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BTOES Insights Official
By
April 16, 2022

Enterprise Architecture Live - SPEAKER SPOTLIGHT: Leaders grappling with the challenge of automating while retaining top talent

Courtesy of Christopher Hodges' below is a transcript of his speaking session on 'How to use Noble Automation to improve your business and stop the great resignation Audience: Leaders grappling with the challenge of automating while retaining top talent' to Build a Thriving Enterprise that took place at Enterprise Architecture Live.

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Session Information:

How to use Noble Automation to improve your business and stop the great resignation Audience: Leaders grappling with the challenge of automating while retaining top talent
 
An Enterprise Architecture perspective

Noble Automation Now is both a call to action and a holistic approach to achieving more success by combining Intelligent Automation with inspired leadership. Employing Noble Automation leads to more product and service innovation, higher employee engagement and successful business transformation.

Automation and AI are essential now and will be even more so in the future. Helping humans be heroes in this age of automation is the key to serving all stakeholders and building winning companies and teams. Fear and struggles give way to excitement and success.  

Leadership takeaways: 

  • How to improve your business with Noble Automation 
  • Where to start with Intelligent Automation projects
  • What can go wrong, ruining the project and your career
  • How Noble Automation can stop the great resignation
  • How to help humans be heroes - including you!

Session Transcript:

So I want to start off with Jack Welch was the number-one CEO of the 20th century.

And at the time that I met him, he had a very big problem.

And if he had a big problem, then I had a small problem.

Or was it really, he had a small problem, and I had a big problem, but I'm getting a little ahead of myself on what this talk is.

The first thing I'd like to do is talk about some big things in your life.

And I'd like you to think back to some big things, so let's say graduation from a university or graduate school, maybe your first big job, maybe your first big success, and unfortunately, how 'bout your first big failure?

Well, this talk is going to cover all of those points with a little twist on the end.

But it's actually all about implementing and changing technology and the leadership that's required to make that happen.

And it starts in 19 96.

I was serving my last tour in the United States Navy.

And while this glamorous picture might be what you're thinking of your last tour in the United States Navy, in fact, look more like this building in downtown London.

I was graduating from graduate school and leaving my time in the Navy, and off to something very exciting and that very exciting, was to join Jack Welch in GE when six Sigma was just taking off.

And for those of you, too young to remember, six Sigma was the decentralized finance, the Web three.

Oh the everything you can imagine, **** in business at the time, and because it had the 20th century's leading CEO behind it, it made it a very exciting place to be.

So I was very excited about doing that.

Well, here I was, right? I'm about to leave my, my graduate school, the Navy. I've I have a wife, two kids. I'm about to move to Silicon Valley. I have graduate school loans.

And I bought a brand New Volvo.

And you might ask yourself, why the heck would you extend yourself financially? to buy a brand-new Volvo at a time like that? There's a reason for that.

Because growing up, I valued three things and those during those three things included quality, which was six Sigma, of course, stability, which was the Volvo and positive reinforcement from a father figure. Guess what?

Jack Welch was that father figure.

So the next thing I know, I'm living in Silicon Valley.

This building wasn't there at the time but it's the sexiest building in Silicon Valley.

While I was there, I'm, I didn't, couldn't afford a house, and we didn't have a dog.

So the Volvo kind of became the family pet promises or reason for this, and my family is mixed Asian and Anglo, so a great place to be so that the Volvo becomes the bandwidth that well.

Christopher Hodges img-3Then after that three years, two states, Poorhouses later, I finally landed my first job. You're following along. We've got graduation and the first job in here together, right? I've got my first big job.

And it's running E business and six Sigma and a newly acquired business in Tokyo, Japan. My wife's Japanese, it was an absolute homerun to go to Japan.

And we were very excited to be there.

Until that is the welcoming reception on the 36th floor of the ANA hotel.

If you haven't been to the A in a hotel in Tokyo, there's a Tiffany Hockey restaurant on the top floor. Tip in hockey is that food where they could be cooking on the grill.

Sometimes in the United States, they're throwing shrimp around, and all I kinda like, well, the Japanese don't do any of those theatrical bar one.

They put live shrimp on a grill, and cover it up with a stainless steel or Chrome dish.

Everything to watch.

Anyway, I get off the elevator.

