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Orion GrowthModels & The Future of Construction
Construction and technology aren’t aligned. Technology is undergoing digital innovation while construction is facing supply chain issues and a labor shortage. Tech is automating while construction is scurrying. So how do they converge? Models.Construction TrendsConstruction market insights continue to follow the basic theme of uncertainty. The industry continues to face cost escalations, material lead time uncertainty, and most importantly, labor shortages which are leading to unprecedented b...
Orion GrowthSingle-Point of Failure
Failure is inevitable. Failure is a requirement for learning. Embrace failure, because it’s going to happen. In fact, the failure is often systemic and is generally caused by or impacted by a much larger subset of consequences. Most institutions have fostered a culture that sees failure as inherently bad. However, they are essential to growth, and recognizing their value can be key to future success. We learn from the valley, not the peak. Anatomy of a failure: It’s safe to say that all failu...
Orion GrowthIT's complicated
Those who choose to practice technology and innovation see it. Advancements in chipsets and compute power will jettison us to next-level processing. The shift from central, to graphical has moved to neural. It feels fast because it is fast. We’ve never had more ability to ‘do’ than now. This is when we, as humans, give that speed the direction it needs. This is where speed turns into velocity - and we influence the intended outcome. This is a phase change. With most innovation, our new abilit...
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Horizontal is the future.
We’ve processed so many workflows through event modeling. They start general - with a clear beginning and clear intended result. That’s logical since we can all imagine start/finish lines….and in general terms, we all know the expectations of our actions at work…the deliverable, the report, the conclusion….or in the case of start/finish lines, win, place or show. Results.
The interesting part of event modeling is the middle. Since we’re trying to break the results down into the sum of their parts, reverse thinking the process leads to confusion - especially if the ‘team’ required to get to the intended result doesn’t clearly understand each other’s COMPLETE role in the process. Passing the baton means that each participant is in total sync. Failure to understand that synchronicity results in cumbersome transitions, often causing the expense of time.
The goal in the relay analogy is to maintain fluidity throughout the transitions - in hopes of consistency. So if we go back to the top, and event model that we wanted to win the race, but didn’t pay attention to the transitions - we failed at fully understanding the KPI’s of the race. The details are in the gaps.
In this case, the team requires synchronicity and consistency through the transitions, coupled with speed to achieve measured time. The more consistent they are, the more successful they’ll be. The transitions need to be perfected before the speed can increase. No matter how much their coach yells at them to improve, their success or failure is still based on their fluidity.
This team is working horizontally. There’s a start/finish and a goal to complete three transitions quicker than their opponent. Their individual contribution, once aggregated, leads to the fate of the contest. This is a horizontal, distributed, contributor workflow team.
The future of work looks different - but the models are all around us.
Horizontal is the future.
We’ve processed so many workflows through event modeling. They start general - with a clear beginning and clear intended result. That’s logical since we can all imagine start/finish lines….and in general terms, we all know the expectations of our actions at work…the deliverable, the report, the conclusion….or in the case of start/finish lines, win, place or show. Results.
The interesting part of event modeling is the middle. Since we’re trying to break the results down into the sum of their parts, reverse thinking the process leads to confusion - especially if the ‘team’ required to get to the intended result doesn’t clearly understand each other’s COMPLETE role in the process. Passing the baton means that each participant is in total sync. Failure to understand that synchronicity results in cumbersome transitions, often causing the expense of time.
The goal in the relay analogy is to maintain fluidity throughout the transitions - in hopes of consistency. So if we go back to the top, and event model that we wanted to win the race, but didn’t pay attention to the transitions - we failed at fully understanding the KPI’s of the race. The details are in the gaps.
In this case, the team requires synchronicity and consistency through the transitions, coupled with speed to achieve measured time. The more consistent they are, the more successful they’ll be. The transitions need to be perfected before the speed can increase. No matter how much their coach yells at them to improve, their success or failure is still based on their fluidity.
This team is working horizontally. There’s a start/finish and a goal to complete three transitions quicker than their opponent. Their individual contribution, once aggregated, leads to the fate of the contest. This is a horizontal, distributed, contributor workflow team.
The future of work looks different - but the models are all around us.
Orion GrowthModels & The Future of Construction
Construction and technology aren’t aligned. Technology is undergoing digital innovation while construction is facing supply chain issues and a labor shortage. Tech is automating while construction is scurrying. So how do they converge? Models.Construction TrendsConstruction market insights continue to follow the basic theme of uncertainty. The industry continues to face cost escalations, material lead time uncertainty, and most importantly, labor shortages which are leading to unprecedented b...
Orion GrowthSingle-Point of Failure
Failure is inevitable. Failure is a requirement for learning. Embrace failure, because it’s going to happen. In fact, the failure is often systemic and is generally caused by or impacted by a much larger subset of consequences. Most institutions have fostered a culture that sees failure as inherently bad. However, they are essential to growth, and recognizing their value can be key to future success. We learn from the valley, not the peak. Anatomy of a failure: It’s safe to say that all failu...
Orion GrowthIT's complicated
Those who choose to practice technology and innovation see it. Advancements in chipsets and compute power will jettison us to next-level processing. The shift from central, to graphical has moved to neural. It feels fast because it is fast. We’ve never had more ability to ‘do’ than now. This is when we, as humans, give that speed the direction it needs. This is where speed turns into velocity - and we influence the intended outcome. This is a phase change. With most innovation, our new abilit...
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