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There’s no place for management any more. What will replace it?

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The Drucker Forum has put out a call to management scholars, executives and consultants to “reframe management”.  The existing management model that dominates today’s business practice and education – Drucker Forum calls it the “inflexible machine-management model” – is at odds with today’s complex and unpredictable world. Therefore, they propose, let’s replace this model with another, “The Next Management”.

A more appropriate step would be to recognize that management as a concept is no longer needed and no longer valid. There should be no “management”, whether the old model or a new one. When business sensed the need for management as a rational approach to bring order to the new scales of mass production, mass distribution and mass marketing that the Industrial Revolution made possible, the science of complex systems had not been formalized. This science, specifically the science of complex adaptive systems or complex evolving systems is genuinely new. The business world didn’t have its insights and findings when management was invented. They had Newtonian physics; economics aspired to be like physics; and management looked to economics for initial guidance. 

We now have the opportunity to learn from the latest advances in systems science.

Business firms, industries and economies can themselves be viewed as a member of a class of complex evolving systems. Evolving systems display these three attributes.

1. They are composed of numerous diverse and interacting components that have the potential to combine in vast numbers of different configurations – a multiplicity of emergent structures. It is impossible to predict the configurations that will emerge, which will be successful, which will survive and which will die.

2. The multiplicity of new configurations is autocatalytically generated, simply from the interaction, combination and recombination of the components. More firms are born than survive, more projects and business models are created and tested than actually persist and become established.

  • The term autocatalysis introduces one of a number of related principles from systems science that are fundamental for emergence: self-organization, autopoiesis, self-creation. They all relate to the idea of evolution: that there is constant endogenous change that has its own energy and can’t be stopped or even influenced by exogenous forces.

3. In the multiplicity of new emergent configurations, as in evolution, there are winners and losers, those that survive and thrive and those that don’t. Winners are established through a process of selection. Configurations are preferentially selected based on function (sometimes referred to as fitness, as in fitness for a purpose).

Among business firms, the function that is selected is the creation of value for customers. The market is the selection mechanism, through customers’ willingness or unwillingness to pay for value.

The functional capacity for value creation is determined by functional knowledge – knowledge of what actions are advantaged in value creation. There is actually a scientific law in play: the law of increasing functional information, that the system will evolve (its functional information will increase) if many configurations of the system undergo selection for function. Firms are knowledge building systems utilizing experimentation to generate new knowledge.

Therefore, the function of “management” – which can be thought of as an arrangement to attempt to bring developmental order to a firm, making the results it achieves more predictable and controllable – is replaced by experimentation, a number of concurrent trials, tests and bets with no attempt to predict or control outcomes since no predictability is conceivable. 

There’s an equivalent in economics, which is entrepreneurship: action under absolute uncertainty. Entrepreneurship is a mindset of imagining multiple possible futures and setting in motion a selected set of experiments from which one of those futures will autocatalytically emerge through the mechanism of creating value for customers, a value that is unpredictable from the entrepreneurial perspective because there is too much swirling change in the evolving ecosystem for any prediction or estimation.

Management as a rational approach to bring order has no role to play. Decision problems are no longer well defined, and therefore not amenable to rationality. The challenge is to translate knowledge and expertise into new experiments, without predicting how they will work or what the payoffs might be. This challenge can’t be conceived as management in any form. Entrepreneurship is the method to establish new starting conditions for new value creation, and market selection will take care of future allocation of resources between winners and losers.

The Value Creators Podcast Episode #16. Beverlee Rasmussen On Systems For Organized And Profitable Small Business

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A breakthrough technique for Small Business: Don’t manage, build systems. 

Many small business owners experience frustration in trying to manage their businesses. So many things can get in the way of organized and profitable implementation. Management is hard, especially when it involves managing other people. Beverlee Rasmussen has interviewed and coached thousands of small business owners all over the world, and spent 10,000 hours developing her small business system of systems.

Systems are how things get done. If you build systems, you don’t have to manage people. Beverlee offers systems for every facet of small business: Leadership Systems, Operations Systems, Financial Systems, Team Systems, and Marketing Systems. Those titles might seem like something for big businesses only. But they’re not. Every business owner can design and implement their own systems – and doing so will bring back all the joy and freedom and success that you expected from becoming an entrepreneur.

Don’t manage, build systems.

