So, within IBM, when Ginni and her team launched Think

Academy, I think it was a month or two ago, you can't put

this whole list of principles, so the team summarized it

into three main areas.

The first one is focusing on the outcome. Begin with

clarity of the outcome. And your customer, what do they

really want? What's the objective? What's the value that

they want, because then you will know what is waste and

what is not waste.

The next one is you iterate. You listen, iterate, learn

and course correct. You said all these words. They just

came normally. This is what you did again and again. And

in between, you stop, you check, you go on. That's the

second principle.

The third principle is you self-direct and you unleash

innovation. You don't control too much. Now, this is

going to be a bit difficult because we're all used to being

told how to do things.

Give me the policy. Show me how to do it. Give me the

detailed explanation of it. We can't hold it too tight.

Then it kills innovation. You can't hold it too loose.

Then you have chaos. So, we have to find this balance and

hold it lightly to encourage the teams to unleash

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innovation.

And leadership is not in the hands of the manager and the

manager's manager. It's in every one of your hands. So,

it's a completely different way of thinking. I know you're

all asking, yeah, that's fine. But how does this apply to

me? And we're going to see that. We're going to see how

you can use it.

So, we've got all the ones here. Is there anything that

you missed? You didn't miss any single one of those. Just

like that, I didn't even show you this before.

Now, the values, we went through those as well, which sit

underneath. So, I want to ask you this. You all see these

values, right? What are your values? You say yeah, of

course, I respect people.

But your values are not just your values. Your values are
the values you walk past. Think about that. So, if you

see somebody disrespecting someone else on the street or in

the office and you just walk past, that is your value,

disrespect.

It's a very important concept. This is the concept behind

the team. And a great Australian general said this to his

entire team because there was a lot of problems within the

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armed forces, and they said yeah, we have respect and

trust, but there was all this rubbish going on.

Why? Because nobody was call it out. They just walked

past it. And we do that sometimes because it's...it makes

us feel uncomfortable. That's where courage comes in. You

have to call it as a team when you see it.

So, very important. The values are the values you walk

past. Now, many years ago, a great writer by the name of

Patrick Lencioni wrote a book called the Five Dysfunctions

of a Team. If you get a chance, please read it. It's a

very thin book. You'd read it in an hour or two.

And what he talked about is the concept of trust and how

trust sits at the bottom of every organization. And if you

don't have trust, you have a sense of invulnerability.

So, what that means is the more vulnerable you are, the
more you are open, the more people trust you. That's

almost an oxymoron, isn't it? So you have to put yourself

out there and dare to do something.

You actually build trust, as opposed to break it down. And

if you don't have trust, then there will be fear of

conflict. So, when you go for your meeting, you get what

is called the kiss of yes. Yes, yes, yes, yes, yes. And

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everybody inside is going no, no, no, no, no.

So, you don't have any discussion. There's no arguments.

You must have conflict, and I'm using the word conflict

because there must be strong discussions with the respect

for each other on the subject.

It shouldn't be personal conflict. This is conflict about

a proposal, a suggestion. You have to discuss it hard with

passion because that's where the magic happens. If

everybody says yes, yes, yes, no problem, nothing will

happen.

Now, if you don't have this hard discussion and you have

artificial harmony, then you will have ambiguity. It won't

be clear. You left the meeting...how many of you sometimes

go for a meeting and you think, what was that about? Does

it happen sometimes?

Sometimes, it does happen. Yeah? And then you go, hm.

But did you...so you need the discussion and then you get

no commitment if you don't have that discussion.

And finally, you don't get the result. So, what happens?

Everything at work is all about who's the boss, what did

they say, how do I do this, how do I get my pro possession,

blah, blah, blah. It just becomes a mess. You don't want

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to work there. You don't want to work in a company like

that. Nobody does.

You want to work in a place where there is trust and you

can have a good discussion. You don't always have to be

right, but you want to be able to say what you think and be

committed, be accountable; and finally, deliver great

services.

So, Agile, a list of values, a list of principles and a

whole stack of practices. Now, there are hundreds of them,

but we're going to go through just a few. And these

practices actually change the behavior as you do them. You

do a standup. You do a retrospective.

How many have heard of a standup? A couple of hands. How

many have heard of a retrospective? Also a couple of

hands. So, I'm going to show you a little bit what that

means. When you do that, you're automatically living these

principles. And together, that forms the culture.

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