To gauge the maturity of an organisation, use the doctrine table

X : Thoughts on private companies being on the boards of ICS (integrated care systems).
Me : Conflict of interest question? Supplier determining needs?
X : Yes
Me : It's ok, as long as
a) you have effective spend control
b) those private companies are JVs which Gov owns 51% of.

X : What if they are not 51% owned JVs?
Me : Ah, that's a bad idea. You really want your boards to have your interests at heart.
X : What about experience, partnership?
Me : Those are advisors and you take it with a pinch of salt and as much as possible use critical friends.

Suppliers will always tell you that they want to be your partners, to build a relationship, to be your friends, to find the win/win in much the same way a second hand car salesperson wants to be your buddy ... but their interests are not yours and never can be.

X : Critical friends?
Me : Occassionaly you can find critical friends. People that we willing to tell you the truth as they see it regardless of the consequences. They are not very common and it normally requires a deep sense of duty that exceeds any loyalty to others.

X : Can the relationship be symbiotic?
Me : Rarely but that depends. If the organisation has a core overiding principle of focusing on the customer need and I don't mean lip service to this but absolutely embedded into its very core then yes i.e. places like Amazon, Alibaba etc.

X : Do you not like any Conservatives?
Me : Of course I do. Being Old Labour (Socialist), I have a closer affinity to many One Nation Tories than I do with Blairites, Thatcherites or Communists. Vice versa One Nation. We value the market as a tool, society matters more.

X : So you think the current One Nation Gov is ok?
Me : Most of the One Nation Conservatives were kicked out of the party. Largesse with the Gov purse in a "Chumocracy" is not what Disraeli meant by "One Nation".

X : I don't understand the point you're making?
Me : Both parties - Labour and Conservative - have tended to be broad churches. You'll often find agreement within groups from multiple parties and infighting between groups within a party.

... so when you say "Do you not like any Conservatives" then you're making two assumptions - that Labour is one thing and that Conservatives are one thing. It's not the case, never has been.

You choose a party, a broad church, based upon general consensus i.e. you agree with more of their policies than you agree with some other party's policies. That doesn't mean you never agree with the other party's policies or people within the other party - of course you do.

X : We need to adapt to our new reality.
Me : A question?
X : Should we start with organisation or operating model first?
Me : Neither. Start with doctrine i.e. basic principles of your company. This will lead you to landcape which will lead you to structure + operating model.

X : Don't we need to get the structure right though?
Me : Structure against what? If you don't understand the landscape that you operate in then how do you structure around it? How do you decide what your operating model is? Awareness comes first and that needs those principles.

X : Explain?
Me : Pretend you're running a tea shop (I'm a Brit, I like tea shops). First thing you need to do is to know who your users are - the public, the business for example (there are more like regulators etc).

... but just knowing the users is not enough, you need to know what they need i.e. a cup of tea, maybe something more like entertainment or a nice piece of fruitcake

... but just knowing what they need is not enough, you need to know what goes into making a cup of tea, the chain of chains that it is built upon. You need to know the details ...

X : Are you interested in container technology?
Me : No. I'm interested in the practices that emerge from industrialiation of technology. It's the practice that actually define the future, not the technology.
X : So, what are you interesting in?
Me : ... long list ...

1. SWARMING (of people and machines)

2. DISTRIBUTED AND INDIRECT LEARNING

3. DISTRIBUTION OF PROVISION (not power but provision)

4. ACCEPTANCE OF STANDARDS (identification and adoption of)

5. INCENTIVES & FUNDING MODELS (worth based / outcome based models)

6. FOCUS ON INTENT (long term goals)

7. MANAGEMENT OF CONSTRAINTS (including enabling constraints)

8. FOCUS ON PRINCIPLES (over beliefs)

9. SUPPLY CHAIN MANAGEMENT

10. IMMERSION

11. RESOURCE MANAGEMENT

12. SUSTAINABILITY (not just tickboxes in a CSR)

13. REUSABILITY (of components including exaptation)

14. MANAGING INERTIA (models for identifying and managing)

15. RESILIENCE (both engineering and ecological)

16. MOBILISATION (of people and resources)

17. MANIPULATION (of perceptions and defense against)

18. SITUATIONAL AWARENESS

19. AUGMENTED INTELLIGENCE (not replacement of human capital but addition to)

20. REDUCTION OF WASTE

X : Our executive team is concerned that we need to up our game in order to out innovate Amazon.
Me : Do you map?
X : Yes
Me : Like this?
X : No. What's that?
Me : A map of a tea shop.