Resources:

Beverlee’s latest book: Small Business, Big Opportunity: Systematize Your Business.

Small Business Coach Training

Small Business Field Guide: Organized and Profitable

The Small Business Coach Gameboard

Knowledge Capsule:

Leadership Systems:

  • Leadership systems are essential for maintaining consistency and stability in a small business.
  • Having a leadership system means paying attention to what you measure, control, how you allocate resources, and how you react to incidents.
  • Leaders need to ensure they don’t favor certain employees over others and maintain fairness.
  • Leadership systems are about creating a consistent experience for employees and customers.

Financial Systems:

  • Understanding financial concepts like cash flow, profitability, debt, P&L (Profit and Loss), and balance sheets is crucial for entrepreneurs.
  • Entrepreneurs often struggle to differentiate between cash flow and profitability, which can lead to financial problems.
  • Borrowing money for a small business is acceptable but comes with rules; avoid high-interest traps.
  • Tracking real expenses accurately is vital for borrowing and financial stability.

Operations Systems:

  • Effective operational systems enable a business to run efficiently and independently of its owner.
  • Having documented processes and checklists for various operations ensures consistency and reduces errors.
  • Adaptation and change are part of small businesses, so having systems in place can help pivot and respond effectively.
  • Operational systems are crucial for scaling and maintaining high-quality service.

Organization Systems:

  • Organizational systems include structure, job roles, and defining how things are done within a business.
  • Position agreements and clear expectations for employees help in reducing frustrations and improving productivity.
  • A system for compensation is essential for profitability and stability.
  • Understanding your target market and catering marketing efforts to specific customer segments is part of organization systems.

Marketing Systems:

  • Effective marketing systems require a deep understanding of your target market and consistent messaging.
  • Avoid falling into the trap of chasing the latest marketing trends without understanding your customers.
  • Making and consistently keeping promises to customers is crucial; going above and beyond creates a memorable experience.
  • Marketing should be based on a value proposition and understanding customers’ emotional and product needs.

In summary, Beverlee emphasizes the importance of systems thinking in leadership, finance, operations, organization, and marketing for small business success. Systems provide consistency, stability, and adaptability, allowing entrepreneurs to achieve prosperity and freedom in their businesses.

The Value Creators Podcast: Episode #12. Mark McGrath On Adaptive Entrepreneurial Management

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Mark McGrath of AGLX has developed a management approach he calls The Adaptive Entrepreneurial Method. He combines the insights of John Boyd and the entrepreneurial principles of Austrian economics. 

Boyd was a prolific writer on strategy, particularly famous for his development of the OODA Loop model of decision-making under uncertainty, feedback, and responsive re-orientation, as well as the author of a vast body of work on strategy. 

Austrian economics overlaps in the area of entrepreneurial judgment, which is purposeful action under uncertainty, and dynamic responsiveness to the resultant marketplace signals (ie. feedback loops) that action generates.

He joined The Value Creators podcast to explore the intersection of John Boyd and Austrian economics.

Resources: 

AGLX

Mark’s podcast: No Way Out

Mark’s Substack: The Whirl Of Reorientation

Knowledge Capsule:

1. Austrian entrepreneurship is a Human-Centered Approach:

  • Boyd’s theories emphasize prioritizing people in decision-making.
  • Human-centered approach over technology-centric focus.
  • Recognizing the role of consumers, employees, and stakeholders.

John Boyd’s insights underscore the significance of placing human understanding and interaction at the heart of decision-making processes. Rather than fixating on technological advancements, his theories advocate for acknowledging the central role of people within any system. This approach emphasizes the vital connections between consumers, employees, stakeholders, and their collective impact on the overall success of an endeavor. The equivalent space in Austrian economics is subjective value.

Action: Always place human values at the center of all business strategizing and decision-making.

2. Continuous Learning and Adaptation:

  • Adaptation and flexibility in ever-changing environments.
  • Shaping strategies based on evolving circumstances.
  • Emphasis on continuous learning to respond to changes.

A core tenet of John Boyd’s philosophy is the value of perpetual learning and adaptability within dynamic environments. His approach encourages a constant re-evaluation and adjustment of strategies in response to evolving circumstances. Instead of adhering to rigid plans, Boyd’s philosophy advocates for organizations to actively engage in continuous learning, enabling them to proactively address shifts and remain relevant. This is perfectly consistent with Austrian principles of continuous change and dynamic efficiency (as opposed to the static equilibrium approach of conventional economics).

