Workshops at Software Competence for the Future

Software Competence for the Future
at the Open Forum Stuttgart
16-17 May 2013

Workshops at Software Competence for the Future, 15 May 2013

Agile Systems Development Using Kanban

Why do so few product development projects keep to their original time and budget plans? Most companies use the same planning paradigms that they also use to optimize production. In reality R&D poses quite different challenges.

Kanban offers two advantages. As controlling influence it offers the flexibility that allows to deal with the dynamics of the inadvertent changes in the development. The second advantage is the “gentle” introduction of essentially agile concepts. “Gentle” means that existing processes and roles stay largely untouched. Kanban allows rapid deployment in pilot teams.

The workshop provides the required background knowledge about Kanban. Group work will introduce the workshop participants to the use of Kanban in development processes.

Facilitator: Joachim Pfeffer, Kugler Maag Cie

The Solution is already in us! Integrated Change Management

How do you face the accelerating demands of your customers and innovation needs of your organization? Currently agile methods in development are sold as a way out.

On paper  agile methods seem to solve. In practice, however, there is still a “small” hurdle to jump: how to achieve the behavior changes required in both organizational and individual behavior? Such changes in social systems can not be designed top-down to the drawing board and then “switched on”. Organizations and people are complex learning systems which evolve continuously.

Integrating Methods for Change

This workshop introduces methods and models needed to identify the necessary changes and how to incorporate them into everyday business.

  • To be successful the inner and the outer reference frame must match. Peter Senge and Otto Scharmer make this the basis of their Theory U, which is developed at the MIT for the transformation of organizations. “Leading from the future” is the paradigm.
  • The workshop combines practices from Theory U with Wingwave coaching. Wingwave Coaching is used successfully as an “turbo coaching” in the areas of business, performance sport and in to increase artistic creativity.
  • The Art of Hosting complements these approaches to achieve the required group respect and mutual appreciation.

This workshop will provide practical examples of how the concepts can be applied to change behavior in practice.

Facilitators:        Björn Schneider, Freelancer,
previously CEO at oose Innovative Informatics
Markus Wittwer, Coach at oose


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Software Competence for the Future – Program Highlights

Software Competence for the Future
at the Open Forum Stuttgart
16-17 May 2013

Program Highlights

  • Open Innovation with Project House – Michael Bartl, Hyve
  • SCALARE: Does the Automotive Industry Learn? – Jesús Bermejo, Schneider Electric
  • Open Interface Definition in GENIVI – Klaus Birken, itemis AG
  • Eclipse Automotive Industry Working Group – Ignacio Garro, Continental AG
  • Effective Cooperation in Automotive – Christof Hammel, Robert Bosch GmbH
  • Thermodynamics and Project Management – Anne Kramer, Sepp.Med
  • Industry 4.0 – Development of the Future and Future of the Development – Hans-Jürgen Kugler, Kugler Maag Cie, and Stefan Ferber, Bosch Software Innovations
  • Agility without Borders: The Orchestrated Product Development Process – Bonifaz Maag, Kugler Maag Cie
  • How Smartphones and Tablets Change our Lives – and that of Developers – Ludwig Neer, CAS Software AG
  • The Future of Software – The Challenges for Automotive – Andreas Rausch, TU Clausthal
  • REQ-IF – Experiences from Collaboration – Matthias Recknagel, Daimler AG
  • Change the Perspective to Remove Barriers – Markus Stegfellner, Freelancer

The main conference language is German.


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Bridges, not Walls

Software Competence for the Future
at the Open Forum Stuttgart
16-17 May 2013

Software Competence for the Future is an open discussion platform which connects networked technologies with new way of structuring and managing intra- and extra-organizational collaboration. Software Competence for the Future and its partner event “A2A – Apps to Automotive” run in parallel at the Open Forum Stuttgart and share keynotes and discussion space.

