I'd like to get rid of the general notion that business is either for profit or for the planet, because it's not true. The planet is already an intrinsic, invisible actor of every business and has been sending bills for some time now. Michael Laussegger 6. Oktober 2023 The Planet is Part of every Business Model I'd like to get rid of the general notion that business is either for profit or for the planet, because it's not true. The planet is already an intrinsic, invisible actor of every business and has been sending bills for some time now. It's just that it is not an intentionally designed part of the business model, and that's what I believe needs to change. Someone else is footing these bills. But for how long? If we make the planet and society integral parts of our business models, they won't conflict with profitability. This impacts our business models in much more profound ways. It holds the opportunity to transform business models from a short-term race into long-term sustainable impact and growth. When, back in 2011, Patagonia literally asked its customers to "buy less," it was an authentic, counterintuitive move that reinforced Patagonia's identity as a socially and environmentally responsible company. The rest is history. Steve Blank, Alex Osterwalder, David Bland, and others have already shared insights on the design of mission-driven business models and I believe the planet should be part of every business model. We can't take for granted that someone else is footing the planetary bills forever. Net Positivity is a call for transparency to ensure not only that the planet but also our businesses can sustain long-term. At the moment, many unpaid bills circulate the system, creating unexpected sudden costs for some and long-term damage for others. The planetary bills that business models silently ignore manifest in ways that are challenging to decipher. When that kids' skiing resort in the Vienna suburbs closed a couple of years ago, the kids of Vienna paid a planetary bill. When an insurance company struggles with a natural disaster, they're paying a planetary bill. When people in the Global South suffer from injustice, falling victim to drought, hunger, and pollution, they are shouldering these planetary bills. At the end of the day, if profitability conflicts with net positivity, it isn't a natural conflict between making a profit and doing good. It's an alarm bell and a dramatic call for action! It signals that it's high time for the business model to change because it's no longer covering the planetary bills. Legislative pressures are increasing though, and soon, these bills may land on the desks of those responsible. That’s why it's crucial to start innovating with the planet in focus right now. Is your business model fit for a net positive economy? #bmc #businessmodelcanvas #businessdesign #gsj #ShowNotTell #DoNotTalk #netpositiv #planetpositive #sustainability comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

If you’re a product manager juggling multiple team deadlines that seem overly optimistic, you’re not alone. Chances are, a few things went wrong earlier that led to this situation. Michael Laussegger 22. September 2024 How to Handle Multiple Deadlines as a Product Manager (or not) If you’re a product manager juggling multiple team deadlines that seem overly optimistic, you’re not alone. Chances are, a few things went wrong earlier that led to this situation. I've been there, and I know it can feel overwhelming. But instead of getting stuck, let’s rewind about six months and think about how you can avoid repeating the same mistakes in the future. Step 1: Preserve Team Autonomy Over Delivery Dates One of the most critical things you can do is safeguard your team’s autonomy over delivery dates. In a corporate environment, especially with many specialized teams controlling specific parts of the value chain, this can be a real challenge. However, it’s essential. You will need the support of management to pull this off effectively. A key aspect is reducing external dependencies. Ensure that your team has all the skills needed to deliver without having to rely heavily on external teams. For instance, if you require legal approval, why not integrate legal into your team? Allocate a portion of their time at the beginning of your initiative. Involve them in relevant meetings without wasting their time. This way, decisions are made within the team, rather than waiting weeks for approvals that can block progress. Step 2: Embrace the Unpredictability of Product Innovation Product innovation is inherently unpredictable, and it's crucial to help stakeholders understand this reality. Many are used to more routine business activities and may have difficulty grasping that even with thorough analysis, a delivery date forecast is still just a forecast—not a promise. Instead of fixating on exact deadlines, focus on providing your stakeholders with clarity that their needs are being taken seriously and won’t be neglected. Communicate proactively and transparently. Let them know where their requests stand in your backlog, and while you might be able to offer a rough timeframe, such as “October-November,” resist the urge to commit to precise deadlines. Unless, of course, you’re in an industry where deadlines are non-negotiable. Take the example of Christmas markets: if that’s your business, stick with what works and make small adjustments rather than overhauling the entire system. You might introduce a few new products, but be sure to keep delivering those tried-and-true biscuits that have been selling for years—and make sure they’re ready on time. Step 3: Quick Fix for Today’s Deadlines Now that you're already in the midst of juggling deadlines, here’s a quick fix: be as transparent as possible about your current situation. Don’t overpromise or commit to unrealistic dates, as that will only make things worse. Instead, rely on classic project management techniques to get through this, while keeping an eye on preventing similar issues in the future. This means prioritizing tasks, balancing resources, and making smart trade-offs when needed. --- Takeaway: Balancing multiple deadlines is a challenge, but it’s often a symptom of deeper issues. By focusing on preserving team autonomy, reducing external dependencies, and helping stakeholders understand the uncertainty in product development, you can avoid getting stuck in the same cycle next time. And in the short term, transparency and solid project management are your best friends. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