Action: Your firm’s knowledge accumulation plan – i.e. learning – is its first priority.

3. Interaction and Isolation Dynamics:

  • Balance between interaction with allies and isolating competitors.
  • Drawing allies through effective engagement.
  • Isolating competitors to disrupt cohesion and effectiveness.

One of John Boyd’s pivotal concepts revolves around the interplay of interaction and isolation. The strategy for success involves effectively engaging allies while simultaneously isolating competitors to weaken their cohesion. This dynamic equilibrium plays a critical role in influencing outcomes and securing advantages within competitive environments.

Action: Choose the right partners as allies and isolate your competitors from these relationships.

4. Strategy as a Mental Tapestry:

  • Strategy as a dynamic mental tapestry of changing intentions.
  • Emphasis on self-awareness and situational awareness.
  • Continuous evolution of strategies based on circumstances.

John Boyd’s approach to strategy departs from conventional thinking by framing it as a dynamic mental tapestry of evolving intentions. He underscores the importance of self-awareness and situational awareness, advocating for strategies that continuously evolve in response to changing contexts. Unlike static planning, Boyd’s philosophy aligns with the adaptive nature of complex systems.

Action: Don’t plan – adapt.

5. Embracing Complexity and Distributed Leadership:

  • Embracing complexity over linear solutions.
  • Acknowledging distributed leadership in multifaceted challenges.
  • Orchestrating interactions to adapt to evolving contexts.

Boyd’s theories encourage a departure from linear problem-solving towards embracing the intricacies of complexity. By recognizing the multifaceted nature of challenges, Boyd’s philosophy promotes distributed leadership. This approach involves orchestrating interactions and collaboration among diverse elements, enabling organizations to respond nimbly to evolving contexts and foster innovation. Austrian economics, in the same way, is complexity-aware and orchestrates through value creation.

Action: Use value as the attractor in a complex business world.

The Value Creators Podcast: Episode #11. James Burstall On The Flexible Method

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There’s a considerable debate among consultants and academics regarding the definition of management: what is it? Is it a science, is it a process, is it a set of tools that business schools teach us how to use? 

In this episode, James Burstall comes on to explain his perspective on management as a mindset (the interacting mindsets of many different people in many different circumstances in fact)  as proposed in his new book titled The Flexible Method: Prepare To Prosper In the Next Global Crisis.

Resources:

James Burstall’s Production Group – Argonon

James Burstall’s Book: The Flexible Method: Prepare To Prosper In The Next Global Crisis

Knowledge Capsule:

  1. Introduction to the Flexible Method:
  • “Flexible Method” is an approach tailored to managing uncertainties in business.
  • Central components include adaptability and radical determination, combined to form a powerful decision-making framework.
  • This method encourages an open-minded approach to research, teamwork, and resolute action for decision-making.

Action: Elevate responsiveness to change over planning.

  1. Radical Determination and Decision-Making:
  • Making and committing to decisions is crucial in the Flexible Method.
  • Teams need to reach a consensus and show unwavering determination.
  • Tough decisions are embraced and executed with full resolve.

Action: Don’t just make decisions, commit to them, and get team commitment.

  1. Adaptiveness and Scanning for Opportunities:
  • Radical determination is about executing decisions; adaptiveness involves identifying opportunities.
  • Scanning the horizon for changing circumstances is vital.
  • A case from the credit crunch illustrates the need to be open to new avenues.

Action: Where possible, anticipate change in the form of an opportunity space.

  1. Cash Flow as a Critical Metric:
  • Cash flow is the most critical business health metric, needing respect and management.
  • Managing finances during crises involves making tough decisions.
  • Strategies to retain relationships and sustain the business are discussed.

Action: Measure your business’s health with cash flow and cash availability.

  1. Entrepreneurial Mindset and Restlessness:
  • Organizations in crisis operate like startups.
  • Restlessness is essential for fostering an entrepreneurial mindset.
  • Embracing change, creativity, and innovation is emphasized.

Action: All business is entrepreneurial, not managerial.

  1.  Leadership, Care for People, and Reflection:
  • Leadership involves emotional intelligence, authenticity, and prioritizing people.
  • Values like diversity, inclusion, and environmental responsibility are retained.
  • Gratitude, rewards, and reflection play a role in the Flexible Method.

