 50:50 If you want to innovate, the ability to see things in a different context (Apple Mac books in color rather than grey...) 53:30 Rather to look at data, look at patterns 54:30 Strategy and OKRs: Assuming it will happen, just because you set OKRs. You have to have logic why this is happening. 1:00:00 The objectives have to be connected with the big goal you want to achieve 1:01:20 The struggle of Transformation: 1) Have a clear Strategy; 2) Be patient; 3) Be resilient; 4) Have growth 1:09:00 Are we making progress? Are we ever done? We are not there yet, ... "I want to be done" BUT: What happens when you are done? things are gonna change 1:09:50 "It is the survival of the most adaptable" not the fittest!!!!

Happy you enjoyed the conversation Patrick. I enjoy talking to Roger every time I get the chance to do so. If you have questions I can take into the next conversation, let me know.

Happy you enjoyed this conversation Michael... the next one with Roger is already scheduled.

Because he founded the company and is mainly paid in stock... but that would be a better question for the Tesla Board ;-)

@@sohrabsalimi ...yeah.... but if everybody *does the same work* , then what difference does it make that he "founded" anything? He didn't take *personal* risk.

@@Calphool222 Really? You know that he put in 80-100 million of his money into the company. That is no personal risk?

@@sohrabsalimi The money he got for being at the right place and the right time when his cheesy little yellow pages app got tangled up in the purchase of PayPal by Ebay? Anyway, all that entitles him to is his original investment back, not millions and millions for decades.

Everyone didnt put their money in the company when it was about to go bankrupt. can't ask only for the profits and none of the risks

Thanks for the feedback. Point taken.

Hi Augustin... really great to see you enjoy this video so much.

What year are you watching this from Charles? Hope you enjoyed the video...

@@sohrabsalimi 2052...and the insights are still valid. I've learnt a lot from this one. Thanks.

@@drewyoda Happy to hear that!

I will look into it!

Thank you for the feedback.

Will do that soon ;-)

Thank you Hady!

Thanks for the kinds feedback Mark.

Thank you!!! Feel free to share so that we get more views ;-)

Sure... happy you enjoyed it.

Happy you enjoyed the video.