Goshido

New features: multi-project dashboard & calendar

Posted on 10. Jan, 2012 by ger in Product

We’ve built some new features into Goshido that help you get better visibility of your projects.

Multi-project dashboard

The project list now includes features to tell you the status of all your projects at a glance. For each project you can see:

• Automatically updated %-complete
• Automatic countdown of time-remaining
• Color coded status indicators for actions/projects

When someone completes actions deep within a project, the %-complete and time-remaining is updated automatically at higher levels of the project.

This is reflected on the multi-project dashboard.

Calendar View

The new calendar view shows you actions you’re involved in which have deadlines which are due soon.

Learn more

Thank you for reading. Please try Goshido, our collaboration & project management platform. Goshido can can give you great visibility of all of your projects. We’d love to know what you think of these new features.

Five principles to improve productivity, reduce churn & increase profits

Posted on 18. Nov, 2011 by ger in Leadership, New Ways to Work

Five books describing a new approach to business

There’s a revolution happening in the way businesses are being run. This post will distill five key principles of this transition from five “new approach” business books. These principles will help you increase productivity, reduce staff turnover and increase profits.

Many books and blog posts have been written about this new approach to business. Many present case studies from companies like Apple, Best Buy, Enterprise, Semco, Salesforce, and WL Gore. The Whole Foods Market story is profiled in Gary Hamel’s “The Future of Management”.

The Whole Foods Story

Whole Foods Market is made up of many empowered teams. Each team:

• Has autonomy and is in essence a small business inside the store
• Has freedom but is held accountable
• Transparently publishes their performance (profit/hour)
• Can veto new hires
• Can decide what to stock

Each store is benchmarked 10 times a year. The pressure to perform comes from peers not managers. This non-hierarchical structure means decision making is distributed and small problems don’t fester before being noticed and addressed.

While this might sound new-age and chaotic, Whole Foods Market is the most profitable food retailer in the US (per sq foot). Whole Foods Market rallies around a clear purpose. “We want to improve the health and well-being of everyone on the planet through higher quality foods and better nutrition. We can’t fulfill this mission unless we are highly profitable.”

Other Success Stories

Other companies have made similar radical transitions and seen performance improvements:

• Salesforce switched their product development to agile and increased productivity by 38% and doubled their revenues over a two year period
• WL Gore has $2B in revenues and has been run as an innovation democracy for 40 years
• Best Buy started a “results only work environment” and increased productivity by 41% and reduced staff turnover costs by 90%
• Thogus Products a small manufacturing company increased output 67%

These revolutionary techniques come labelled in many ways: radical management, future management, agile businesses and protean organizations. Whichever label you choose, companies that use these techniques are surviving and prospering. Companies who stick to the old techniques of cost cutting, salary reductions and layoffs lose productivity, customers and frequently enter a downward spiral from which recovery is extremely difficult.

The key principles

Empowered teams of engaged individuals

Scott Page studied groups solving complex problems and found a cognitively diverse group of people outperforms a group of like minded experts. Teams which are given autonomy and control perform better. When people at the grassroots of the organization have a clear line of sight to customers they can see how they are contributing to the organizations goals.

Delivering true customer value

Unhappy clients can damage a brand. People with a line of sight to the customer feel more motivated. The meaning of their work is not the toy they’re assembling or the profit the company will make, but the delight on the face of a child. Companies like Enterprise have used net promotor scores to delight customers and turnaround their business. In contrast, David Carroll’s YouTube video “United breaks Guitars” has been watched over 11 million times (at the time of writing).

Using short iterations value adaptability over predictability

Projects with long timelines and complex Gantt charts repeatedly miss budgets and deadlines. The iterative approach was used to great success on Polaris submarine program in the 1950’s and 1960’s. By reducing the amount of work in progress and breaking large projects down into four weeks long or smaller iterations, teams can become far more effective.

Information radiators

Lack of management transparency has resulted in a number of disasters. Problems are brushed under the carpets. Well-meaning questioning is rooted out as dissent. When teams create dashboards to show progress there’s no need for status reports. Anyone can see information about the project. The best performing organizations have universal accountability.

Introspection and action

It’s hard to imagine how stopping a production line for a defect could be a good idea, but it is. The team must first recognize reality and the issues that exist but that’s less than half the battle. Taking remedial action is usually the hard part. Changing people’s behavior to fix systemic issues is even harder.

