Sidney Kwee

I tell stories about Lean, Agile, DevOps. Sometimes about other stuff.

[Sidney Kwee @sidneykwee]

Not every lesson will be learnt. Not every powerful quote will land. But it is that trust that is built up by continued interaction, that will get something to stick and the coachee to achieve its goals. 4/4

[Sidney Kwee @sidneykwee]

Raising a child is a deeply personal experience. I forgot about that when raising mine. From the movies I expected raising a child to be a string of meaningful truths that stick with the child and that can be recalled years later - fueling ambitions, achievements and drive. 1/4

[Sidney Kwee @sidneykwee]

There should not be the expectation that the coaching experience is going to be a string of meaningful, powerful truths only, and all the time. There will be hits and misses. Even great advisors will lose somebody sometimes. 3/4

[Sidney Kwee @sidneykwee]

14. If you cannot explain clearly what you need help with, don’t escalate it.

15. Take a shot. Novelty over perfection. Hit or miss, prefer asking for forgiveness, rather than asking for permission. Better yet, show what you learnt, and apply that.

8/8

[Sidney Kwee @sidneykwee]

I've been in consulting, lean, and agile over two decades now. Here's 15 things you should know to have a sustainable career today, even if you believe ChatGPT is coming for your job.

🧵

1/8

#businessagility #generalcareertips

[Sidney Kwee @sidneykwee]

11. Respect boundaries. Don’t belabor your points. Repetition is good. Repetitiveness is not.

12. Assume positive intent. Not everything is a conspiracy.

13. Make time to connect and clarify. Expectations that the other will “get it” are often disappointed.

7/8

[Sidney Kwee @sidneykwee]

However we do live in an age where public access to leaders through social media is more prevalent and visible than ever. Therefore leaders have to formulate their message and measure their behavior accordingly.
4/end

[Sidney Kwee @sidneykwee]

I have difficulty reconciling on the one hand leaders saying they are "taking responsibility" with on the other those same leaders performing mass layoffs in their organizations. 1/n

[Sidney Kwee @sidneykwee]

Now CEOs might be playing 4D chess, to play another day, influence the stock price or some strategic agreement elsewhere. They could indeed jolt the enterprise or even the entire network, sector or market to move in a certain direction for reasons unknown to common folk. 3/n

[Sidney Kwee @sidneykwee]

We assume change and growth to be positive by default, influenced by sometimes unexpected, sometimes novel forces or concepts. Whether this is a net positive is a matter of perspective though.
#businessagility

[Sidney Kwee @sidneykwee]

Testing these principles in large organizations with senior leadership can be a daunting task. However, we aim to make the enterprise environment open to testing agility practices. The success of this depends on the willingness, tolerance, and investment of those we coach.

[Sidney Kwee @sidneykwee]

As an enterprise agile coach, the challenge is to convince large organizations to invest time, attention, position, reputation, and money in simplifying behavior and thinking. It's a tough task in an environment that thrives on complexity and economies of scale.

[Sidney Kwee @sidneykwee]

Looking at decision making strategies (heavily simplified) through the lenses of various social, technological and professional approaches inspires me to test the following hypothesis

There is no single decision making strategy that results in sustained optimal outcomes