The 737 has been around for a half century, and over that time airplanes have evolved from manual controls to fly-by-wire systems. As each new generation of 737 appeared, the control system became more automated, but there was a concerted effort to maintain the “feel” of the previous system so pilots did not have to adapt to dramatically different mental models of how to control a plane.
The Magic-1 HomebrewCPU successfully computed Fibonacci(10) at just before midnight on April 13, 2004. A decade later, it’s still running. This is a video tour of Magic-1, including a dive into the micro-architecture, demos of running programs and a tear-down.
The divisional general manager looked at me quizzically as we discussed characteristics of agile organizations. I could see the manager, who had led several thousand people over two decades, was struggling to process such notions as autonomous teams, rapid experimentation with unknown risks, and inviting customers into “backroom” design discussions.
In today’s dynamic markets, leaders need very different mindsets from those used to manage traditional organizations in less-demanding times. We find that three primary mindset shifts are required to lead agile organizations designed for innovation, collaboration and value creation.
In his letter to shareholders last spring, Jeff Bezos explained his longstanding mantra “It’s still Day 1” by describing Day 2: “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” Then Bezos laid out his principles for keeping the vitality of Day 1 alive:
True Customer Obsession
A Skeptical View of Proxies
Eager Adoption of External Trends
High-Velocity Decision Making