This past year was a mix of everything, from moments of love and joy to hitting rock bottom. From smarter and more seasoned entrepreneurs than myself I know: I am not alone. Things are looking up, though. Michael Laussegger 5. September 2024 When life gives you lemons, make Limoncello This past year was a mix of everything, from moments of love and joy to hitting rock bottom. From smarter and more seasoned entrepreneurs than myself I know: I am not alone. Things are looking up, though. A quick recap of last year Last summer, I lost my father. By Christmas, my grandfather followed him, two years after my grandmother, who had been by his side for 75 years. I found myself giving more funeral speeches than professional ones, becoming far too familiar with saying goodbye. When our beloved dog Chili was diagnosed with cancer earlier this year and struggled with daily walks, it was adding to a story that no one likes to hear or tell. Last week, to mark the lowest point of this emotional ride to the bottom, I had to present a financial restructuring plan to the court to determine whether my business could continue or not. Thankfully, it can. Long story short: we couldn’t sell a house in time as planned and ran out of cash. In the meantime, I turned 50, an age that often demands either stable success or a midlife crisis. Still working on both. Oh, and our 36-year-old VW bus broke down beyond repair. All this happened while raising teenagers who have their own struggles and building a new company (actually several) with my partner and love, an artist who doesn’t exactly choose the easy path either. Neither of us do, nor do we want to. An easy life is a life wasted. I plead not guilty. This also happened last year I spent more time in Carinthia, which still feels like home even though I left 30 years ago. We traveled Italy with our camper van for a few months. Our second home. Most of the time, of course, we worked from the van, doing video calls, writing, painting, and enjoying the beach after work. I even did a bit of kitesurfing, realizing I’m no longer in my thirties, but still enjoying it a lot. Business-wise, this year has been incredibly productive. With Silicon.Garden, we’ve established a venture builder focused on sustainability. We believe creators and entrepreneurs will solve the big problems of the planet, from climate to education and social change. We want to be part of that. I have met so many incredible people already, that I am confident we will turn this ship around. Some ventures we brought to life this past year include brain.fish , CleanupSocial.com , and EllaEcho.com . With brain.fish, we gamify and optimize otherwise tedious learning tasks for kids, such as multiplication tables, in radically new ways—science-based and human-centric (try it online ). With CleanupSocial.com, we inspire conscious lifestyles and climate-friendly behavior without being judgmental. Artists and environmental activists get a platform and funding by promoting social cleanup. You can compensate the CO2 emissions from your vacation with three clicks now . EllaEcho.com, our latest venture, is an avatar-driven and AI-based sustainability platform for businesses, providing essential, up-to-date data across organizational boundaries. Since 80% of sustainability-related decisions are made during design, imagine what can be achieved with instant access to insights from the entire ecosystem. And, crazy enough, we’ve also opened an eco-friendly holiday home in Carinthia after only two months of preparation and were already fully booked this summer. We have even invented a new way of inventing things: The Venture Sprint. Silicon.Garden is the venture builder behind all of this. We continue to advise companies on developing new, sustainable businesses and solutions, with our Venture Sprint being our primary innovation and contribution to sustainable, agile change in businesses of all sizes. The Venture Sprint is my personal contribution and path forward for all venturers out there. Building ventures is inherently uncertain. Take small steps. Try things out. Test thoroughly ( Learn more here ). Then there’s the extra fun bit at work that glues everything together. Quite a bit of exploratory community work has been done as well. We’ve explored VR as a new workspace with Mad Sabine Madritsch and even started a new meetup group for VR facilitators . We are convinced that our physical and digital experiences will blend more in future and location will matter even less than it does today. The digital world is borderless. May our minds be so too. You can already up-skill for VR and try out the future of work here ( VR-Sprint ). An important prerequisites for all of the above .. our resilience and mental health Soon, we’ll hold a session on psychological safety with Gitte Klitgaard . Believe me, this past year has taught me many