“Implementing continuous self-improvement requires a fundamentally different kind of mind-set from traditional management. It involves creating an environment in which the organization draws on the full talents and capacities of the people who work there… It’s about powering up the internal energy of teams so that they transcend their limitations and create products or services that generate client delight.” – Stephen Denning

The time to act is now

Maybe you’re thinking “yes this is important, we’ll do something about it soon.” Maybe you’re too busy. If your business is not improving it’s standing still. Companies who delay will: miss opportunities, lose customers, and be outmaneuvered by nimble competitors.

Learn more

Thank you for reading. We hope you found something useful. Please try Goshido, our collaboration & project management platform. Goshido can help you and your teams to apply new business principles to improve productivity.

If your company is an Enterprise Ireland client you can avail of training and support to introduce Lean and Agile techniques to your business.

Some books we recommend

Here are links and summaries to some great books on the “new approach” to business.

Stephen Denning’s book The Leader’s Guide to Radical Management applies agile techniques to the organization as a whole, not just a single team or the product development group. Denning translates Agile and Scrum from software development into general business terms.

The Way We’re Working Isn’t Working by Tony Schwartz, Jean Gomes and Catherine McCarthy creates a road map for a new way of working. At the individual level, they explain how we can build specific rituals into our daily schedules. At the organizational level, they outline new policies and practices that energize great performance.

In Succeeding with Agile, Mike Cohn describes success factors in applying an agile technique called Scrum in your organisation. It is mainly written from a software development perspective but there’s some valuable suggestions on team dynamics and the need for enlightened leadership. Chapters 10 and 12 describe the mind shift needed to become a “servant leader” of self-organizing teams.

Gary Hamel in The Future of Management makes the case that management innovation fuels long-term business success. He profiles a number of companies who have successfully reinvented management for their organizations.

In What Were They Thinking?: Unconventional Wisdom About Management, Jeffrey Pfeffer describes conventional business wisdom and the problems it can cause. He focuses on three common themes: understanding feedback effects, self-managing teams, and avoiding overcomplication.

Slides from Agile Tour 2011 – Principles of Scrum

Posted on 07. Nov, 2011 by ger in Events, New Ways to Work

A couple of weeks ago I spoke at AgileTour Dublin 2011. AgileTour aims to communicate the benefits of Agile for businesses and create leaders in Agile in all regions of the world.

I spoke about getting started and improving your organization using Scrum. You can get my slides from our website.

Other speakers included Colm O’hEocha from AgileInnovation, Fran O’Hara from Inspire Quality Services, Robert McGarry from Ignition Team, Richard Bowden from Cloud Consulting, and Alan Spencer from D&B. You’ll find details of the other talks on the Agile Tour website. Alan was speaking at the same time as me, so I missed his talk. From his slides it looks like he was discussing the benefits of Agile for business in general, a subject that’s close to our hearts too.

Thank you for reading

We hope you found something useful. Please try Goshido, our collaboration & project management platform. Goshido applies new principles for how work can be organized; the perfect blend of Agile, Lean, Productivity and Attention Management.

Cloud Computing Demystified

Posted on 15. Sep, 2011 by ger in Guides, New Ways to Work

Cloud computing can have huge benefits for a business of any size. If you’re running a small business you can share information and use world class software without up front costs. If you’re a large business you can consolidate complex applications onto less hardware, run them on someone else’s computers and access them over the internet.

I am one of the panelists at the Irish Executives conference in Galway Ireland on 15-Sep-2011. Here are some resources (articles, videos and books) that might help you learn more about the cloud software and how it can benefit your business.

Thank you for reading

We hope you found something useful. Please try Goshido, our collaboration & project management platform. Everyone is a project manager these days. Goshido helps teams of all shapes and sizes to get things done.

If you trial Goshido using the link above, you’ll get a 40% discount for you and your team if you decide to purchase.

Photo by barto, available under a Creative Commons attribution license

Project Collaboration Roundup: staying focused, wishing & planning, startup execution

Posted on 05. Sep, 2011 by ger in Roundup

Are you or your projects in a state of a) constant interruption b) constant wishing or c) constant churn? Here’s some interesting posts and articles we found on the interwebs recently.