I reach out my hand, and I say, hi, my name's Chris. I had never met my boss. My name's Chris, and I'm here to help you run six Sigma and E business. Right.

Think of your new Enterprise architecture planning, right? I'm here to run six Sigma any business for you.

And my boss looked at me.

And he says, Wow!

That's unfortunate.

Because the two things I don't care about.

six Sigma.

Any business.

Now, I don't know about you, but I went from feeling like this enthusiastic young person trying to make a change. Just like anyone on this call I'm trying to make a big change in their company, I felt like that enthusiastic person in a foreign country, et cetera, to feeling like that shrimp on the grill.

My enthusiasm, my enthusiasm had evaporated.

So, as I was going back to the hotel room to tell my wife, I was trying to figure out how to tell her.

We really needed to reconsider this job.

But I got back and she was so excited to be there. She'd gone to college in Tokyo, there she was back as an ex-pat.

I said, Well, we're gonna have to make it work. That's all, there is to it. We're gonna, we're gonna make this happen.

Btog CTABut, that entered another big question. So now we got the family pet Volvo.

is back in the United States with no place to store it.

To make a decision, sell the car.

Which remember, to me, represented stability, sell the car, or bring it to Tokyo at a ridiculous expense.

So I'll ask you just right now.

Would you sell your family dog?

Probably not, right? I know it's reasonable, hope it.

We spent an enormous amount of money that we didn't have, and ship that Volvo to Tokyo.

So during the days sort of my thankless job with my boss who didn't care, I worked on six Sigma any business I knew Jack Yard, but my boss didn't really care.

And on the weekends, we drove around Japan. We saw all these fantastic places in Japan and nothing like having a tour guide in your house who speaks in the native language.

So that became a very exciting period for us that I'm at 12 months later.

Jack Welch, the 20th century's, biggest CEO, decides he's going to hold court in Tokyo on all the GE businesses.

When I say a whole court, that's a pretty accurate description of what it looked like.

What Jack would do says all down at a big table and you'd go in and present.

So my boss looks at me but grudgingly and he says, Well, Chris, you got two slides and five minutes.

Now you think about this you just rolled out your new Enterprise Architecture Plan.

You just rolled out your new defy application. You just figured out what to do with blockchain. And you get two minutes or two slides, five minutes to do it.

I don't know about you, but that was a lot of pressure.

So, while we're like a dog on these two minutes, two slides, and five minutes, and then when the day finally came there, Jack was in the center of this conference table. This is actually the conference table at the top of the ANA Hotel Jackson, on the side of the center of the table.

And he goes through the slides and giving them a paper print out of everything, and he's, you know, writing notes and things going through The time finally comes, and he looks up to me and he says, OK, Chris, what do you got?

I don't know about you. I was a little intimidated. And what it really looked like, was this a tunnel, if it was Jack's face.

So I have five minutes to do the best I could possibly do presenting something might direct Basit and Caravan five minutes. I went through it.

And then when I got to the end, Jac asked me to very hard I don't know how he did this, but he would ask everybody two really hard questions about whatever you were talking about.

You answer them. You feel great if you didn't feel like a dog. What I made it through, I answer the two questions.

And then, most importantly, Jack was famous.

We bring a little visual prop.

Jack was famous for this.

You would carry the Sharpie pens with them as soon as the tip got Dolley pitch them away.

And he writes, on the top of the page, best page in the deck, Jack.

I don't know about you, but I wanted to crawl across the table and grab that page and take it home like some kind of trophy.

I'm smart enough not to in my career, in a conference room in Tokyo.

But that's when I realized what Jack's issue was. So I stood up from the point when the medium is over. We all stood up women filing out of the room. And I had to file, like, whisper close to my direct boss because the room was so clouded so crowded.

And when I expected him to say something, not only did he not say, you know, good job, attaboy, or whatever, he wouldn't even make eye contact.

They had supported my little piece of the business for him. He wouldn't even make eye contact.

I don't know any of you who've ever done something that you've worked really hard on or presented, something to your boss, and that's what ends up happening.

Well, that's what happened.

Fortunately, I knew Jack was excited, and so was his head of HR, but not my direct boss.

So I thought, when I left that room, I will never let this happen to somebody else again.

That's when I realized what Jax problem was.

Jack and Jack had this grand vision. Everyone knew about it. Most people did it, but he had some leaders in the company who just didn't get it.