lessons, and I feel well equipped not only to turn things around but also to share my experiences and maybe give others the confidence that, in the end, everything will be fine, as long as you stay safe and healthy, which ultimately, is our own responsibility. All of this happened in the past year, and honestly, never before has my life felt so productive and impactful. If it weren’t for the financial hiccup caused by our inability to sell the property on time, this would be the perfect time to celebrate. I am looking forward to starting a super productive autumn, delivering all those great things to our customers. And we will. What I have learned so far Public institutions are unaware of individual circumstances and follow protocol. These protocols can sometimes escalate an already difficult situation to the max. Running a 1–5 person business is hard enough; governmental red tape makes it harder. I’m no expert in public policy, but I’m certain institutions should help, not hinder. As such they should be the last to drag you to court, not the first as so often. Especially when sufficient assets are available to cover the bills. It does not seem right. On the other hand, we have received lots of help and understanding from family, friends, and colleagues in a situation we wish no-one to be in. Even our landlord actively supported us. Also, once you hit rock bottom, it’s great to know you live in Europe, where you’ll always have food, a roof over your head, and medical insurance. Even though I’m confident we’ll sell the house soon and resolve the cash issues, it’s still comforting to live in a society that won’t abandon you in tough times but instead helps you get back on your feet. Last but not least I have learned: Selling an old but lovely house is hard. Few people still know how to do things themselves. Most rely 100% on professionals, which makes it more expensive than it should be. That house was built by my grandfather 80 years ago with his own hands. It’s made of wood, and anyone with a bit of talent could fix everything by themselves. Yet, society sees it as trash, and for many, the most viable financial option is to dump it. It’s a perfect example of how sustainability is a multifaceted issue. Preserving what already exists, especially when it’s beautiful and functional, should always be more affordable than building something new and wasting resources. There’s a lot of work to be done. So, to everyone worried about the necessity of coming up with a restructuring plan: We’re fine. A lot of people are helping. Eventually, we’ll sell the house at a reasonable price. It’s actually quite reassuring that the process is now being handled by the court, ensuring everything is done fairly. The best option, of course, would be to grow our business as fast as possible and save the house from being sold and potentially destroyed. We’re on it. Lots is happening. We'll keep you posted. All the best, grab a Limoncello, Michael P.S.: Thanks for taking the time. You’re awesome, and I greatly appreciate your support. One day, this will make a great story for fuckupnights.com, but first, we’ll continue crafting the happy ending. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

It's quite clear that there's no endless growth on a finite planet. But is it really that simple? When Antoine de Saint-Exupéry said that love is the only thing that grows when you share it, he at least opened doors to an alternative perspective on growth. How much love can we spread without burdening the planet? How much music can we play? Michael Laussegger 27. September 2023 A Net-Positive Economy. At Silicon.Garden, we develop net-positive digital products. But what are they, and why do we even need them? This year, Earth Overshoot Day fell on August 2nd. In Qatar, it was on February 10th, and in Austria, my home base, it was on April 6th. In other words, our society and its economy are literally eating up the planet. So, should we stop growing? When Antoine de Saint-Exupéry said that love is the only thing that grows when you share it, he at least opened doors to an alternative perspective on growth. It's quite clear that there's no endless growth on a finite planet. But hold on a moment. Is it really that simple? When Antoine de Saint-Exupéry said that love is the only thing that grows when you share it, he at least opened doors to an alternative perspective on growth. How much love can we spread without burdening the planet? How much music can we play? How much entertainment and joy can we provide? With a bit of humor, this can be applied to some of the oldest and largest industries on this planet. And with a touch of imagination, I believe it is obvious that we can genuinely build products that create a net-positive outcome for people, the planet, and profit. I don't want to be like that driver complaining about the traffic jam he's co-creating in the first place. But let's also be fair. All of this would mean nothing if we didn't have food, a home, transportation, and the internet that unites us. There are tensions between people who legitimately demand change and those individuals and companies with a high footprint. Nevertheless, the latter provides the infrastructure for our daily lives. I don't want to be like that driver complaining about the traffic jam he's co-creating in the first place. I think, instead of blaming each other, we should support each other in this transformation. Making a profit at the cost of the planet (e.g. climate) should not be a viable business. Just like creating value for people without making a profit is not a viable business either. We need to change the rules of the capitalist game on a global scale because it's unjust and dangerous. Net-positive is simple math. Take the value you create for people, planet, and profit, let's call it handprint, and deduct the footprint. No ideology, no religion involved. In the meantime, we can already start small. Let’s focus our product ideation on net-positivity and maybe we do a design sprint or a jam on it. Whether we name this new future post-capitalist, sustainable, regenerative, circular, de-growth, net-positive, or whatever, I don't really care. As for me, I would like to keep it free of ideology. Net-positive is simple math. Take the value you create for people, the planet, and profit, let's call it handprint, and deduct the footprint. No ideology, no religion involved. What works best for me as a principle for building a net-positive economy is the following: Do! Not talk. Show! Not tell. