I’ve been rereading the remarkable ReInventing Organizations by Fredric Laloux. The first chapter, in particular, is captivating as it delves into the evolutionary history of organizations. It astutely highlights both the strengths and weaknesses of each new organizational stage.

While reading about Amber-Conformist organizations (think strict hierarchical, large organizations), I found a train of thought forming, resonating with my experiences over the past two years, where I’ve encountered many such organizations.

My point here is that residues of this behavior persist in modern organizations. Recognizing and addressing them proactively is crucial to prevent potential issues, as we’ll soon see.

As the name suggests, “Amber-Conformist” organizations value compliance and adherence to instructions. Decision-making and authority in these organizations are centralized at the top of the hierarchy. As you move down the hierarchy, less authority, decision-making, and thinking are expected until, at the lowest level, there’s only action.

To scale this...

I’m a happy Jekyll user since about 1 year ago. Really nice experience so far and the auto-hosting on GitHub is just an added bonus that lifts the joy a little more.

The only thing is that I have 1017 posts on this blog. When I write the posts, locally, Jekyll rerenders all of them. That takes up to 50 seconds.

I feel the need. The need for more speed.

For quite some time I have been working with the management team of Rumah Sakit Bungsu in Bandung. It’s been quite a journey and I’ve learned a lot from doing so.

The last couple of months we have been trying a new approach to get better control in what we do and faster feedback on our actions. A couple of days ago it took flight and the director of the hospital just got it. It was so rewarding to see and hear in action.

In this post I wanted to present the way we are working. Right now I might add. Hopefully we do something else in the future.

Way in the bottom of this post you’ll find an summary should you find it long to read.

Instead of posting this longish description in the social medias I thought I’d write it up here. That way it’s easier to refer people here instead.

Ordinary and casual readers of my blog, sorry. I’ll be right back with normal content in a few weeks. Thinking about doing a new series about writing a NuGet package in DNX-land, using my Mac…

TL;DR;

I’m in hospital. Again. From the same kidney infection since the last 3 weeks. I’m better this time but it’s a little bit serious and I need antibiotics twice a day for seven days.

How did this happen?

Most likely I have passed a small kidney stone or crystal. Doing so damaged my urine bladder and … piping (Yeah, I know these terms well. NOT!). At that same point I have got some bacteria that traveled to my kidneys.

How do you feel now?

It’s been quite some time since I wrote a How-to-post. Here’s an Excel-thing that I managed to solve today that’s been bothering me for a long time.

Here’s the scenario:

• We have plenty of data points, one per day, counting something (really the number of patients per day but it can be anything). This is displayed in a diagram like the one above.
• After 2 months this starts to get out of hand looking at and really we’re only interested in the last 30 days
• Sometimes though it could be fun to see more data in one view

Basically we want the diagram to dynamically show the last 30 days (or any other number of days we fancy). Like a 30-day window backwards.

This post describes how to do that.

DISCLAIMER I have, for some stupid reason, a Swedish Excel...

I’ve just (October 21 2015) got news that my latest course for PluralSight is published.

Find it here.

This time I took the opportunity to put together a course on using npm (Node Package Manager) as a build tool. I think it makes for a very lightweight and flexible option for any JavaScript (or front-end heavy btw) project.

As you might know I’ve written a couple of posts on the topic:

• npm scripting: git, version and deploy
• npm scripting: configs and arguments… and some more tricks
• Pre and Post hooks for npm scripting

The #NoEstimates movement have lived a turbulent life on twitter. I guess that happens when you present ideas that challenges how we, as a collective, view the world today.

What’s funny is that after awhile, when the dust settles, it seems so natural and you ask yourself; “well, what was the fuzz about”. This is when the idea has got traction and maybe some of the early rough edges has been rubbed off.

My friend Tobbe puts it nicely;

I beleive #NoEstimates is a transient conversation, when dust settles it will be simply how we now view estimation, in a slightly new light.

— Tobbe Gyllebring (@drunkcod) October 6, 2015

One of those moments I think is when someone decides to write something (substantial) down to present compelling, practical, solutions to some of the discussions that’s been had so...

At my current client, the hospital RS Bungsu in Bandung, we are working a lot with metrics and visualizations. This has proven to have a profound effect in interest, focus and understanding for the entire staff.

During the last years a couple of “rules” (I’ll come back to the quote marks soon) has established itself. Based on our experience and feedback we have come up with a few guidelines that helps us to do better metrics and visualizations of them.

In this post I wanted to share our current set of “rules”. Hopefully this will be helpful to you and maybe even you can share your guidelines with me.

“This works for us” (™), “Your millage might vary” (™) and “Please see past the practice and look for principle that you might find useful in your setting” (™). All of those applies to this post.

These are more like...

I’ve seen many people change into something better over my years as a consultant. It’s a beautiful thing - but I’ve never experienced something like that I witnessed today.

I was a small, small part of that change and I wanted to share the story with you. It’s a powerful testament to what capabilities live in each human being that can be released if given the right circumstances and room.

Ibu Elsye

This is Ibu Elsye (lady dressed in black in the picture) or Mrs. Elsye for you westerners.

She’s General Manager of a hospital, Rumah Sakit Bungsu, that I’m helping, here in Indonesia. General Manager; what is that, in a hospital - is a very natural question to ask. Basically, she’s in charge of everything that is not health care. Food, laundry, maintenance, security staff, drivers … you name it.

If...

This is just a short post on a (in the western world) well-known topic. I think I read it first in Switch

People doesn't oppose change. People opposed being changed

Or maybe with more details, if you make a change without a compelling reason for doing so the change management will be uphill from day one.

I’ve mostly been the changer in this, but recently I was the person being changed (the changee?) and I wanted to share my experience and thoughts. So that I, at least, never ever does this again.