Which meant, those parts of the business were never going to accelerate as fast as they could have, because he was struggling with those people.

But, I left GE several years after that, not because of this meeting, but Jack, when Jack left, there was a certain amount of the heart of the company, they went with it.

And today, things are different.

At least some things are different.

So one of the things that's different today is what used to be globalization was the number-one thing in the world.

It's turned into the end of the Indiana Jones movie, with boxes and things all over the place, it used to just be The Mythical thing. Now, it's the real seaports at every world supply chain. Supply chains are a mess. Globalization struggling.

But maybe more important is what's happened to the workforce.

And what's happening to the workforce is a shift in generations. Are shifting expectations we're all aware of, right, we know baby boomer, Gen X, millennials, and Gen Z You may not be able to name those years, exactly. But you probably know which one you are.

And you probably also know the millennials have this reputation of demanding stuff.

I would argue that what Millennials really do is they asked for things that my generation didn't feel comfortable with and couldn't get away with. Maybe sometimes they take it too far.

But they ask for things they really want. And guess what happens when they don't get it?

They leave a big problem. So there's another thing that is different today, is my most successful project in Tokyo was an electronic document approval process that would flow through this business.

Nobody had to touch it instead of those, Believe it, or not, those ink stamps, that the Japanese used to approve transactions, circle, uncles, that went away, and it went electronic.

Copy of Email Graphic Virtual Conferences (3)Well, that's nothing compared to what intelligent automation can do, built on an enterprise architecture that supports intelligent automation and AI, machine learning, et cetera. Right.

So the man of advancement and automation is the chart, and it scares the **** out of some people.

Because just like this picture on the screen, lot of people are worried if they're not told otherwise that they might be the subject of that automation.

one of the thing that's changed Jack retired, his successor, struggled for many, many years. And now, Larry Cope's taken over GE, and guess what?

He's focused on business transformation, profitability, doing it right all over again.

So the good news is return to GE, but some things are still the same.

And some of those things that are the same are sometimes not so good.

So according to McKinsey, of all the business transformations that are embarked upon by we business people everywhere, 70% of them fail outright.

Some percentage of those just don't quite make their goals.

Think about that.

We're doing business transformations faster than we've ever done them before, and 70% of them are failing, which means we are destroying value faster than we've ever destroyed value in some companies.

Another thing that unfortunately wasn't changed is there are still millions of young, motivated people, some of whom are on this call, and some of whom are back in your organization.

Who are living lives, as Henry David Thoreau, would say, lives of quiet desperation, dying to make an impact, and have a great, meaningful, and exciting career.

So a lot of him quit during that period.

They're still out there dying to do great things, And why are they out there? What is it that's driving that?

That boss I had, there are still plenty of those people around. You just don't understand how to open that can of excitement and enthusiasm of the people who work on their teams, to embrace enterprise architecture, intelligent automation. Any of the things that blockchain that are going to drive their business forward, they're still out there.

So, what does all that mean? What, what is the implication? The big implication?

Well, I would say the big implication is more obvious about what it's not, than what it is.

What it means is, if we don't do something about it, we're going to end up with offices that look like this.

So what's the solution?

I think the solution starts with helping humans be heroes, in the age of automation.

Helping humans be heroes in the age of automation.

Well, you know, in the age of Marvel Comics, et cetera, this is actually DC comics', what do I mean by a hero?

Is this what I mean by a hero, flying through the sky, with a Cape and Magic Powers and x-ray vision? No, but it's a great picture.
What I mean by being a hero, is this, a person who realizes more of their potential than the average person and achieve some inspirational goal inspirational to them, inspirational to other people.

Maybe also, including conquering their less ourselves, the person they were before.

Let's take a little journey now on the hero steps. And let me explain why. I think this is so important, and why I've seen it be so important with people.

Most of Campbell than the left when he died was one of the leading authorities on mythology in the world.

He had studied mythology, the reason the picture on the right-hand side whose most famous book A Hero of a thousand faces.

And what he found was, we, human beings produce these myths and we produce them around the world, before, there was any internet to connect with. who was making the same myths up.

The myths all had this consistent pattern and that consistent pattern he called the hero's journey.

You may say, well, OK, here's your, you wouldn't know what she's talking about.

