“Change before you have to… control your own destiny or someone else will. An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” — Jack Welch, former Chief Executive Office (CEO), General Electric.
I watched the release of these new iPhones…very promising! I think I will buy the Xs Max or Xs! I did not buy the old X. I recon, I will be an Apple fan for a long while. A win for Apple!
SAFe 4.5 is a result of learnings by the makers of SAFe…and they did a superb job with this 4.5 version of SAFe. I’ve embraced SAFe 4.5… so did, recently, the big corporations — that I am familiar with — in America…almost all are into SAFe 4.5 now! I will be a SAFe fan for a long while. A win for Scaled Agile, the provider of SAFe!
The ultimate competitive advantage does not come without risk-taking. In the aforementioned two examples, these companies changed their products design… but changing design introduces risk in terms of uncertainty in outcome; to add value, therefore, uncertainty must be introduced.
Turtles stick out their necks — with uncertainty — in order for them to move forward to where they wanted to be.
Thomas A. Edison tried 10,000 times — uncertain each time he tried making changes to the design — to create the incandescent electric light bulb. He did not fail 10,000 times, he learned 10,000 variabilities that won’t work and translated each learning into action. He — like those two aforementioned companies — had the ultimate competitive advantage: exploited variability, learned from each variability… and embraced uncertainty — took risks — to create value. That’s the economics of product development variability!