Click below to play recording Additional Learning Assets From Professor Dave Snowden QuickSense | Perspectives on AI Invitation to incubate (October 17, 2025) Past Recordings With Professor Snowden Upcoming Learning Opportunities REGISTER: 11/12-11/13: Certified LeSS Basics
Related Recoding: AI and Organizational design with Craig Larman
This topic was based on the questions, crowdsourced from the audience, for Professor Snowden. The questions covered: Complexity management vs. complexity reduction. This jives so much with dependency management vs. dependency reduction. Companies tend to skillfully MANAGE complexity and dependencies, with more tools, processes and processors, as opposed to reducing them. Any thoughts on this? … Read more
Download Chat Script Synopsis: Understanding the organization as a complex adaptive system offers many opportunities to organizations to increase the rate of innovation and remove excessive costs by understanding what can actually managed. This session will provide some of the background principles to managing complexity and will also look at pragmatic methods and tools that … Read more
Tweet A great talk today (this is round 2), with Dave Snowden (round 1 was on 04/20), who took on some provocative and pretty powerful questions. All points that Dave made were strong. Here is one that resonated really strong (the quote in blue below is semi-transcribed/paraphrased, starting from about 4 min 20 sec in … Read more
Tweet David Snowden divides his time between two roles: founder Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales. His work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision … Read more
1- “Scaling is our main goal” The whole idea of “since we are so large, all of our solutions must be also large” is flawed. Just because an organization is large, does not mean that it is usefully and productively large. It could be that historically, or due some other conditions, an organization has built … Read more
In this post: Introduction Agile Transformation Group (ATG) Purpose/Focus Position Structure Agile Transformation Team (ATT) Purpose/Focus Position Structure Self-Organization Engagement Example Conclusion Introduction: In their journey, to become more adaptive (agile), organizations need guidance and support. Ideally, organizations should own their own agile transformations: experiments, decisions, successes and failures, with minimal reliance on external help, … Read more
Tweet Materials | Speaker’s Site Main Take-away Points: “Developing in isolation can help an individual go faster but it does not help a team go faster. Merge time and rework cannot be estimated and will vary wildly, and the team can only go as fast as the slowest merge.” – Steve Smith “A spike solution … Read more
Tweet Materials Johanna Rothman’s monthly newsletter “Pragmatic Manager” and her blogs can be found at www.jrothman.com and www.createadaptablelife.com Additional Assets Relevant to the Topic: Gap Between Science and Business OKR: Narrowing the gap between “O” AND “KR” Additional Learning Assets: Upcoming LeSS Training Additional Self-Study Assets: 05/05 – LESS TALKS: Dave Snowden: Answering Tough Questions … Read more