Well the hero's journey, you're gonna know it viscerally from the habit, the Bourne Identity, the Matrix movie, the Harry Potter movies and the list could go on and on because the hero's journey is such a compelling way to describe the way life really is the way people experience it.

You might be saying, Oh, those are only movies. It's to describe the way you wish life was.

Well, let's look at some real heroes.

Here's the page of Real Heroes who in fact all taken their own version of a hero's journey. Most of these you may know, hopefully, everybody button. Maybe you might see Amelia Earhart on the top right corner you might go recognizer.

Every one of these people had to take that journey, which I'm going to explain in just a minute You Miko, who's the astronaut?

Well, I'll tell you, that's the only here on this page that I know.

Her name is Sunita Williams. She is the only astronaut from the Naval Academy class that I graduated from. She has spent more time on the International Space Station, were spent on an aircraft carrier.

And as an Indian woman in the United States, in a male dominated world filled with a bunch of technologists, she had quite a few things to overcome.

and she's very happy to overcome them.

So the hero's journey is real, and it's for all of us.

So maybe it will be good to at least show you what the hero's journey is and you can go back and look at this later. I'm going to cover only a few pieces, so don't worry about too many of the things here.

So the hero's journey is a typical, repeating pattern.

Repeating pattern, it turns out is exactly how we live our lives if we choose to. So let me simplify. These are all important points. But let me simplify these top or the hero's journey is the known world, the world you are today. The only job you've ever done before the company you've ever been in, the responsibilities you've ever been. That is the known world. The unknown world is where you stretch and go beyond.

Screenshot (4)So it breaks down the hero's journey breaks down into three main phases.

The first one is separation.

Well, what does separation?

That's when you suddenly realize you can do something that transcends what you've done before.

You can stand up in your first team meeting. You can manage your first department of people. You can do your first merger and acquisition. You can got your whole IT system in the business and build a fantastic enterprise architecture that's going to make your business go 100 years into the future.

That's a pretty big separation. What's it look like in the movies?

The red pill to India decides I'll take the red pill and the world will never be the same. It's when Harry Potter finds out that he's a magician.

Oh my God, the world will never be the same, and it's with Luke Skywalker comes back and realizes his ranch with his uncle and aunt has been burned to the ground, that is separation.

Now, the question is, what comes next?

Next stage is Initiation. That's where you start to learn new ways of what's going on. You learn the new technology, the new tools, new capabilities, the new markets, That's where you're expanding yourself beyond where you can before. What does it look like?

It looks like this loop gets the lightsaber for the first time, says, This forest thing is kinda cool, just to reinforce that pointed out constantly, these messages are, it's an Harry Potter gets a one, and realizes he can do some amazing things.

But more realistically, it's where that young person in your company finally realize is they can take over a meeting, thank God face-to-face with covert passing away. They can sit down and take over a meeting. Maybe I'm talking about the young woman in this picture.

Maybe I'm talking about that, the African man on the right, who knows who I'm talking about, the fact, is young person steps up, and takes a new roles and new organization.

But before, it all sounds so exciting, and then this initiation piece, what Joseph Campbell taught us was, There's a price to pay and it's called facing the dragon.

Each and every one of us must face the dragon.

What is the dragon? Well, in the myths, it's the biggest Baddest fire breathing thing out there, right? It's terrifying, it starts to cater. It's whatever. Right? It's the matrix trying to kill you, stick you back into a tube.

But what Joseph Campbell taught us all, was the dragon is our fear.

It's the fear of doing that next most difficult complicated thing. It's the fear of presenting your new Enterprise Architecture Plan to the boss and having a rejected.

And if you're going to complete your hero's journey, you have to overcome the drag.

And the dragon is your fear rejected outside of you.

And that takes us to the return.

So the return is when you've now accomplished this amazing thing, again, it could be minor. It can be made. major depends on who the person is and what their stage of life is, and what does it look like?

It looks like this. Maybe they hate metals around your chest. Maybe they send you a word trip. Just pat you on the back and say, hey, good job.

Maybe my boss could have said, hey, nice job with that presentation, Jack.

Whatever it is, it looks like the return.

So now I'd like to take you forward to a different world.

That world is Stockholm, Sweden in 20 17.