Wall of Lemons by psd

How to Stay Focused in an Age of Constant Interruption

The psychologist Dr. Elisha Goldstein describes how you can minimize the constant interruptions in the modern workplace. He suggests:

• Schedule un-interruptible time on your calendar
• Earplugs
• The mindful check-in

“It Takes as Much Energy to Wish as it Does to Plan”

Over at lifehacker Adam Dachis expands on the above quote from Eleanor Roosevelt.

“If you find you’re spending a lot of time thinking about doing something, turn it into a plan. You don’t necessarily have to act on that plan, but if you decide to you’ll be ready.” – Adam Dachis

For startups (and larger companies) it’s all about execution

Over on Forbes, Martin Zwilling summarizes the keys to business excellence for startups. He’s summarizing a book called The Power of Convergence by Faisal Hoque. Faisal’s book is focused mainly on larger enterprises and making them more agile.

A startup begins with a great idea, but all too often, that’s where it ends. Ideas have to be implemented well to get the desired results. Good implementation requires a plan, and a good plan and good operational decisions come from good people.

Here’s a selection of the “repeatable practices to maximize business opportunities” Martin identifies

• empower people to take action in the absence of orders
• communication is critical
• formulate and recognize when Plan-B needs to happen

This post reminded me of Derek Sivers’ classic Ideas are a Multiplier of Execution.

Thank you for reading

We hope you found something useful. Please try Goshido, our collaboration & project management platform. Goshido can help you and your teams to take action in the absence of orders and communicate with clarity.

Photo by psd, available under a Creative Commons attribution license

Project Collaboration Roundup: improve focus, killer coworkers, agile WBS

Posted on 19. Aug, 2011 by ger in New Ways to Work, Roundup

Brain Coral (by Laszlo Ilyes)

Do you want to a) improve your focus at work b) live longer c) connect your agile projects into a larger project WBS? Here’s some interesting posts and articles we found on the interwebs recently.

Understand how your brain works and improve your focus

In this Google Tech Talk, David Rock describes how our brains work at work. He shows why we get distracted and describes some things you can do to improve your focus and reduce stress at work. David Rock is the author of “Your Brain at Work”.

The correlation between co-workers and mortality

In Wired, Jonah Lehrer asks “Are your co-workers killing you?” A recent study from Tel Aviv University has found a correlation between “the perceived niceness of co-workers” and the risk of death. It seems your co-workers are more influence than your boss. The study tracked 820 people over a twenty year period and found;

“people with little or no “peer social support” in the workplace were 2.4 times more likely to die during the study, especially if they began the study between the ages of 38 and 43. In contrast, the niceness of the boss had little impact on mortality.

Jonah also mentions a larger UK study which tracked 28,000 government workers since 1967. That study linked the person’s “perception of control” with their work peer social support and mortality. Jonah summarizes the outcome:

“the only thing worse than an office full of assholes is an office full of assholes telling us what to do.”

In July on this blog Donal discussed the knowledge worker’s perception of control. I wonder if social business platforms like Jive could be good for your health? Maybe our product Goshido can increase “perception of control” for your team (and lengthen their lives)?

Connecting Agile projects to Work Breakdown Structures (WBS)

Glen B. Alleman on the HerdingCats blog, describes how you connect agile projects with the WBS of large projects like US federal government contracts. He links the agile taxonomy of work to the traditional WBS.

• Agile Epics correlate to WBS Program Events
• Agile User Stories correllate to WBS Accomplishment Criteria
• Agile Features correlate to WBS work packages
• Tasks are the same in both Agile and WBS

Here at Goshido we believe there can be more than four layers in a project.

“Agile does a good job of defining the outcomes of each iteration, and managing the contents of those iterations during the Planning process. What is needed is an upper level process.”

Thank you for reading

We hope you found something useful. Please try Goshido, our collaboration & project management platform. Goshido can help you and your teams work better together (and maybe help you live longer).

Project Collaboration Roundup – leading change, teamwork groundrules

Posted on 05. Aug, 2011 by ger in New Ways to Work

Seeds of Change (by Clearly Ambiguous)

If you want to lead deep organizational change

Steve Denning outlines the four story types you need. By way of example he uses “leaders and managers have to unlearn the management practices that were so successful in the 20th Century but so unsuccessful today.”