Action: Caring brings resilience to business.

190. Peter Klein: Why Managers Still Matter:

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Entrepreneurial businesses embrace adaptiveness and change, and continuous innovation enabled by flexible and responsive organizations, empowered at every level. That doesn’t mean there’s no role for managers. Inside the corporation, entrepreneurial management co-ordinates the business flow of responding to changing customer wants and preferences, so that resources are allocated and reallocated to the production activities that customers value the most. In fact, management is becoming more important, not less. Professors Peter Klein and Nicolai Foss explain entrepreneurial management in their latest book, Why Managers Matter: The Perils of the Bossless Company (Mises.org/E4B_190_Book), and Peter Klein visits Economics For Business to highlight the key points.

Key Takeaways and Actionable Insights

Management co-ordinates the constant flux of entrepreneurial business.

The essence of the adaptive entrepreneurial organization model is responsive change. Entrepreneurial businesses don’t lock themselves in to 5-year strategies and annual plans. They recognize that markets are in constant flux as a result of changing customer preferences, changing competitive activity, changing technologies, and changing conditions in business channels and in the economy. Change is the normal condition. It’s what Ludwig von Mises termed constant flux.

Management is required inside the firm to adapt and respond to change outside the firm. It’s not possible to manage the change in markets, but it is a necessity to manage resource allocation and productive activities inside the firm.

Management is co-ordination and orchestration, not authority and hierarchy.

We might think of the concept of management in its industrial age guise of authority and hierarchy: some people “higher up” in the organization telling others “lower down” what to do. This kind of hierarchical authority can’t work in the digital network age; it’s too slow to process incoming data from the marketplace and too rigid to quickly or effectively implement newly imagined responses to those incoming data.

But in Professor Klein and Professor Foss’s analysis, management no longer equates to old-fashioned authority and hierarchy. Management is co-ordination: assembling the right resources — both human capital and complementary capital assets such as supportive technologies — in the right combinations (often referred to as “teams” in today’s management language) for the right shared task with the right shared goals. Professor Klein likened this to orchestration — there’s a conductor who guides the orchestra in playing the same symphony together, without telling the individual players how to play their instrument, and leaving the details of implementation to the individuals and their specialized skills.

Some orchestras may have better results than others because their teams have been well-recruited and well assembled and they respond better to management co-ordination. All firms and teams are complex adaptive systems, with emergent outcomes influenced by internal forces, one of which is management.

Management is culture more than authority.

How do managers achieve a better outcome as a result of managing their teams? Professor Klein believes that they institute a successful culture, as opposed to designing an organizational structure. He defines culture in terms of norms, customs and practices — the accepted way (or simple rules) of “how we do things around here”. More specifically, in the customer-centric entrepreneurial firm, “here’s how we plan to facilitate value for our customers around here”. Skilled managers paint the pictures — the “vision”, if you will — in the minds of employees of the customer value standards the firm will achieve, and the customer experiences that the firm will facilitate.

Modern managers are comfortable with and quite expert at adaptation.

The modern managerial culture is a far cry from traditional hierarchical managerial authority. It has the built-in flexibility for adaptiveness to the rapid rate of change in today’s digital business world. A well-functioning management process in a loosely structured organization can change internal production processes, teams and resource allocations in response to external changes in customer demand and marketplace conditions.

In fact, Professor Klein points out, through relevant case studies, such a management structure can be better at adaptation than, for example, a network of independent contractors and suppliers that would be challenged to orchestrate responsive changes to an external change, since each would have a different experience and process it through a different cultural orientation. They wouldn’t co-ordinate as well or as quickly as internally managed teams.

In certain cases, management authority can sometimes be a relevant organizational tool, so long as it is applied in a contingent fashion.

The relevance and usefulness of authority varies by circumstance and business situations. Its usefulness is contingent, and managers must be sensitive as to when to apply authority and in what style.

Why Managers Matter identifies two distinct styles of managerial authority, Mark 1 authority and Mark 2 authority. Mark 1 authority is traditional command-and-control, exerted top down — superiors telling subordinates what to do.

Mark 2 authority is exercised through design rather than command: finding the right person for the task, combining the best-qualified people in teams, and giving them a goal with a wide latitude in their process and implementation in achieving the goal.