I've now moved up becoming intelligent automation leader for Accenture, and then Deloitte, in Northern Europe. I'm in Stockholm and a financial services business. There is struggling mightily. What do I mean by struggling? Well, financial numbers are going all the wrong directions.

So what does that look like inside the business?

Well, I'll give you two different perspectives.

one perspective was the CEO Gustaf What he faced was that Nicola Niccolo Machiavelli would describe, is the power of the Courtiers. All the senior people who report to the CEO of a company who all have their own agendas, and they wanna look like they're co-operating. Some of them do. Some of them are all competitive with each other, can be a very difficult thing to make change take place. And those of us who are not running big companies should have a lot of humility understanding what Gustaf the CEO was going through.

Christopher Hodges img-3So Gustafsson, senior guy, the junior guy is yes, yes, is in charge of operations.

And what yann's just dealing with is looking at an incredibly complicated process of what's going on in the business.

Takes me back to the Enterprise Architecture map earlier this morning, and you say, Tell me we have more than a whiteboard or a chalkboard describing how our systems are running, right? Well, there's, yes, he knows, he's gotta deliver. He's got to deliver results for the company. Or, there's going to be a big problem.

So, the way yens told me this story.

Buildings in Stockholm are not particularly tall, but nonetheless, he ends up on an elevator on the way up in the morning with Gustaf Yeltsin Gustaf in this building.

And, if you haven't met too many Swedes, they can be very friendly people. And he was very friendly.

You stop says, Good Morgan, that's my best Swedish.

Good morning to yes.

And when they stepped off that elevator, what happened was, yes, was able to communicate to Gustaf.

Then he thought he had an idea that he could implement some things that would really help Gustaf saw a potential hero.

But as Gustaf Financed Party, Gustaf said, yes, I'll give you 30 days to come back to me with a compelling plan.

If you don't, we're going to have to take drastic actions.

So whatever country you're from right now listening to this, we all know what drastic actions sounds like and what it looks like and it's kinda scary.

So there we are in Stockholm Sweden.

I happened to be in Stockholm right about the same time, Not a play such meant that many years in my life.

And that is where I got to meet, yes.

So, yes, I sat down and he said, Well, what, what do I do, I got some ideas. Well, I knew a great deal about intelligent automation and the tools that make up intelligent automation and how they can add value and accelerated business, And I knew how to plug some of those tools in the right way. Although, I'm learning a lot about enterprise architecture, and how they can be plugged in even better.

But I came in with that knowledge base, ... came in with the knowledge base of understanding what his business was. Neither were complexities, but I can understand what the business was. And he understood, there were opportunities within the business.

So we spent that 30 days working together to create a plan that he could then go back to gustaf and present, I guess that's good, Gustaf wanted to see.

So give it 30 days forward.

He sits down with the boss, yes, goes into gustaf, and says, Here's the plan, what do you think? Of course, not there, who had the final plan? Here's my big draft plan. What do you think, boss?

Well, Gustaf ...

was delighted, he was delighted because the plan that ...

was able to show him, spoke to all the key stakeholders in the business required to make this plan go forward.

I'll talk a little bit more about that in just a second.

But what everybody wants to know is, when Gustaf gave him the green light, anyone off to the races to implement this intelligent automation solution in the business, what happen?

And how long did it take?

The answer to how long it took was, several months. The answer to what he got out of it, was that he got more renovation.

That means they were able to do products and services differently than they were ever, ever, ever.

They were ever able to do them before.

That's what innovation is all about, and every innovation leads to what a customer can either find valuable or not valuable.

The more valuable innovations you get, the business takes off, the other thing they got was more motivation.

Now, you've got all these people in the company saying, My God, we can do these incredible things, so that's what they did, they launched new things and started bringing in, new revenue, made more money for the things they were actually doing, delighted customers, gave them better services.

What's your course lead to more profit?

You say, well, how much more profit was that?

Like, five Swedish Krona profit, which you can't buy a cup of coffee for.

Now, they actually got a 300% ROI on the investment in the project.

Now, you do projects like that over and over and over again. You're going to make a pretty huge royer.

you're going to accomplish a digital transformation of the business using those tools.

But the most important thing they got out of the whole project, which accelerates more projects.

was it shared purpose?

Now, you've got these people in the company who are all pointing towards something they see can be achieved and that will deliver specific results for the company.