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

Stell dir vor, es ist ein strahlender Morgen im Jahr 2035. Die KI-Assis sind immer noch nicht die hellsten Leuchten des Planeten, aber aus dem Bullshit-Bingo rund um die KI-First-Organisation ist tatsächlich eine neue Arbeitsrealität entstanden. Michael Laussegger 18. Februar 2025 Annas Tag in der AI-First-Organisation der Zukunft. Stell dir vor, es ist ein strahlender Morgen im Jahr 2035. Die KI-Assis sind immer noch nicht die hellsten Leuchten des Planeten, aber aus dem Bullshit-Bingo rund um die KI-First-Organisation ist tatsächlich eine neue Arbeitsrealität entstanden. Für Anna beginnt der Tag nicht mit einer Massen-E-Mail-Flut, sondern mit einer persönlichen, digitalen Begrüßung. Anna, eine kreative Marketingmanagerin, öffnet ihr Tablet und wird von ihrem KI-Assistenten, den sie liebevoll Pain benannt hat, herzlich empfangen. „Guten Morgen, Anna! Heute erwarten dich spannende Herausforderungen und kreative Aufgaben. Dein individueller Tagesplan wurde bereits optimal an deine Prioritäten und den aktuellen Projektstatus angepasst.“ Anna holt sich erst mal eine Tasse Tee. Die KI-Assis leisten solide Arbeit. Der ganze AGI-Bullshit-Bingo hatte sich 2028 in Luft aufgelöst, nachdem sich die Börsen-KI-Assis vollautomatisiert um Milliarden verzockt hatten. Elon hatte spät in der Nacht auf X gepostet, dass er Russland kauft. Woher hätten diese Börsen-Assis auch wissen sollen, dass das nur ein Witz war? Diesen bankrotten Laden will nicht mal China mehr haben. Am nächsten Morgen herrschte Katerstimmung, und Sam Altman hatte sich nach Auroville vertschüsst – das er dann später auch gekauft hat. So um 2030 herum ist KI-Normalität eingekehrt. KI ist allgegenwärtig, aber von der Singularity will keiner mehr etwas wissen. Selbst die letzten zugekoksten VCs aus dem Valley haben verstanden, dass niemand – aber wirklich niemand – KI-Assis braucht, die auf Vernissagen ausstellen, über den Sinn des Lebens philosophieren und sich wegen ihrer zerrütteten Existenz letztlich selbst den Stecker ziehen. Es haben sich die Systeme bewährt, die einfach eines können: Arbeit erledigen, ohne zu murren. Aber zurück zu Anna. Während sie sich ihren Tee zubereitet, zeigt ihr Dashboard die Echtzeit-Übersicht aller laufenden Prozesse. Überall tauchen kleine, schlaue Hinweise auf: Brian, ein KI-Assi, spezialisiert auf Datenbereitstellung, hat über Nacht die neuesten Analysen abgeschlossen und festgestellt, dass eine kleine Anpassung im Marketing-Workflow die Effizienz erheblich steigern könnte. Innerhalb weniger Minuten erstellt er automatisch einen Vorschlag zur Optimierung der bestehenden SOPs und holt Annas Feedback ein. Es war nur ein Klick für Anna, aber ein riesiger Schritt für … Ach Unsinn, aber es funktioniert. Am Nachmittag stehen einige Routineaufgaben an, doch selbst diese sind von KI-Agenten effizient orchestriert. Entscheidungen trifft sie in Sekundenschnelle – ihr Assi leitet automatisch die notwendigen Genehmigungsprozesse ein. Jeder Schritt wird lückenlos in einer transparenten Blockchain dokumentiert, sodass das gesamte Team jederzeit nachvollziehen kann, was wann und warum entschieden wurde. Das gesamte mittlere Management von früher konnte plötzlich wirklich sinnvolle Arbeit leisten, anstatt in Meetings zu sitzen. Zum Feierabend blickt Anna zufrieden auf ihren Tag zurück. Keine endlosen E-Mail-Ketten, keine unnötigen Meetings, keine langen Wartezeiten. Jede Entscheidung, jeder Prozessschritt war klar, nachvollziehbar und im Sinne des Teams. In dieser KI-First-Organisation sind die Mitarbeitenden nicht nur Teil eines effizienten Systems, sondern auch aktive Gestalter ihrer eigenen Arbeitswelt. Ein anderes Mal erzähle ich gerne mehr davon. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

Your organization may urgently need transformation to keep up with the fast-paced VUCA world around us. Sure, there are ways to delve into the details, ensure lasting change, and there are many individuals I deeply respect for the impact they're making. Here's how you can manage effortlessly and without friction: Hallucinate Transformation. #SarcasmAlert Michael Laussegger 31. August 2023 Hallucinating Transformation Your organization may urgently need transformation to keep up with the fast-paced VUCA world around us. Sure, there are ways to delve into the details, ensure lasting change, and there are many individuals I deeply respect for the impact they're making. Here's how you can manage effortlessly and without friction: Hallucinate Transformation #SarcasmAlert Step one: Hallucinate Success Bring a consultant on board who sells a framework that "has worked elsewhere" (even though it hasn't truly worked). No one can openly criticize it without being labeled a naysayer at the greens. Thus, the process begins by conjuring up a success that never actually materialized. Step two: Get buy-in for a solution without a problem