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The Library

Angus Lyon United Kingdom
Cognitive Edge Methods enabled me to understand issues and drivers in a new collaborative way to surface hidden agendas via weak signals, thus improving change programmes.

I work as an Enterprise Strategist with Microsoft Consulting Services and practice as an in-house Accredited Cognitive Edge Network consultant. I typically work with CIOs, CTOs and their direct staff to help them proactively bridge the gap between IT Enterprise Architecture and the needs of the business. Cognitive Edge Methods have enabled me to understand the issues and drivers in a new way, and provided a collaborative approach to surfacing hidden agendas – weak signals – in order to establish successful change programmes. I've used the Cognitive Edge Methods as the framework for safe-fail experiments, which have led to better and faster problem resolution under dynamic change conditions.

I am an Enterprise Strategist with Microsoft Consulting Services and practices as an in-house Cognitive Edge consultant. I've predominantly worked with commercial organisations –from SMB to Enterprise, and am currently engaged in the Public Sector/Public Safety-Defence sector. I typically work with CIOs, CTOs and their direct staff to help them proactively bridge the gap between IT Enterprise Architecture and the needs of the business. 
 
In large public sector organisations that are highly regimented and governed, it is very important to understand the informal rules and relationships that govern work culture.  For any change programme to succeed it is important to have not only a clear understanding of the goals of the business but also of what is “actually going on” in the organisation. Cognitive Edge Methods have enabled me to clearly identify the kind of issue or change problem that is being faced i.e. to distinguish between Complicated and Complex issues. The ability to make this distinction is particularly useful when faced with long term or intransigent issues that just seem to keep coming back. 
 
Many systems and procedures in Public Sector have grown up organically over time, layer by layer, which means seeing the way forward and understanding how people work within the system is a non-trivial problem. Over the last year I’ve used the Cynefin Framework to great effect by explaining why certain problems are not being solved and therefore the need to a new approach. I’ve also used the Future Backwards and a “light” version of Anecdote Circles to get at the heart of those issues and identify the weak signals that provide the key to unlocking complex issues. 
 
Cognitive Edge Methods have enabled me to understand the issues and drivers in a new way, and provided a collaborative approach to surfacing hidden agendas – weak signals – in order to establish successful change programmes. I've used the Cognitive Edge Methods as the framework for safe-fail experiments which have led to better and faster problem resolution under dynamic change conditions.