So I thought, it would be a good idea to describe, how did they basically do that? That's a good question.

The first question is a point of inspired and informed leadership.

I don't wanna leave that as an abstract, so I wanna go to Marcus Aurelius and say, here's a guy who taught us, since 2000 years ago, we can relearn that. This is what they did in the business in Stockholm.

They thought, holistically, what does that mean?

It means across the business, up and down and side to side, not just what's going on in my silo, Ask yourself how many times you see that go wrong.

They acted with the knowledge of technology.

So I help them understand what these technology tools to do. Once people know what tools can do, they can figure out how to apply them in a really good and effective way. That's exactly what they did.

Gustaf had to send consistent messages.

Have any of you been in an organization where the CEO or the boss says a message? and a couple of weeks later, he sends another message that's not so clear and committed a little fuzzy What he really means. Well, you know, what happens? the naysayers pull, their knives out and they kill the project.

Copy of Email Graphic Virtual Conferences (3)Because they can tell the messaging wasn't consistent, Gustaf understood that and stuck to it.

Jack Welch used to say, He knew he said the messaging off when someone could repeat it back to him. Before he walked up and started talking that and I'll only then, believe me, he was sick of saying it by that point.

Engaged employees, I'm going to spend more time on this too.

The number one, most important of anything. The technology is exciting, and it's cool, but it's nothing compared to the engaged employees. We all know that, right? We are employees. You know what it's like to be engaged.

And the last piece was reflected glory.

This is straight out of Marcus Aurelius. Gustaf understood that when the team succeeded, he looked great.

It wasn't about, you know, you start paying his chest and look like you hear. the team looks great, therefore it gustaf looks great. That's a powerful combination.

Next one is understanding the technology. The team needs to understand what the technology is, because they can't build something that they, if they don't know what the tools are.

All right, well, let me give you an example.

Go build a house, and this might be the first thing you think of, because you don't know what the tools you have at your disposal, so you just sketch. Yeah, OK, there's my house. I'll just draw this out, because that's the best I can do.

But what have I taught you instead all the individual tools that you had at your disposal and then let your creativity flow?

Well, just maybe you might come up with a house that look like this?

This is Fallingwater, Frank Lloyd Wright's masterpiece.

So they understood the technology. Again, let's be less abstract. What technology am I talking about.

Here are some of the tools they had to understand and get a basic grasp of, to be able to solve their business problems, robotic process automation, natural language processing, that's intake and output, right? You can put it.

Project, the unnatural language.

Chatbots, digital, virtual assistants, machine learning, and AI. And then, to say, how do I keep an eye to the future to be able to expand and go beyond this?

Well, those things, though, that combination of tools, it was enough for them to craft and create a fantastic value proposition for the company.

A third point is to focus on value creation.

Not this.

You don't focus on meta, the coolest new thing unless, by the way, meta has a clear, concrete solution for you, if you can figure out what to do with a non fungible token and use metal to do it and sell it in the virtual world, rock on.

But, in this case, this business didn't need to think about that. So, don't get too enchanted by the shiny new ball. Get Enchanted by the tools that can actually deliver, What did they deliver? Deliver value. Every one of these gold coins represents a happy customer, unemployed employee, someone with a promotion opportunity and a community that's better off.

The fourth point was about empowered and excited teams.

This is a much more complicated subject in one slide, and this amount of time can handle, but let us say, what is employee engagement?

There are seven major factors to employee engagement that consistently drive employee engagement, upward upward to the point that you get more out of the people and they bring more of themselves to the table.

But it really boils down to, if I had to say it simply, help people genuinely feel important.

There are ways to do that, help people, first of all, you have to actually think they're genuinely important. Then there are ways to make them do that and there are these magic seven. So for example, availability of constructive feedback is a huge piece.

Weren't more to that subject.

The third piece is to help humans be heroes and this is why I talked about, what does it mean? What's the hero's journey?

Well, because every human being in every organization at any given time standing at a row, not a crossroad, in this case, a choice, that journey, where they can go either during any direction. Maybe those three directions you can think about in the world of technology as My job is going to go away, my job is going to stay the same or my job is going to be different.

Right? Those three general pass to every transformation.

But every one of those three things can be a hero's journey if the person understands and takes it as that and wants it to be that some people want to go do something new. Some people want to do exactly the same thing and some people are dying for something new.