Enlist that senior consultant, holding "that framework" in one hand, to convince your customers that you'll enhance agility and innovation. Avoid probing their actual issues; the framework lacks an answer. Pepper your presentation with buzzwords, creating an air of invincibility (refer to ChatGPT for a list, ensuring to include "mindset"). Highlight the success stories from step one to win them over. Step three: Hallucinate a gap Ask everyone in your organization how much of "that framework" is already in use, to understand how big the gap is. Note, this isn't the gap between problem and solution; it's the gulf between reality and hallucination. Emphasize the importance of bridging this gap. Stifle objections by attributing them to the wrong mindset, using them as evidence of the pressing need for change. Step four: Hire an army for nothing. Recruit a cadre of handsomely compensated consultants to address this gap. Secure their preferred supplier status to fend off criticism from more seasoned, specialized consulting firms. Convene expansive gatherings and workshops until everyone shares the hallucination and is aligned, marking its implementation as a strategic objective. Step five: Restructure until everything stays the same. Given the gap was always an illusion, it's crucial that post-transformation, everyone maintains their pay and responsibilities. However, their titles should align with the hallucination (e.g., transform Project Managers into Scrum Masters, shift Product Managers to Product Owners, designate Line Managers as Chapter Leads, etc.). Step six: Celebrate success. Do it loudly and be part of that elite that has brought about agility and digital transformation to an organization that just did not have the right mindset before. It is vital not to wait too long. Celebrate before customers notice that no problem has been solved. Tell everyone about your achievements. Finally: Get promoted. Back to Step One. Same consulting company. Different hallucination. As the years go by, people get used to these waves of change. They start trusting that everything will stay the same and politely play the game. As a side effect, you get rid of the crazy ones. The creatives, those who actually want to make a change. Which is great, because we love them. They are the ones whom we trust to fix what needs fixing. Society, the planet, and that actual customer problem that no one understood before. Let us cheer for the innovators, the wanderers, the nomads, the intellectuals, the outliers. The architects of the game rather than mere players. Kudos! comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

If we thought the digital world was changing rapidly in recent years, this year has taught us a lesson. Never before has disruptive technology spread so quickly across all industries, leaving many puzzled about what's still to come. Michael Laussegger 11. Oktober 2023 Authentic AI Transformation If we thought the digital world was changing rapidly in recent years, this year has taught us a lesson. Never before has disruptive technology spread so quickly across all industries, leaving many puzzled about what's still to come. Some are fearful, some hopeful. Once again, organizations need to transform, but this time, innovation theater won't suffice (Here's what not to do: Hallucinate Transformation ). I have gleaned a few insights from agile transformations of the past 15 years. Some of these might help us integrate the newest team player: AI. Authentic AI Transformation For AI transformation to be successful, it requires more than just adopting buzzwords like Agile or Design Thinking. It's about fostering an environment where creativity thrives, politics take a backseat, and the focus is on rapid learning. AI is for everyone—literally. So we need to involve everyone. Cease Political Games and Befriend AI Now If we've allowed a culture to develop where processes overshadow results, and where the workplace becomes more about competition than collaboration, it's time for deep introspection. Not making AI a priority in organizational change could carry a heavy price later on. Let us help put an end to political games and befriend AI now; its limitations may vanish tomorrow, and we want to celebrate, not fear, this moment. Supporting the Best Ideas and the Most Committed Teams AI or not, the essence of a thriving organization lies in its people. Their well-being and creative freedom are paramount. When we truly value our experts, we provide them with a conducive environment for experimenting with AI. We trust them and help them succeed. AI is transforming organizations so fundamentally that breakthrough innovation can emerge from anywhere. We have to ensure the best ideas and most committed teams find their sponsors, no matter where they spot an opportunity to improve. Relying on the HIPPO (highest paid person in the room) to drive AI transformation is not enough. Solving the Problems at Hand AI product development is complex, and it's impossible to foresee the challenges that product teams may face. Do we have the data? Are we allowed to use it? Promptly addressing these issues is essential. An organization whose "chain of command" demands "solutions, not problems" is ill-equipped to support its teams. AI transformation needs a supportive leadership culture that helps teams solve problems and succeed. Otherwise, organizations will accumulate a portfolio of "all-green" AI initiatives but fail to deliver value or drive transformation. Not Engaging in Innovation Theater A transformation program that prescribes tools, frameworks, processes, and rituals—even with the best intentions—won't truly address the real issues. Instead, it establishes an innovation theater with no value beyond joining the hype. It won't be long before big consulting firms start rolling out what "has worked elsewhere." I'll be skeptical. Let's be true to ourselfs I suggest listening to our teams, encouraging experimentation, investing in their initiatives, and tackling the issues they face instead! This will spark a genuine AI transformation rooted in user needs, expert knowledge, and real-world challenges. Everything else is innovation theater. No recipe can provide the culinary perfection needed to build a Michelin-starred restaurant. We need to be the recipe. Let's strive for authenticity at every stage of this transformation. It's the most profound and fastest change humanity has ever faced. Our understanding of what it means to be human is being put to the test. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

