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Recently I’ve been seeing lots of things that don’t happen in real life. A Managing Director at Bank of America abandoning decades of organizational “best practices” and recreating his organization by letting people organize their own teams, and, if that weren’t unusual enough, the teams choose their own coach. This is, of course, impossible.
A group of former managers reinventing their role as servants rather than masters. This too, is impossible.
Other managers who had been working at the bank for over twenty years abandoning their lofty titles and moving out of their corner offices to join software delivery teams. This clearly is impossible.
The final straw was seeing a Java developer happily learning COBOL from a mainframe programmer. This, at the very least, is rather improbable. Come and hear what else has been happening before breakfast. It's all mad as a hatter.
This is a talk on how to transform an organization from a culture of command and control, to one where empowerment and learning rules.
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Gordon Weir is a chief product officer at a fin-tech in New York and is an advisor to a number of early stages startups. In recent years he worked at a Crypto post-trade service provider and a Blockchain startup. Before moving to startups he operated as a department head at Bank of America and UBS. He uses his deep organizational and product knowledge to drive real change and deliver successful software products. His pragmatic and simple solutions solve complex product, business, and technical problems, often employing agile and lean techniques.