What does that look like in the world of technology?

one of my favorite examples, you can imagine, is here.

Here are three young, motivated people who want to go make stuff happen in the business, and they're being as human as they can be. They are bluffing and blasting and running and going through the deaths are trying to save the world, right?

What happens, despite all that incredible humanity and wonderful energy behind them, they still end up in a trashcan.

So, there they are. The trashcan. the process starts barking orders, the Wiki who's in the background, and start shooting in the bullets, are flying all over the place, and the Millennial Luke go swimming.

It's almost funded the way that set, and the older guy in the middle doesn't look too to himself.

That's what can happen when humans get into a position that they can't get themselves out of.

What happens in the movie is the same thing.

It can happen in real life, They reach out to a robot, and that robot, built on a solid enterprise architecture foundation, can go out and do what human beings couldn't do.

In this case, shut down all the trash Trump factors on the desktop so they can get out, which is exactly what they do.

So, this one change, this thinking about helping humans be here as it applies to the pirates, the princess's, The wikis, the millennials, and the millennials are the core of your business.

The sixth piece is an operating model built for purpose.

That doesn't sound like a consulting slide. I don't know what does. This is what I mean by that.

This is a project I was intimately involved with. You get to the end of the project and you go, Hey, and this is the new process, right?

Well, if you start here, you gotta pick problems because nobody's going to know what to do.

Let me give you an example in real life.

Winchester Mystery House was built by Sarah Winchester, the heirs to the Winchester rifle Money.

That's what her grand grand, great grandfather had done.

Well, a mystic, like an unethical consultant, a mystic, convinced her, to keep building, and Bill she did.

She built 161 rooms, 47 fireplaces, 10000 panes of glass And it was all inspired by a mystic.

Not a purpose, not an operating model for, what is someone actually going to do with this house.

Well, if your business does this, it won't be a curious tourist attraction in San Jose, California business will go away.

The alternative model, is Frank Lloyd Wright's Fallingwater in Pennsylvania.

Frank Lloyd Wright took more than two years before he even put pencil to paper to design this for the Kauffman Family, mister and Mrs. Kaufman Vacation home in the woods in Pennsylvania.

After 2.5 year, things tonight fears.

Exactly, you finally got the call of mister Kauffman to come see the plants. And he drew it out.

And what he did is, he drew a building that had an operating model that suited to people who owned it, because Frank Lloyd Wright said, I never designed a building before, I've seen the site, and let the people who will be using it.

That's true, in enterprise architecture and the business.

How do you build the business for the people who will live in it?

one of my favorite examples of this, if you really wanted to know, do you really pay attention?

Is the staircase.

Everybody seen this staircase on the bottom you go. Oh, that's really neat. It's a nice staircase in the bottom. Yeah. It's not just a nice staircase or the bottom, it's there because Mrs.

Kaufman, like to skinny dip, and Frank Lloyd Wright got that information out of talking with him, and he said, and skinny dip you, will the stairs go straight down into a beautiful pool of water?

Screenshot (4)This is koffman used to use the last piece is aligned incentives and culture can make this really simple. Charlie Munger said it best.

Show me the incentive and I will show you the behavior Companies that have an incentive structure that rewards people to go this way.

Then, they tell him to go this way, guess what you get, right? It doesn't work so systematically, looking through the incentive structure to incent the behavior you actually want, which is what Gustaf is HR team.

And yes, we're all involved in doing, those seven things roll into seven steps that I call the noble automation now method.

Why? Because they work!

I use these same pieces multiple times, and it became clearly a path that people can be more successful implementing technology, built on enterprise architecture, with intelligent automation.

So, you may say, It's a lot of steps, do I need to do all the steps?

Well, let me just give you a picture.

Which of these sets of steps would you choose?

The steps on the left are made out of granite beautiful, right. Absolutely, beautiful.

Steps on the rider, just kinda construction wood.

The big difference is the steps on the right. Actually, go to the first floor.

The steps on the left haven't been finished yet.

So my point is, try to touch on all of these steps, at least in some way, to build a robust step to the next floor.

So the next question you may go, and you may say, is, what does this noble thing, what about, and what's noble automation?

Novel automation, in this case, I've taken from Noblesse bleach, you're Blessed Mobley, uses an expression. If you're a European, you probably have said this many times in your life.