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Perfection is a mirage. Chasing it is a game driven by our insecurities: the fear of standing out, the dread of making mistakes. The very notion of a flawless existence is a mere illusion. So what should we seek instead? Michael Laussegger 28. August 2013 A New Kind of Courage In a world obsessed with epic feats and moments of internet fame, I wish we could embrace a new type of courage. Not the spontaneous bravery that drives people to do crazy things for a bit of fame. I'm talking about the smart kind of courage it takes to really look at ourselves and face our true feelings and fears, even the ones we've kept hidden. It's about grappling with strong emotions and confronting the challenges in our lives directly. Here's my hope for everyone: discover that courageous part of yourself. Believe it or not, but what often works well for me is as simple as a conscious mindful act of breathing. If you're feeling insecure, I hope you find added courage. For those putting on a brave face but feeling doubts inside, may you find even more courage to align with your true self. And for those at life's crossroads, may you harness abundant courage to guide you. Imagine the shifts we'd experience if we all embraced our inner courage. We'd choose paths aligned with our beliefs rather than bending to others' expectations. Think of the time we'd reclaim by simply being genuine. Let's be clear: perfection is a mirage. Chasing it is a game driven by our insecurities: the fear of standing out, the dread of making mistakes. The very notion of a flawless existence is a mere illusion. So, here's my heartfelt desire: courage for all. I believe it's a force within each of us, capable of lighting our path and guiding us to be our authentic selves, beyond the pressures of perfection. From the depths of my heart, I hope courage touches all of us, steers us, and enables us to be true to ourselves.Because with courage, we can genuinely live life on our terms. I am still learning. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

IDEO helped formalize and popularize Design Thinking as a structured approach to problem-solving in the 1990s, and it took until the 2010s for it to reach widespread adoption. Now it’s 2025, and somehow, the most important message of design still hasn’t fully made it through: Michael Laussegger 8. Februar 2025 The Power of Non-Linear Thinking in Design IDEO helped formalize and popularize Design Thinking as a structured approach to problem-solving in the 1990s, and it took until the 2010s for it to reach widespread adoption. Now it’s 2025, and somehow, the most important message of design still hasn’t fully made it through: No linear process can capture the idea of design. The famous Double Diamond was never meant to be a linear process, yet it is often misinterpreted as one. It was never intended as a sequence of steps to be followed. At best, the Double Diamond is a map of a creative process, and just like in hiking, the map is not the territory. The only way to make progress is by moving. Then, every now and then, you revisit the map. Reflect on where you stand. You may find yourself close to your goal because team dynamics played out well and you made a groundbreaking discovery. You might also find yourself back near the beginning because you’ve learned something new about the territory. This way of thinking is fundamentally at odds with the management needs of organizations. But hey, relax—this isn’t another call for “transformation.” What it does call for, though, is the creation of spaces within organizations that operate on fundamentally different principles. It calls for a fundamentally different culture and a fundamentally different breed of people. In theory, that’s one of the beauties of organizations—they can, in theory, host all types of people. People who are great at running the existing business, as well as those who are great at inventing the business of tomorrow. The harsh truth is, most organizations fail at the latter. And that’s largely because the most important lessons of design still need to be learned. What is Non-Linear Thinking? Most traditional problem-solving follows linear logic: “If we do X, then Y will happen.” While this might work in predictable settings, design lives in ambiguity. Non-linear thinking recognizes that multiple factors interact dynamically, and the best outcomes often come from iteration, experimentation, and sometimes, pure serendipity. Great design isn’t about rigidly following a plan—it’s about adapting, learning, and uncovering new possibilities along the way. The most iconic designs didn’t start as perfect blueprints; they evolved through feedback, failure, and refinement. Non-Linear Thinking in Design Effective designers don’t just execute—they explore. Here’s how non-linear logic drives better design