In today’s connected world innovations can only be developed and deployed successfully through joint effort. Many different ways exist to work together: joint ventures, open platforms, orchestrated joint development by OEM and suppliers.

Bridges, not Walls

Networking and connectivity – from a technology and organization perspective – are the keys to master the complexity of products and services. That is why “Software Competence for the Future” has chosen the theme “Bridges, not Walls”. Cooperation across organizational and industrial boundaries creates new product and service opportunities and leads to potentially radical changes in and views of the market. Networked and Open Business Models require a new integrative thinking, which is not bounded by the walls of one’s own department or the perimeter of the corporation HQ. Open Source, Open Design and Open Innovation require an Open Mindset. The Open Forum is dedicated to the interrelationship of competence, technology and business.

“The Connected Company” – Keynote by Dave Gray

Dave Gray, entrepreneur from St. Louis, is well known for his books “The Connected Company” (2012) and “Gamestorming” (2010), the playbook for innovators, rule breakers and change makers.  Dave shows how companies can use networking to survive and be successful in and ever more dynamic marketplace.

“War of the Worlds – Will the IT industry determine the shape of the embedded industry?” – Keynote by Jesús Bermejo

Who will determine the future direction in the Embedded Industry, and particular in the automotive industry? Will the traditional OEMs continue to rule or will innovators from the IT world make an inroad? Today 80% of the innovations in the automotive sector are realized through software. Will the technological influence force to open the products and the future services?

Jesús is R&D Manager at Schneider Electric, and a member of the Steering Group of ITEA ( ITEA is one of several ICT strategic clusters in the Eureka network ( He has been working in software intensive systems for thirty years, both for the military and civil domain. Jesús was a member of the Advisory Expert Group for the OECD Study on Software Innovation  and currently leads the ITEA SCALARE (SCALing SoftwARE) project. SCALARE has the objective of supporting industry in managing product and service software technologies, processes, methods and organisation from a scalability perspective.

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Organizational Culture

To appear soon.

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Culture and Change

Organizational change is something that is thought of as happening backstage. People have lives one can follow or take an interest in, but organizations are mostly seen as administrative structures, as “social machines” to achieve the benefit of scale. The sterling work of James F. Moore, “The Death of Competition”, and Arie de Geus, “The Living Company“, both a whom stress the similarity between living and business/social systems, has not really changed much of the mechanistic view of organizations.

This mechanistic view results in rather simplified approaches of changing organizations — if this is unavoidable. Yes – the preferred route, so it appears, is to change the context, to demand new metrics, to “just” (signifying an expected minimum of effort) increase efficiency. Attempts to improve “efficiency” are rarely seen as true organizational change. Leave everything the same, just push the accelerator pedal. Those executives, who run their companies that way, would hardly think that they’d get a better return of their investment, say, in a race horse, if this horse was running four races a day rather than just one a week. What’s the difference? The horse is an animal, a living system.

So if an organization has to be changed, it is often viewed like overlaying org charts. The form is the essence, because it expresses authority and control. By the way, notice that organizations are changed, whereas living systems do change. What if our organizations shared that capability with living systems? I will say more about this topic at another time.

Change the organization – this means we expect different results, different behaviour, different usage of resources or all of these at the same time. Actually, all of these aspects are interconnected. If we want to change a social system, we need to change the behaviour of the individuals making up this social system. We may want to introduce new values or revive old ones. That means we need to change the thinking of those we want to change their habits. And this means that we need to go deeper than the normal thought. We need to address why they are thinking the way they are, we need to address what shapes their thought. Mahatma Gandhi said:

Your beliefs become your thoughts,
Your thoughts become your words,
Your words become your actions,
Your actions become your habits,
Your habits become your values,
Your values become your destiny.