If you're not, what it means is the obligation of the leaders to treat the people underneath them in a noble way for the betterment of the entire community.

So it's the responsibility of the privileged people to act with generosity in their ability toward those less privileged.

Are we talking about charity here?

No.

We're talking about, how do you make your Kingdom, your company, your organization thrive.

You do it by thinking about all of the stakeholders.

That doesn't mean some people will leave the company with technology and go off on their own journey, but you don't ignore those people and expect things to work well.

What does it mean? What does Knobel automation look like?

It's intelligent automation, with inspired leadership that maximizes the outcome for all stakeholders.

So, roll forward to the end of this story and I'm not leaving a lot of time for Q and A If someone has questions, I'd be happy to answer them at the end but I want to take you forward.

The last time I saw yes, he was onstage with a multinational audience talking about what the impact was of this project he had done that served all the stakeholders in his organization.

How many Swedes you know? But suites don't exactly jump up and down as excited an animated is the average maybe American might be.

He was excited and elated because of what he and gustaf and the whole team had achieved.

They had made a major transformation in the business, built on these principles.

So there he wasn't.

I'm watching can be incredibly excited and I thought to myself, after, he got all kinds of applause.

What do you do to do more of this? So he offered me a ride back to the hotel in Stockholm.

and he right, offer me that ride back to the hotel In a car that he had financed by his bonus.

And the question I thought in the car was, how do we bring more transformations to look like this instead of that McKinsey study.

And I think the answer is that if you help, humans be heroes, and you see the here heroism in yourself and the people around you. And you can develop something that serves the maximum number of stakeholders, Creativity, productivity and enthusiasm come out in buckets. And it can be done. I've been there. I'm sure you've been there in various projects in your life.

It didn't happen on the 36th floor of the ... hotel in Tokyo, for me. But it happened in Stockholm, Sweden.

So as he drove away in the bonus financed car, All I can think of is, how could more people do this.

And my three word answer is.

And it's become, really, my personal quest, is three simple words. Noble.

Automation.

I'd like to thank you very much for listening to that presentation. I hope it resonated with you. And that is exciting.

If we have any questions, I can answer and see if I can get over to the questions section.

Will recordings be available? Yes, they will be. That's an easy question to answer. I can handle that one. That's the end of the presentation.

If you'd like to find out more, of course, about this topic, guess where you can find out more?

I'm very happy to be integrated with enterprise automation, Enterprise Architecture. To put automation Enterprise Architecture together. It is such an important subject to be successful, and the way businesses are going. That's it. We don't have any other questions. I'd like you all to join me for just a moment.

We have another couple of exciting sessions coming up right, in this morning, so the next session after this is going to be Whoops! Let me stop my screen sharing.

OK, the next session after this is going to be Dan .... For mega. Title is Using Compose Ability to Drive flexibility, Speed, and Resilience. Another topic that totally resonates with the two topics you've heard today. So I will give progress in our sponsors, a great deal of credit, for combining the topics in the right order. We will see you all at the top of the hour, for me, that's going to be 9 0 AM in Denver, Colorado. So where that, wherever you are, the top of the hour for Dan had using Composer, ability to drive flexibility, speed, and resilience.

From Meghan, take care. Thank you very much.

pillar%20page%20line%201

About the Author

more-Mar-07-2022-06-33-53-96-PMChristopher Hodges,
Intelligent Automation Leader, Speaker, Consultant, Author

 

 

My name is Christopher, most call me Chris. I am the author of the upcoming "Noble Automation Now".

I am a former Intelligent Automation Leader for Accenture and Deloitte and now an independent consultant and speaker. I work with business leaders who want to increase their profits while calming and motivating their people.

As a professional speaker and consultant, I train leaders how to profitably embrace Intelligent Automation and inspire their teams. In fact, For 25 years I have helped Global Fortune 500 companies to understand, apply and succeed with technology. I now speak and consult globally on successfully leading with automation.

As a result of my work, leaders achieve more innovation and motivate their teams all while profiting from intelligent automation.On a personal note, my Japanese wife has had me traipsing around the world looking for the next great soak for 30 years.

If your business needs automation and artificial intelligence and you are not sure how to implement without damaging your team, maybe we should work together - Now.

pillar%20page%20line%201


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