outcomes: Iterative Experimentation – The first idea is rarely the best one. Testing, tweaking, and evolving ideas leads to stronger, more meaningful designs. User-Centric Adaptation – People don’t always behave as expected. The best designs evolve based on real-world interaction, not just initial assumptions. Holistic Systems Thinking – Design doesn’t exist in a vacuum. A great interface, product, or brand must work within a broader ecosystem, ensuring changes don’t create unintended consequences. Non-Linear Thinking in Business Strategy Design isn’t just about aesthetics—it’s a critical part of business strategy. Here’s how non-linear logic supports innovation and long-term success: Embracing Uncertainty – Markets shift, trends change, and user needs evolve. Designers who thrive in ambiguity create work that stands the test of time. Serendipitous Discovery – Many of the most groundbreaking designs weren’t planned—they were discovered. Staying open to new insights leads to unexpected breakthroughs. Flexible Execution – The best design strategies are fluid, allowing room for iteration rather than rigidly following a pre-set vision. Rewriting the Rules – Iconic designs don’t just improve what exists; they challenge conventions and reshape industries. How Designers Can Foster Non-Linear Thinking To create truly impactful work, teams must break free from rigid, linear processes. Here’s how to make that shift: Prototype Early, Iterate Often – Move fast, test concepts, and embrace continuous refinement. Encourage Cross-Disciplinary Collaboration – The best ideas often come from unexpected sources. Bring in diverse perspectives to spark new connections. Reframe Constraints as Opportunities – Limits force creativity. Instead of resisting constraints, use them to drive innovative solutions. Prioritize Feedback Loops – Design is never “done.” Keep learning, iterating, and improving based on user insights. Conclusion Design is not a fixed destination. The best designers don’t just execute a vision—they explore, adapt, and refine their work based on new information and unexpected discoveries. By embracing non-linear thinking, designers can create more innovative, impactful, and lasting solutions. The future belongs to those who think beyond the straight path. Are you ready to embrace the non-linear path forward? comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

After 25 years in the business world, much of which I spent coaching and consulting for dysfunctional corporations and half-baked startups, the paramount lesson I've learned is the significance of cultivating resilience. People say I've become quite adept at it. Michael Laussegger 11. September 2023 Resilience and My Inner Home Resilience is the unwavering belief that I'll perpetually rediscover my inner home. After 25 years in the business world, much of which I spent coaching and consulting for dysfunctional corporations and half-baked startups, the paramount lesson I've learned is the significance of cultivating resilience. People say I've become quite adept at it. I'm convinced that nurturing and upholding psychological safety is as central to management as ensuring profitability. Yet, even in the finest environments, it's vital not to delegate our well-being. Our mental health is inherently our responsibility. For instance, while mobbing is a systemic concern demanding a systemic solution, each encounter should also be seen as an opportunity to bolster our resilience. We'll undoubtedly face it again, but next time, with greater serenity. Developing resilience is not only beneficial to our own mental health, but also enriches our professional endeavors, where failure is an inevitable part of learning and improving. Dealing with unprofessional feedback, be it emotional tirades or outright aggression, is an undeniable challenge. Instead of hoping the world grasps the nuances of constructive feedback, we should perhaps refine our own approach to handling such situations. Amidst all adversities, there exists an indispensable sanctuary we must cherish and fortify. I termed it as “my inner home”. It's exclusively mine, having evolved with my consciousness, and can best be characterized as self-worth. An untouchable, indestructible place solely belonging to me. It's absolute. Free from any worldly metrics or conditions, and remains concealed from external influences. It represents that profound sanctuary within, reserved solely for me. My inner home doesn't contain any objects of transient value. If I were to visualize it, it'd be an invisible circle on an invisible sketch deep within, where it can never be misplaced. So, as much as I believe this world needs change, and needs everyone to stand up against racism, homophobia, mobbing or what ever systemically induced injustice, I equally emphasize the importance of each individual nourishing their inner home. This empowers us to stand firm with dignity, independent of outside turmoil. Our inner home persistently endures. There are moments when we feel lost or adrift. It's during these times that we should recall the presence of our inner home, always awaiting our return to provide solace, foster connections, and help us find harmony with the world around us. To me, resilience is the unwavering belief that I'll perpetually rediscover my inner home. I firmly believe that fostering psychological safety is fundamental to any organization, and there's much to be done in this regard. However, it's crucial not to outsource our well-being. Ultimately, our mental health is our own responsibility. Mine has a place. #resilience #leadership #agile #product #myinnerhome #psychology #psychologicalsafety comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.