An important element of the contingent approach is to empathically identify the subjective preferences of employees. Some will respond well to flexible, open-ended direction that enables them to exercise their own initiative. Others might prefer the certainty of clear direction. One type of salesperson might be highly motivated by a 100% commission remuneration plan, another might feel more secure with a base salary with the potential for an achievement bonus upon exceeding quota.

Professor Klein identifies two broad sets of conditions for the exercise of Mark 1 and Mark 2 authority. When there is a high degree of interdependence between people, teams and tasks, such that it is critical that tasks are highly coordinated, completed at the same time and combined in a highly specific fashion, then management intervention is required and it will include Mark 1 elements. When production is more modular, when tasks and projects can be completed interdependently, then Mark 2 management can be exercised through a decentralized, flat and culturally aligned organization. (Professor Klein cited the example of the type of higher education institution where he works; all the professors can design and teach their classes, do their research, and publish their papers and books with a high degree of autonomy.)

Management is becoming more important, not less.

In a rapidly changing world, where employee attitudes and experiences are very different than in the pre-digital world, and where global markets and their interconnected structures are more uncertain and cyclically unreliable, and where the pace of disruptive technological innovation is accelerating, good management is more important than ever for the success of our economy and our society. Smart managers are needed to find the right balance between operational excellence through established processes and adaptive change through adjustment and experimentation, a balance that business scholars call the ambidextrous organization. It can’t happen without management, and without managers.

Additional Resources

Peter Klein’s book page: Mises.org/E4B_190_Klein

Why Managers Matter: The Perils of the Bossless Company by Peter Klein and Nicolai Foss: Mises.org/E4B_190_Book

Public Affairs book page: Mises.org/E4B_190_PA

171. Ben Ford on Situational Awareness and Managing for Constant Change

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How do businesses actually manage — rather than plan for — continuous change?

The increasing adoption of systems thinking in business tells us that the world is changing very fast, and companies need to change at least as fast as their environment in order to thrive. It’s comfortable to talk about but hard and uncomfortable to do. Most people prefer to continue to do what they’re used to rather than embrace change and constant experimentation.

There’s a lot to be learned from the military where special forces are trained to specialize in rapid reaction in chaotic or VUCA (volatile, uncertain, complex and ambiguous) worlds. They face an ever-changing environment (often described as kinetic). They have a very pure evolutionary process: what wins, survives. While the military organization is hierarchical, military operations are flat so that tactical decisions can be made by the people on the ground.

While we are anti-war, we can nevertheless recognize that the military has experience and expertise in managing and organizing for continuous change. We can learn from it.

There are significant barriers to overcome to implement rapid change management in business.

Certainly, the time scales are different. Companies change at an intergenerational pace, one generation of managers (or managerial techniques) learning from the last one. In hierarchical organizations, people reach managerial and executive positions by accumulating experience. By the time they get to their high position in the hierarchy, they have locked in an old mental model. They miss the signals of change and fall back on preconceived ideas and notions and methods.

In addition, there is considerable inertia to overcome — a resistance to change that acts as a blocker to agility. It’s human nature to resist change. Once a company has established a niche or a market share, it’s genuinely hard to abandon the strategy or the tooling or the products and services and the marketing that got them there.

To put it in military terms, change is a constant battle.

Situational awareness is a set of tools that are transferable from military to business to improve management of change.

Situational awareness governs how well your understanding of the world maps to reality. It operates along two perspectives and 3 time frames.

Internal situational awareness concerns the orientation of your firm, resources, capacity, the capabilities of your team, morale and so on. External situational awareness concerns markets, competitors, customers, trends, technologies, and all the environmental factors that are subject to change.

The three timeframes in military terminology are tactical, operational, and strategic.

The tactical timeframe concerns people on the ground in contact with the environment. In business, this can be the sales team or customer service or engineers in direct contact with customers. They’re doing implementation work but they are also the sensing mechanism. They may have daily or even hourly cycles for intention to change, making the change, learning from the consequences of the change and moving forward to the next change. They must be empowered, trained and equipped, and confident about their freedom of action and adaptation.

The strategic timeframe is the macroeconomic scale of what the firm is trying to achieve for the customer. This frame may be months or years, and dictates how to organize, how to invest, and where to allocate resources.

The operational timeframe is between the other two. How does the firm integrate short term implementational excellence with long term strategic engagement with a changing environment? How does the firm integrate all the hourly and daily information coming from the front line with the long-term investments and resource allocation projects? In a software business for example, there may be a trade-off between building new tooling, which takes time, and rapidly delivering products from established tooling.