We now know precisely how unproductive traditional management is—declining rate of return on assets (one quarter of what it was in 1965), declining life expectancy of firms in the Fortune 500 (less than 15 years) and lack of engagement of workers (only one in five workers is fully engaged in his or her work.)

It’s not enough to quote facts and statistics though. It’s not enough to force people to change by dictat. It’s not enough to send a pep talk email to everyone in the organization or film a town hall meeting.

Prose remains unread. Dialogue is just too laborious and slow. By contrast, leadership stories can get inside people’s minds and affect how they think, worry, wonder, agonize and dream about themselves and in the process create – and recreate – their organization.

If you’re wondering what kinds of career paths will be of value in the coming decade

Lynda Gratton on the CorkBIC newsletter suggests Grassroots Advocacy, Social Entrepreneurship and Micro-Entrepreneurship. This will bring real challenges in terms of coordination and project management:

they will be part of a much larger collaboration of many thousands of people brought together to experience economies of scale. Whatever the mechanism of coordination, we can expect a greater proportion of the valuable work in companies to be carried out by people working independently.

If you are interested in some simple groundrules for teamwork

Kristóf Kovács published three simple principles for effective teams:

• ASK: If a task is not clear
• DEBRIEF: It’s not done until you reported it done
• WARN: If a deadline you know is important will likely be missed

More details on his site. It’s all about clear communication.

If you’re in Ireland and you’re interested in Agile Quality Strategies

SoftTest are organizing a couple of events in August on 10th (Belfast) & 11th (Dublin). David Evans an uber experienced agile coach and consultant will be talking about agile testing and quality. The event is free and sponsored by InterTrade Ireland, Sogeti and Software Skillnet.

Thanks for reading

We hope you found something useful. If you’re interested in a collaboration / project management platform that can guide your teams to be more effective, check out Goshido.

Project Collaboration Roundup – Six Articles Worth Reading

Posted on 21. Jul, 2011 by ger in New Ways to Work

Are you interested in project collaboration and making your organization more agile? Here’s some recent articles that caught our eye.

Collaboration was hot 20-years ago and it’s back in vogue now. Michael Glavich asks “Why then and why now?”. Richard Rashty looks back a slightly shorter timeframe. Richard believes this time it’s different. Information has accelerated, the technology is better but most crucially the consumer experience has changed people.

Gartner and ReadWriteWeb are a bit more circumspect. They believe a few myths need to be dispelled first. For Carol Rozwell at Gartner “…IT leaders should first identify real business problems and key performance indicators (KPIs) that link to business goals.”

Bill Ives believe’s this time the focus on people, engagement (with the associated business benefits) and purpose will make the difference.

If you’re interested in agile planning check out how the Certification team at Canonical do planning poker. Their last game was in Dublin.

Thank you for reading. To learn more about Goshido’s unique approach to enterprise project collaboration start a free trial today.

Five Steps to Inbox Zero (Inbox 0.1?)

Posted on 13. Jul, 2011 by ger in Email, New Ways to Work

Suddenly, loads of people are complaining about email. MG Siegler is quitting email. Lucy Kellaway in the Irish & Financial Times bemoans the lack of an email charter. Mark Suster finds some signal in the noise of all his email.

However, I believe this is a symptom of a larger issue of having too much stuff to deal with, and trying to deal with it the wrong way. It’s like trying to use a bucket to stop the tide.

While email is brilliant, one of the biggest technological advances in the last 50 years, I believe people are now using email as a simple task/project management system and it just can’t cope. I’ll return to the bigger picture of what’s broken about email in a separate blog post soon.

First, let’s do something about the immediate problem, the overwhelming inbox. Merlin Mann has written a series of blog posts on a technique he called inbox zero. I’ve seen people try to apply these ideas, and while they worked for a while, many people ended up back at Inbox 1024. In this post I’m going to focus on the first steps of getting to inbox zero and even simplifying it further (maybe we could call it Inbox 0.1).

I’m also going to incorporate ideas from David Allen and Tim Ferriss (one of a number of authors who suggests batching email processing).

Why should I do something?

Whether you realize it or not, all of your unprocessed “stuff” is there in the back of your mind, bugging you in little unconscious ways.

Do you see that letter balanced on the edge of your desk, the one you’re meant to sign it and return to the accountants? Every time your sub-conscious notices it in your peripheral vision it interrupts your train of thought and distracts you from what you’re trying to do. These micro-interruptions cost time and energy. The same thing happens with emails in your inbox.