X : Why is that a map?
Me : Long story, all to do with how space has meaning. To keep it short, maps help people to focus on user needs, the components involved, to communicate missing components and scenario play ideas like staff becoming robots.

Me : They’re also good for measuring and managing capital flow, making investment decisions, removing bias and getting rid of duplication.
X : I don’t see how that helps with innovation?

Me : Well, innovation is a tricky word because we use it to describe many things. If you’re talking about differentiation with the adjacent unexplored then you’re experimenting in the “uncharted” space e.g. immortality with magic provided by the special custom built kettle.

X : That sounds like nonsense.
Me : A lot of what people think will be the next great innovation is nonsense. Actually, most of it is. That’s the nature of the uncharted space, it’s experimental, high risk and generally results in failure.
X : We need more reliable innovation.

A Thread on the Boss himself @Mitesh_Engr

Mitesh Sir's Positional Option Selling 101:

• How to find direction
• Which options to sell
• How to deploy capital
• Exit criteria
• What ROI he targets weekly
• What % risk he takes

Done with the help of @niki_poojary

How @Mitesh_Engr Sir finds the direction?

• Daily charts S/R
• 75 min charts S/R
• Intraday trend
• Always play directional
• Never trades in strategies

Which options to sell in weekly expiry according to @Mitesh_Engr?

• Weekly candle High/Low
• Sell 1% away options from those
• Exit when levels breached

Position Sizing by @Mitesh_Engr Sir.

How to deploy your capital?

• First sell 20%
• Pyramid the next day
• When to exit
• What to do when view goes wrong
• What to do with idle capital

Some important tweets of @Mitesh_Engr Sir

• What Data to look at
• ROI for safe players per month
• Max risk per day
• Gather knowledge and play directional
• Never play strategies

AGAMA SHASTRA:THE SCIENCE BEHIND THE MARVELS OF HINDU ARCHITECTURE

Agama Shastra is a Sanskrit word that means the manual for worship, temple building, rituals etc in Hindu Tradition.From Sanskrit,agama means handed down by tradition and Shastra means a commentary or treatise.

Therefore, Agama Shastra is a collection of ideas that drafts the rules for worship, temple construction, spirituality and rituals. It has been a guideline for many Hindus from ancient times. It's a collection of Sanskrit, Tamil and Grantha scriptures that mostly contains...

...methods of temple construction, idol creation, philosophical doctrines and meditative practices. It came into being after years of assimiliation and from a variety of sources. Some parts of it are pre-vedic while some are post-vedic.

Hindu Temples are not just temples, they are the pride and identity of Hindus. They are the symbols of Hindu unity and their religious aspirations. Temples are the places of spiritual healing and are our connection with the creator almighty.

Temples are the priceless treasure of our History, Heritage ,Art & Architecture. Architecture that mesmerises and spell bounds you. And Agama Shastra is that very text which is responsible for such a mesmerising and spell binding quality and beauty of our Hindu Temples.

ANCIENT BHARAT WAS CALLED VISHWAGURU, AND IT REALLY DESERVED IT.

India had a well developed education system centuries before the westerners arrived and called us uncivilized. Education was always given a great importance in Indian civilisation since times immemorial.

Ancient India had the Gurukulas and Ashramas as the epicentres of the knowledge and enlightenment. Bigger Gurukulas served as the centres of higher education called universities. Besides these universities, temples also emerged as the major learning centres.

Studying the Holy Scriptures, character building, personality development, responsibilities towards self,family and society,discipline and preservation of the ancient culture and heritage were the key embodiments of education.

This kind of education system made ancient India, a centre of knowledge all over the world. Many foreign students came to India for education and India was called the 'Vishwaguru'.
Takshshila and Nalanda were the two prominent universities of ancient India.

But were these only Universities of ancient India?The answer is 'No'.Let's learn about these gems of our education system that flourished across ancient India & be proud.

NALANDA UNIVERSITY
This was the oldest university of ancient India.Situated in Nalanda distt. of Bihar...

In the past couple of months, 50,000,000 people read my Tweets.

That's more than the population of Canada.

My Secret?

I use the same 7 templates every time (Grab them for free) ↓

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Break down something you did in steps.

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@buzz_chronicles @AchuthArora @AJA_Cortes @rattibha You won't miss this tweet anymore!

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