How to apply situational awareness.

Actively use the 6-box framework (internal /external perspectives, tactical/ operational/ strategic timeframes.

To achieve better alignment of internal / external timeframes, look for mismatches across boundaries in the firm. Do the people working on the front line have the same understanding of the importance of the work as the managers and executives. Does getting thing done seem more difficult than it should be? Are the feedback loops fast? Is the information in the feedback loops spread throughout the firm, through multiple teams, divisions and silos? What’s the gap between perceived ideals and actual experience?

To implement across three time frames is an exercise in portfolio balancing and active discovery, with a high premium on sensing skills.

How much time and resource effort should a firm spend on refining its tooling (the operational timeframe) so that every produced end-product is exactly the same (the tactical timeframe) while keeping an eye out for environmental change, when a future competitor might introduce a faster cheaper product (the strategic timeframe)?

As Austrian economics always stresses, there’s no objective answer, just subjective learning from experience. For example, Netflix was part of the strategic timeframe that Blockbuster failed to manage. Blockbuster was operating its stores in a proven fashion (tactical) and adding new stores (operational), while rejecting the implications of the Netflix model. Today (May 2021), Netflix shows signs of missing some strategic signals. They made content their focus (tactical) and built original production capability (operational) but may be finding that customer tastes are changing and the appeal of their produced content is in decline (strategic).

Similarly, for the last few years, funding has been easy for startups (tactical) and so they have focused on long term market development (strategic) without hitting profit and cash flow milestones (operational). Now that funding is drying up, they are having to shore up their operational capabilities.

There are a couple of techniques that are helpful. One is Horizon Scanning: allocating some resources to identifying and picking out future external scenarios that represent potential change or strategic threats and building a response in advance. Another is red team thinking: mapping out future internal failure modes and then working backwards from them to identify the trip wires to look out for, and to nip emerging issues in the bud.

The after-action review (AAR) is an important element of situational awareness.

The AAR is applied not just in the military but in fast change business environments such as agile software development. It’s a tool to separate the quality of the decision you made from the outcome of the action that you took. We tend to get attached to our decisions, even if they were based on poor principles.

The components of an AAR include:

  • What was expected to happen?
  • What actually happened?
  • What went well and why?
  • What can be improved and how?

The discussion must be open and honest without hierarchy or blame. As far as possible, everyone on the team should participate so that all perspectives can be included. The focus is on results and identification of ways to sustain what was done well as well as the development of recommendations on ways to overcome obstacles. It’s really important to identify with high fidelity what happened because only then is there a good chance to identify new opportunities or trends with equal fidelity. In situations of uncertainty, it’s important to identify “what happened” accurately, in order to be able to identify what it means and what it implies for future actions.

AAR becomes part of disciplined execution.

The Economics For Business community is familiar with the explore/expand method of managing business complexity: explore many options through experimentation and expand (by allocating more resources) those that show good results. Annika Steiber in episode 170 called this capability “ambidexterity” — combining two logics of business in consistent and reliable execution on one hand and openness to change and exploration on the other.

Ben expands this thinking into the concept of disciplined execution. Once a process is proven and is producing reliable results, map it out carefully and then take individual steps or parts of the process and see if they can be further improved, e.g., by automation, without changing the outputs. Processes thus become more resource efficient in producing their output. Always be trying to improve what you already do well.

Similarly, once an “explore” project starts to become productive, apply the same continuous improvement standard. Map the process, examine parts that can be improved, and do so part by part so production is maintained and efficiency is increased.

All of this change dynamic should be driven from the bottom up.

Process improvements, fast responses to feedback loops, experimentation and rapid change are all insurgencies — the established hierarchy and mental models will often find them hard to embrace. Insurgency is a bottom-up dynamic. When transformation is pushed from the top down, it often happens that the territory changes before the consultants have drawn the new map. The hierarchy’s role is to provide strong alignment with the orientation of the firm and its culture and vision-mission, alongside loose control of front-line action.

Additional Resources

“Apply Situational Awareness To Manage Change” (PDF): Download PDF

Ben Ford’s website, where you’ll find his Mission Control services: MissionCtrl.dev

Ben Ford’s LinkedIn page, with a lot of presentations and recordings to learn from: Visit LinkedIn