When you have an email inbox which doesn’t fit on one screen, sub-consciously there’s a little part of your brain worrying about the emails you can’t see that you should have replied to.

Step 1: Look those emails in the eye

Before you can organize your existing email, you need to evaluate what’s in your inbox. I know this might be painful, but trust me, it’s essential.

If you’re like most people you have hundreds (maybe thousands) of emails in your inbox. Many of them might even be unread.

• Go back to the oldest item in the inbox. Is it something that really needs to be done?
• Look at the emails on the second page of your inbox, does anything there need to be done?
• Look at any emails you’ve marked with stars or flags.

If you’ve found emails that you’d kept or marked with flags or stars and they no longer need to be done, pat yourself on the back, at least you didn’t waste time doing something about them in the past. But why are you keeping them now?

Maybe you found emails, that you wished you’d done something about. Maybe it’s too late to reply now. Those emails are the diamonds that were lost in the mud of all the other emails in your inbox.

Step 2: Clear the Inbox

• Create a new folder in your email client called “Todo Old Inbox”. Sometime in the next few weeks you’ll come back to these emails and process them.
• Now move all of the emails in your inbox to “Todo Old Inbox”. Look at your new empty inbox, how does that feel?

Step 3: Set up a new simple workflow

• Turn off your desktop email notification.
• Create three new email folders “Archive”, “Someday” and “Action”. Some email clients (gMail) use labels instead of folders.

“Archive” is for emails you want to keep but don’t need to do anything about.

“Someday” is for emails you might want to do something about but don’t really have to. Guess what’s going to happen to these emails?

“Action” is for emails you must do something about.

Step 4: Save the diamonds

Did you uncover any diamonds when you looked at your inbox?

• Go to the “Todo Old Inbox”, find them again, and move them to “Action”. If you have more than seven, you should only move the most important seven.

Step 5: Your new simple workflow

• If your work role allows it, try to avoid your inbox first thing in the morning. Instead do some significant task, or answer some of the emails in your “Action” folder.
• Twice a day (I recommend mid-morning and mid-afternoon) process your inbox oldest-to-newest to zero.
• As you look at each email, make a simple decision (”Delete”, “Archive”, “Someday”, “Action”, or “Reply”). Only reply when it will take less than two minutes.
• At other points in the day you can work on the emails in the “Action” folder. Start with the oldest.
• At the end of the day if you have more than 20 emails in “Action”, review the new ones. Could any be moved to “Someday”, “Archive” or deleted?

Tell us what you think

We’d really like to know about your experiences and opinions of Inbox Zero. Did you make it stick? Was it easy to get to zero at first? If you try the variant I’ve suggested, please let me know how you get on.

Agile for any organization – a guide

Posted on 16. Jun, 2011 by ger in Guides, New Ways to Work

Agile management techniques have been used successfully in software and development in recent years, but can they be used to run other kinds of business? I believe they can. If you want to transform your business into an empowered, self-organizing machine that performs better, read on.

In this guide to agile I will, tell you three stories which will hopefully:
- Outline the benefits Agile
- Point out some tips and pitfalls
- Suggest some further reading

It’s about 13 years since I first encountered agile management. At the time I realized we were already naturally using some agile ideas, we just didn’t know they had a label. As you read this guide you might say “We already do that.” If you do, congratulations, you’re some way down the agile road already. Learning a little more will help you see the bigger picture and get even more out of agile.

Agile before we’d heard of Agile

Around 20 years ago (I’m really dating myself now) I worked for a US multinational building software for managing networks of telecom equipment (for a new standard called GSM). The project had run for a number of years with a large team and we had little working code to show but lots of specifications and elaborate plans.

A number of us felt a growing sense of unease so we put together a small team of five engineers and decided to rapidly build a simplified version of the overall system. Our small project was going to be a backup plan for the main team – risk mitigation. The other seventy engineers kept working on the existing plan. Can you guess what happened?

Our small team didn’t put any big plan in place. We commandeered a small meeting room and drew a list on a big whiteboard of the phases of the project. Each engineer owned a specific area of the product. We didn’t work in our regular cubes, we worked together in the meeting room. We lived and breathed that project. In effect the product was built during an extended ten-month meeting.