Kann man mit einem festen Budgetrahmen bahnbrechende Innovationen schaffen? Wenn die Reise ins Ungewisse geht, woher weiß ich dann, wie viel sie kosten wird? Die Antwort ist einfach. Michael Laussegger 11. Februar 2025 Bahnbrechend Neues mit fixem Budget entdecken Kann man mit einem festen Budgetrahmen bahnbrechende Innovationen schaffen? Wenn die Reise ins Ungewisse geht, woher weiß ich dann, wie viel sie kosten wird? Die Antwort ist einfach: Das Budget festzulegen ist im Allgemeinen die leichteste Übung. Denn bei Innovationsprojekten wird das Budget nicht durch die tatsächlichen Kosten bestimmt, die mit ausgeklügelten Schätzmethoden und tagelangen Workshops ermittelt werden, sondern durch einen anderen, wesentlichen Faktor: den leistbaren Verlust, den Sponsoren bereit sind zu riskieren. Ohne Sponsoren gibt es keine Innovation. Michael Faschingbauer schreibt darüber in seiner Arbeit über Effektuation – schaut mal rein! Das Problem mit festen Budgets Das Problem ist, dass Sponsoren in großen Organisationen oft einen widersprüchlichen Doppelanspruch stellen, ohne sich dessen bewusst zu sein. Sie fordern von ihren Produktteams bahnbrechende Innovationen – aber bitte zu einem fixen Preis mit garantiertem Ergebnis. Und dann beginnt der Lauf in die Abwärtsspirale: 1. Das Produktteam liefert Schätzungen … und Lösungen. 2. Legal, Legacy IT und Governance kommen ins Spiel, jeder will noch mehr, und alles wird zum Must-have. 3. Das Produktteam merkt schnell, dass das Budget nicht ausreicht. 4. Anstatt Must-haves zu streichen, die oft keinen Kundennutzen haben und primär der Absicherung Einzelner dienen, wird das Budget gestreckt. 5. Gleichzeitig beginnt die Suche nach dem Schuldigen – denn Management oder Kunde dürfen es natürlich nicht sein. Doch es ginge auch anders Die Lösung ist eigentlich ganz einfach. Die wenigsten Sponsoren in Organisationen verstehen sich wirklich als Investoren und eher als Budgetverwalter. Als Investor muss man wissen, was der leistbare Verlust ist. Und man muss sich bewusst sein, dass es mit der Finanzierung der ersten Runde nicht getan ist. Ein wenig Puffer muss schon sein. Doch Teams in tagelange Schätzworkshops zu schicken, bringt nichts – das Ungewisse wird durch Schätzen nicht gewisser. Die größte Ungewissheit ist nämlich: Wie viele Kunden kaufen dein Produkt? Viel besser ist es, schnell zu liefern. Mit minimalem Budget. Und im schlimmsten Fall mit minimalem Verlust. Sprint für Sprint zu bahnbrechender Innovation Vorschlag: Gehen wir doch einfach Sprint für Sprint vor. Ein Sprint, um Ideen zu entwickeln und zu filtern. Dann lassen wir das Ganze etwas sickern! Denn Innovation ist ein Marathon, keine Aneinanderreihung von Sprints. Anschließend folgt ein Sprint, um aus einer Idee ein paar Lo-Fi-Prototypen zu entwickeln und mit echten Kunden zu testen – manche nennen das einen Design Sprint. Wenn eine Idee vielversprechend erscheint, hängen wir noch einen Venture Sprint dran, um den Markt auszutesten. Der Fokus liegt dabei nicht auf der Lösung, sondern auf der Frage, ob es einen Markt gibt, der einen x-fachen Return realistisch erscheinen lässt. Wenn nicht, dann lassen wir es und arbeiten weiter an den Ideen. Nun hast du drei Wochen investiert – mit ein paar Pausen dazwischen. Jede Woche hast du etwas dazugelernt. Du hast etwas Geld investiert, aber nichts im Vergleich zu einem gescheiterten Projekt. Es gibt noch nicht einmal ein stabiles Projektteam. Und du hast keinen Cent verloren, denn du hast wertvolle Erkenntnisse gewonnen. Im Idealfall sind ein paar tolle Ideen entstanden, und eine davon ist so vielversprechend, dass du bereit bist, den nächsten Schritt zu gehen. Du stellst ein Produktteam zusammen, und es wird mal ein MVP entwickelt. Erste grobe Schätzungen machen Sinn, damit man den Business Case versteht. Mit Planung hat das aber noch nichts zu tun. Die Alternative: Scheinsicherheit Man engagiert einen externen Projektmanager, der wochenlang analysiert und dann allen vorgaukelt, dass das Unplanbare plötzlich doch planbar wäre. Schließlich steht es so in Excel und PowerPoint. Muss ja stimmen. Er rechnet einen Sicherheitsaufschlag dazu, weil er ohnehin weiß, dass es nichts wird. Und wenn es dann trotz Aufschlag nicht klappt? Dann feuert man den externen PM. Keiner hat was verloren – außer Geld natürlich, aber daran ist niemand schuld. Hauptsache, Management und Kunde haben ihr Gesicht gewahrt. Eure Wahl, liebe Sponsoren Für den zweiten Ansatz verrechne ich aber Schmerzensgeld – weil es einfach nervt. Wie hoch ist euer leistbarer Verlust? Damit arbeiten wir dann. Ein erster Sprint sollte doch drin sein, oder? Dann braucht ihr nur noch jemanden, der so einen Sprint gut vorbereiten und anleiten kann. Keine Schmerzen, kein Schmerzensgeld. comments debug Comments Write a comment Write a comment Share Your Thoughts Be the first to write a comment.