Welcome to Flow – The Minimalist Framework for Agile Business
On this page we set out some of the key artefacts that will help you adopt Flow. We offer training courses in business agility and these are the artefacts we use – at least some of them – along with a short explanation.
Our courses are an original take on what companies need to do in order to compete in the 21st century.
Our training courses and our books are the beginnings of a new community focused on better ways to work.
We want as many people as possible to join is so below you will see some of the key artefacts and short explanations. You can find out more in the books and even more by joining a course or becoming a trainer.
On the right you see a Cool Wall. As you navigate around the site you will see a lot of Walls, the primary way to communicate in Flow.
Our mission is to promote better ways to work that make people more engaged because they are happier and have a stronger belief in what they do.
To help you get going we release all our materials under the Creative Commons Share Alike license. That means:
Our Materials Are All Released Under a Creative Commons License
You are able to make full use of the Flow artefacts and you can develop derivatives from them.
If you use Flow artefacts they should carry the creative commons license badge and be attributed to their designers and Flow-academy including a link to this page. You should make derivatives available under these same CC Share-Alike conditions.
If you make any changes you must also indicate thatyou have done so. These are simple steps to make sure that everybody involved in Flow can follow how it is developing.
We will be releasing more materials soon. They are in preparation.
The Flow Executive Portfolio Wall
The Executive Portfolio Wall is a visualisation of a company’s existing portfolio of projects and initiatives. It consists of the goals of the company across the top and then the projects and initiatives under each goal.
The setting up of a Flow Executive Portfolio Wall is an opportunity to test whether or not company initiatives are really targeted at its goals. Very often they are not and that means the company is designing waste into the flow of work.
Cards can consist of a variety of information items such as size of project, benefit, beneficiary and so on as per the Yellow Post It bottom right.
There are variations on the Executive Portfolio Wall. Some of these show varying degrees of activity movement across the Wall and function more like Kanban Walls. Here is an example.
The Flow Executive Portfolio Wall for the IT Estate
The Customer Innovation Wall
The Customer Innovation Wall is a dynamic segmentation of the customer base. Customer Innovation Walls are a way to bring the dynamics of customer activity into the company. Typically customers are innovating in exactly the self-organising way that firms want to achieve. By tapping into this you can anticipate their new needs and deliver appropriate innovation.
The Customer Innovation Wall should be a dynamic part of your daily activity. People should be free to add to it or host stand-ups to consider expanding it.
Across the top there are market categories; down the columns are segments.
These segments are created in three steps:
- Big data analysis of social media trends. Typically, analysing hundreds of thousands of anonymous social media accounts to determine the range of interests in your customer base.For example in the car industry we find a lot of people are interested in cycling, yet car users appear to maintain an antagonistic stance towards cyclists. This dissonance presents an opportunity.
- Exploration of social media accounts to uncover self-organising change in the customer base. For example in the imaging business, we found multiple self-organising iPhone videography communities that can be a valuable way for imaging companies to communicate direct to customers.
- Structuring a segmentation in a public place so that Customer Innovations – i.e. what customers are doing differently becomes part of the daily routine inside the company.
These Walls feed into the CATE Value Wheel (below).
The first diagram below is a generic Wall with advice on what to look out for. The second is an anonymised completed Wall.
The next Wall is the CATE Value Wheel. This is an exercise that encourages people to innovate appropriately. CATE is designed to qualify ideas o that you do not let waste into the flow of work.
It has four components. The first, which you take from the Customer Innovation Wall is customer success factors.
The second is an assessment of what assets you can use to deliver those success factors. That might mean anything from existing code to the types of relationships you typically foster in the outside world.
The third is a set of targeted ideas focused only on the success factors in front of you. The fourth is a search for partners that can help you deliver fast.
Fin has two decades of experience in creating high performing teams that are adept at large-scale transformation projects and startup-style pivots.
He is currently international CIO at global insurer Aviva where he is a member of the senior leadership teams dragging a 300 year old organisation into the digital age. He has pioneered new ways of working in his roles as CIO Paddy Power, Lastminute.com and Visa. Fin is one of the top 100 CIOs globally and, in addition to being a keen marathon runner, is an in-demand speaker on digital transformation. He never takes the same route to work more than two days on the trot and despite his IT success is actually a punk guitarist at heart.
Chief Content/Design Officer
Haydn Shaughnessy is a leading authority on platforms, ecosystems and economic disruption.
His work on large scale economic disruption led him to consult with Fin, whose work he had heard of on the grapevine. Together they set out to extend Fin’s ideas on IT agility to a true business agility framework. Haydn is a respected thinker and advisor on innovation and regularly works on major platform projects for organisations like SWIFT, FujiFilm, RBS, The Swiss Stock Exchange and so forth. He is a former Forbes.com columnist on innovation, former editor of Innovation Management, and has written Shift: A Leader’s Guide to the Platform Economy. However, he feels he has found his calling in working with Fin on Flow.