When the big team tried to put all their pieces of software together, they wouldn’t fit. Then we demoed our simplified product. It was fast, elegant but most importantly – it worked. The simplified product, built by five engineers in a small meeting room, became the basis of future products by that company for many years.

How did we do it? We had a simple goal, a simple plan, a deadline not too far away & we continuously reviewed progress and made many small adjustments. Management didn’t interfere but more crucially provided air cover for our small team. We were agile but didn’t know it.

First successes with Scrum

A number of years later I was working on another project that hit a problem. We realized a crucial software subsystem was more complex than we had estimated, the subsystem was underresourced. Our reputation was on the line. We had five months to turn it around. In a previous company I had been experimenting with two new management techniques, one called Episodes and one called Scrum. To my eye they looked very similar. Episodes went on to become Extreme Planning and Scrum went on to become er Scrum.

Again we put a small team together, this time four engineers. We split the overall project into a series of five month-long sprints. We then focussed only on the current sprint. We held daily meetings and everyone planned their own tasks each day. For each task we put post-it notes on a big A2 sheet of paper on a table in the middle of our work area.

We built the crucial subsystem in five months and three days, which for a software project is remarkably close to the deadline.

Our next project, spanning 15 months with 30 engineers (6 teams of 5) mostly used Scrum. This project we completed one week early (which is very rare in software projects). Other teams in the organization started using A2 sheets and daily meetings. The company’s post-it note bill skyrocketed. Projects hit their deadlines.

I think there were a number of key factors in these successes:

• Everyone on each team had a sense of ownership both of the project and their own destiny.
• We didn’t spend time building intricate and brittle long-term plans.
• Everyone was focussed on a tangible milestone, at most a month away. We didn’t have time to delude ourselves into a false sense of being-on-track. We didn’t change plans during each sprint.
• We met almost daily and made many small adjustments.
• We created a simple visualization of the project and progress.
• Everyone, even the graduate engineers, became a project manager of their part of the project.
• We held retrospectives at the end of each sprint to decide what went well and what went badly. We saw genuine organizational learning.

Scrum to manage marketing campaigns

Recently Goshido began working with another multinational product company, but this time instead of building products this team was managing retail marketing projects in 13 countries. The team was running well and getting results, but each quarter-end they seemed to have an increasing backlog of open issues dragging into the next quarter.

They decided to look at their projects as sprints. Deciding what needed to be done in the first sprint (month) led to interesting and surprising debates about priorities. They quickly realised they were not all pulling in the same direction, they were being unrealistic and putting themselves under unconstructive pressure.

Today they’ve mapped out their projects at sprints. They’re not looking too far down the road. Instead of post-it notes, they’re using Goshido and their distributed team (some of whom are outside the company) have an always-up-to-date picture of what’s happening on the project. They spend less time in meetings, more time making progress.

We would wholeheartedly recommend the agile approach to running projects. The key challenges are not technological but sociological – resistance to change. Agile is a new way of thinking, but when your team starts thinking in that new way, they feel more empowered, more engaged and will improve your business performance.

Learn more

Kirsten Knipp’s blog post show’s you how to run a marketing team like an agile startup.

Read Mike Cohn’s blog post on how to decide if Scrum is right for your project.

The wikipedia article on Scrum will give you a good primer on the terminology.

Joe Little has written a short but great blog post about getting started with agile and Scrum.

Kelly Waters has written a series of blog posts outlining 10 easy steps to implement Scrum.

A recent HBR article by Eric T. Anderson and Duncan Simester suggests running a business as a series of experiments. Short test-learn cycles sound like the short iteration cycles of Agile.

Stephen Denning’s book The Leader’s Guide to Radical Management applies agile techniques to the organization as a whole, not just a single team or even a product development group.

Update 12-Jul-2011: Steve Denning has also published an excellent introduction to Scrum from a general management perspective.

Jurgen Appelo’s Management 3.0 is a tour-de-force showing how businesses are complex adaptive systems and how this theory can be applied to bring greater agility to any organization, team, or project.

Jurgen Appelo has put together a list of the top 100 agile books. Many of these books are specific to software engineering. I really liked Succeeding with Agile: Software Development Using Scrum by Mike Cohn.

Try Goshido, a new cloud-platform, which helps people: focus, communicate, and do their best work. Goshido applies new principles for how work can be organized; the perfect blend of Agile, Lean, Productivity and Attention Management.