My post about Rumyodin showed how psychology can change the believes of people about have what they can and cannot do. Where do these believes come from? They are an expression of the culture people live and work in. These believes are not necessarily conscious — neither are they rational. Dave Gray is trying to map cultural aspects to make explicit what is unconscious. If we want to change an organisation, we need to change belief system, and we therefore need to know what the current system is like. Cultural contexts are nested and overlaying — ethnic and religious influences, societal strata, profession, place of work and family — and their emerging patterns determines what we believe.

The belief system underlying a culture cannot be arbitrarily changed. It is not a set of independent statements that can be individually replaced. No, it is a system in which the individual parts reinforce each other. Let us examine “culture” a bit more closely, before we come to looking at how culture(s) develop and change.

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New Drug Supports Change

One of the  greatest inhibitors of change – personal or organizational – is fear. There are different sources of fear which combine to lock current behavioral patterns: fear of the unknown, fear of failing, etc. In highly competitive environments such fear can block decisions and actions, or at least delay them – procrastination. One of the most competitive – and dangerous – of such environments is that of military combat.

Please run the following scenario through with me. Neurological research has produced a drug eliminates fear – Rumyodin. The military has experimented with in many of the armed combat situations of the last few years. It has learnt to administer the drug so that its effect does not endanger the soldiers lives any more. Now imagine this drug would be administered to civilians to overcome their fear in daily life.

No more procrastination, resulting in increase of innovation, since curiosity is now stronger than fear. With their key people on such programs, how responsive could organizations become?

Such civil experiments do exist – to overcome debilitating vertigo, fear of confrontation leading to loss of social contact, fear of singing or otherwise performing in public, are being treated in this way. Such an experiment was shown recently on TV by Channel 4 of the UK: “The first part of a two-part event, Fear and Faith is an extraordinary film looking at what happens when people have the experience of fear removed through the use of a powerful new drug.” This is a brief description of the program by Channel 4. Derren Brown is the presenter and he can show immediate and lasting effect with all the test persons who get the drug administered. Darren follows these people for a good number of weeks while they are on a course of Rumyodin. Wikipedia describes one of the cases: “…  Dan, who before starting the course … is too scared of heights to even walk over a small bridge in his home town. By the end of the show Dan has conquered his fear enough to stand inches from the edge of a huge bridge looking into the river below.”

Rumyodin must be every change managers dream! And the fact that it is publicly available for very low cost makes it sound even better, doesn’t it? Yes, everyone has access to Rumyodin– which is an anagram for “Your Mind” – is a placebo – which is just a tool to allow yourself to give your mind the permission to do what it can do.

We are back from the scenario. Does this have relevance to our field of work?

Yes, the transformation happens in the mind – the same mind that previously generated the fear. Darren Brown did not turn the test persons into puppets, no he enabled them to gave themselves permission to do something, which at the outset they believed they could not do.

The first thing he did is to remove the fear of failing from them. The “drug program” was administered by professionals. The participants were not certain of success, but they themselves would and could not be blamed for failure. Doctors tend to look for better cures, not better patients. Management in companies often behave differently: they are not looking for a cure, but someone to blame.

The accompanying program while “administering the drug” consisted of many positive feedback loops – supportive leadership rather than control on the basis of a pre-determined plan. Their achievements at any stage were given more importance than the distance to their ultimate goal. And the continued positive feedback multiplied the forces of change. Step by step more fear was reduced and the new behavior anchored.

Work from the inside, in an environment of trust – where there is no blame. no fear – and you will see that the mind is the most powerful drug. Only the mind determines what can or cannot be done – if we trust ourselves.

What we need is “Lenin-1.”

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I have a dream …

… and dreaming is good, not just for relaxation.

Last night I watched “The Best Exotic Marigold Hotel”, a very enjoyable comedy. The characters and behaviors portrayed are so typical — not only for everyday life, but also for the situations we find in managing change. Be warned, in places the movie can feel like a mirror. The following two quotes resonated well with me:

“Nothing happens unless first we dream.”

“Everything will be all right in the end. So if it is not all right, then it is not yet the end.”

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