No one wants to lead the next Nokia! The fear of doing so has driven large companies in similar industries, such as Ericsson, into knee jerk-reactions to "go Agile" in the hope that they can avoid fragility and extinction. However, Nokia was the largest adopter of Agile software development methods in the Nordics. So what does it really take to build a robust, resilient and antifragile organization?
This talk will examine fragility and compare it with robustness, resilience and the evolutionary capability of antifragility. David will examine the risk management problem of fragility and how to mitigate it using cultural elements of social engineering, social psychology and personal psychology, as well as market dynamics, organizational behaviors, structures and practices required. What makes an organization robust? What makes it resilient? And what ultimately is needed for antifragility?
