The October-7-2015 Antifragility Panel/Webinar: Social Business and Digital Transformaiton

On October 7th, 2015, David Cushman (@davidcushman), Anne McCrossan (@Annemcx), and Todd Nilson (@toddnilson) explored social business & digital transformation and antifragility.

The recording is available here and see here for all Antifragility Panels/Webinars!

For more insights see Faster Future and David’s blog as well as Emergent Code and Ann’s blog.

Tiffany Shlain’s “The Adaptable Mind: Skills to Flourish in the 21st Century”

Thanks to Jennifer Sertl (@JenniferSertl) for sharing . . .

Tiffany Shlain (@tiffanyshlain) explores the skills we need to flourish in the 21st Century:

  • Curiosity
  • Creativity
  • Initiative
  • Multi-Disciplinary Thinking
  • Empathy

This is a most beautiful expression of the adaptable mind — can’t but help ask similar to Jennifer . . . “are you ready?”

See Let It Ripple and Pearltrees Film: The Adaptable Mind, Discussion Guides & Resources for more!

Arnold Schwarzenegger’s “The Secret to Success”

Thanks to Graham Hill (‏@GrahamHil) for sharing . . .

Arnold Schwarzenegger (@Schwarzenegger) explores the (rules) secret to success:

  • Trust yourself
  • Break some rules
  • Don’t be afraid to fail
  • Ignore the naysayers
  • Work like hell
  • Give something back

This is a most beautiful expression of the secret to success — can’t but help agree with Graham . . . “Best personal motivational video I have seen to-date”!

The September-9-2015 Antifragility Panel/Webinar: Powered by Viral Change

On September 9th, 2015, Leandro Herrero (@LeandroEHerrero) explored Viral Change and antifragility.

Leandro Herrero is an Architect of Organizations who focuses on organization change (orchestrating large scale, grassroots, and behavior change), culture, leadership, and innovation as he champions the quest for Building Remarkable Organizations. Leandro embraces “shaping tomorrow’s organizations today” and “making today’s organizations remarkable” — “We don’t do ‘small difference’ – if this is what you have in mind, don’t hire us.”

In his books Viral Change and Homo Imitans, Leandro Herrero introduces The Viral Change Mobilizing Platform.

After re-structuring, re-engineering, re-sizing and re-designing, the forgotten ‘re’ are renewal and reinventing.

Granted, some of these journeys may require changes in structures and processes. But the ultimate real change is behavioural.

Any 21st Century organization, big or small, . . . needs an engine of change and transformation, a permanent capability for change-ability, more than the one off method of ‘going form A to Z’. It needs a modern, flexible and powerful Organization Operating System.

The Viral Change Mobilizing Platform provides the conditions for sustainable, large scale behavioural and cultural change. Viral Change is the antithesis of the old traditional ‘management of change’. It is a mobilizing platform, not a method in the traditional way. A platform that provides the behavioural DNA for the organization and that creates an unique Organization Operating System.

We explored how antifragility and Antifragile Organizations may be powered by The Viral Change Mobilizing Platform — including how he’s interpreted the concept of Antifragility, translated his interpretation into practice, and the results and impacts of his efforts!

The recording is available here and see here for all Antifragility Panels/Webinars!

The conversation explored:

For more insights see

From Agility and Scale to Antifragility

Dave Snowden (@snowded) has been quite critical of the Scaled Agile Framework (SAFe) — SAFe: the infantilism of management and Agile – sound practice, poor theory.

SAFe . . . It is only fair to see that I was appalled by the retrograde nature of the approach. To be honest the criticisms I had heard were mild compared with some of the tweets I launched during the session. One comment makes my overall point SAFe is to Agile as sick stigma was the BPR. BPR in its early days had clear utility, it drove a needed change to horizontal product and customer focus in contrast with the previous hierarchical models. But then it got applied inappropriately and finally taken to nonsensical excess with the sick stigma obsession with measurement.

Put brutally SAFe seemed to be PRINCE II camouflaged in Agile language. SCRUM as an approach was emasculated in a small box to the bottom right of a hugely overcomplicated linear model. The grandiose name of a dependency map was applied to something which is no different from a PERT chart and in general what we had is an old stale wine forced into shiny new wineskins.


Regarding Agility, Dave emphasizes the importance of Theory and Practice.

Agile is practice and Complexity is theory . . . Without sound theory, practice will not scale. Without good practice, theory will not develop . . . Reflective wisdom and practical wisdom, both have to co-exist, both have to co-evolve, we can’t afford to abandon either.


Regarding Scale, Dave emphasizes the importance of Decomposition and Recombination vs Repetition and Aggregation.

You don’t scale a complex system by aggregation or repetition . . . nor drawing hugely complex diagrams with thousands of boxes using every trendy word you can ever find which has ever been associated with agile . . . You scale by allowing radical recombination with partial copying . . . You don’t scale by imitation or aggregation, you scale by decomposition and recombination.

From Systems Thinking to Complexity Thinking to Antifragility Thinking

As Complexity Thinking vs. Systems Thinking and Sonja Blignaut‘s (@sonjabl) 5 Differences between Complexity & Systems Thinking and here and here explore Systems Thinking and Complexity Thinking, perhaps Systems Thinking focuses on the complicated domain while Complexity Thinking focuses on the complex domain . . . and perhaps Antifragility Thinking focuses on the chaotic domain!

SAFe, LeSS, DA 2.0, and more!

As Dean Leffingwell’s Scaled Agile Framework (SAFe), Craig Larman’s and Bass Vodde’s Large Scale Scrum (LeSS), Scott Ambler’s Disciplined Agile (2.0), Jeff Sutherland’s Scrum at Scale, and Ken Schwaber’s Evidence-based Management demonstrate “repetition and aggregation,” their challenges only fuel our transformation work (Conscious Agility) towards exploring and fostering Antifragility . . . and our continued conversations!

The September-2-2015 Antifragility Panel/Webinar: The Science of Successful Organizational Change

On September 2nd, 2015, Paul Gibbons (@PaulGGibbons) explored the science of successful organizational change and antifragility.

Paul Gibbons — who operates at the nexus of Science and Leadership / Philosophy and Business with a focus on leading change, changing cultures, and change leadership — champions  change-agile organizations. Paul embraces the “unorthodox, challenging, and thought-provoking” to guide businesses!

We explored antifragility through Paul’s The Science of Successful Organizational Change — including how he’s interpreted the concept, translated his interpretation into practice, and the results and impacts of his efforts!

The recording is available here and see here for all Antifragility Panels/Webinars!


The conversation explored:

  • Integration of the human sciences (human beings) and organizational change (world of change)
  • The book on antifragile business has not been written yet!
  • Approaching the subject of antifragility with humility
  • Taleb’s great breakthrough . . . when we make systems more robust, we make them more fragile . . . when we prevent mistakes, we disable self-corrective mechanisms
  • We must consider structures, processes, and cultures at the individual, team, and system/ecosystem levels
  • Mindsets (fixed vs growth) are crucial for the antifragile individual
    Mindfulness is crucial to enhance consciousness (fine-tuned to context) versus habitually react
  • The transfer of fragility/antifragility over space and time (the law of conservation) is crucial . . . rigidity in mindset versus flexibility in mindset, arrogance and hubris foster fragility by offering less choice/options while humility fosters antifragility by offering more choice/options . . . power and freedom . . . short term and long term
  • Change and “resisting change” . . . emotionally, rationally, and culturally . . . habits, choice, consciousness
  • The attributes of the antifragile business leader

For more insights see and Conscious Management Consulting.