Innovation & Taxation & Economic Growth

Monday, January 16th, 2017

There have been some really interesting articles on innovation, hot desking & all things Brexit & Trump, very similar to 2016.

Yet the two items that are really the challenges in 2017 are taxation & economic growth.

Could the UK about turn their economic model to become a tax haven? If so they would need to become a haven with a tax rate less than Ireland 12.5%, Singapore 17% & Hong Kong 16.5% to make this really a model to jumpstart economic growth globally. It will require a rapid Agile plan and Agile rollout for this.

What are the implications for Australia if US drop their corporate tax rate.

I had the great fortune of talking with Katie Page Harvey, a business owner across 7 countries internationally at the airport whilst waiting for our bags to arrive. Katie really had some great thoughts on the impact of taxation globally and asked the questions.


What are the implications for Australia if US drop their corporate tax rate?

How will governments globally be supporting business in the future.

How will Australia continue to receive investments without a drop in tax rate to stay competitive?

Great Questions?

It was great to hear that Katie & Gerry Harvey launched polo this year to their Magic Millions event

The other big question raised by Alan Greenspan on Bloomberg is the idea of

Output per hour greater than 2% to grow your way out of it.

How can every country ensure that this condition is met?

How do you do this?

According to Alan Greenspan its all about the third rail of politics in US right now

1. Have to increase output per hour from 0.5 to greater building your way out of it 2.5%

2. Money supply growing 6% annual what happens if it tilted up 9%

3. Stagflation concern around the world

4. Unemployment rate in US is .0.5% running out of people to go out to work

5. Ever tighter labour market wages moving

6. Previously raise rates to 20% to get system moving back in past

7. 2% inflation goal but its not a 2% environment?

According to a recent BBC article Open Offices are affecting our memory, our productivity and ultimately Economic Growth.

Maybe if we all get corner offices back, a few long Friday lunches to get money flowing back through the economy, and caught a few more black cabs especially with the tube strikes we can build our way out it. What’s your thoughts?

The really interesting article from the lead up to Davos 2017 is this on innovation

Having achieved a milestone for my company so early on this year,  100% agree, During 2016, I have been collaborating with USA, Sweden, UK and here in Sydney, just sent my first prototype of a hi tech design components to Sweden for prototyping. A truly global collaboration to create a global solution I have been working on for one year. Who Knew!

Here is to 2017, more Brexit, more Trump, less taxation and more innovation and definitely more economic growth.

Wishing you all great success in 2017.


On a side note I was looking at an interesting video

Politics & Prose

Boris Johnson on the Churchill Factor

How do you build a Heart ?

Monday, August 15th, 2016

According to Dassault Systèmes 95% of medical devices for the heart are untested in humans. That’s where technology becomes key ..

why simulate a heart.PNG

The Heart of the Future



I caught the latest by Adam Jacob in his Chef 2016 this quote stood out and got me thinking

If technology can help you to go home to yourself and take care of anger, take care of your despair, take care of your loneliness, if technology helps you to create joyful feelings , happy feelings for yourself and your beloved ones, its going in a good way and you can make use of good technology. Thich Naht Hanh The Horse is Technology


Drive Innovation Ship Ideas as software Increase Company Velocity

Agile & Fashion

Saturday, May 7th, 2016

When it comes to Fashion and Agile the leader in the industry is the well documented

Zara by Forbes back in 2012 by an article by Steve Denning.

In 2004 Harvard business Review had an article on Rapid Fire Fulfilment

In the latest article by Steve Denning in 2015

Zara’s management practices “questionable, if not downright crazy.” That was because “Zara defies most of the current conventional wisdom about how supply chains should be run.” And yet, strangely, even then, the performance was there: “The company can design, produce, and deliver a new garment and put it on display in its stores worldwide in a mere 15 days.

Agile Achievement consulted with Harlette Luxury Lingerie & Swimwear to put the Zara test into their first production of luxury swimwear in France during February and March 2016. The results were astounding 1st run 10 days, second run 5 days. Bikini designed, material cut, made, shipped, photographed, and on the runway in Caribbean within 6 days. Digital was also run concurrently with show & buy model + a live catwalk using periscope.

The next part of consulting is moving this proof of concept model into continuous delivery model during the next half of 2016.


Eleven Days

Thursday, April 21st, 2016

Eleven days after SpaceX’s Falcon 9 rocket booster landing at sea, its returning back to the company’s space-age garage in Florida, in preparation for engine tests and potentially the first-ever reuse of its rocket hardware.

The Falcon blasted off from Cape Canaveral Air Force Station in Florida and lofted a Dragon cargo capsule toward the International Space Station on April 8. Minutes after launch, the first-stage booster made touchdown on spaceport drone ship in the Atlantic Ocean.

A few days later the ship travelled back to Florida’s Port Canaveral in Florida. Then the booster shipped for a travel back to SpaceX’s launch processing at Kennedy Space Centre.


Another really interesting thing recently that caught my attention from Berkley University research from Ali Javi take a look

Last Responsible Moment Thinking in Agile

Friday, March 25th, 2016

Last week, I travelled from UK through USA to Caribbean and back to UK. It was a week of long flights, not enough sleep and included mid week volunteering for MP for Richmond Park & North Kingston. Conservative candidate for Mayor of London Zac Goldsmith’s  campaign, who was supported by a very special guest, Prime Minister David Cameron.

The phone event was covered by the Evening Standard and Prime Minister David Cameron posted this image on Facebook, that was reposted by Zac Goldsmith and was kindly brought to my attention by a good friend.

There were many moments along the international journey to apply Last Responsible Moment thinking. Would the products be completed in time from France and UK to fly Friday to make the Caribbean for Saturday Morning?

Would I make connecting flight on time if I don’t speak to someone about that I have 1/2 hour left to get to next flight.

Will I make it in time to Volunteer, if this taxi continues to be stuck in traffic.

If I take a tube will it be faster than a taxi.

Each one of these decisions impacting a successful or unsuccessful outcome.

Many organisations I introduce Last Responsible Moment Thinking to, get surprised just how revolutionary this exercise is to identify where decisions need to be made and when they need to be made along the Agile planning cycle.

For teams that struggle with getting testing completed by the end of the sprint, or teams that are constantly refining stories in the first couple of the days of sprints Last Responsible Moment planning is truly liberating.

If you would like to know more about Last Responsible Moment and Agile email to arrange a confidential discussion.

Teams that talk Last Responsible Moment, really discover what Agile Transformation means.


Agile Transition or Agile Transformation

Wednesday, March 9th, 2016


I have noticed changes in the industry, in the media, and the language that people are using in organisations globally. Its taking most organisations away from significant profits and moving them to quick wins that are costing these corporations and organisations about 480% in unrealised benefits.


What is in a word, well quite a lot. Its why marketing departments, PR guru’s spend budgets getting colours correct, words right and ensuring that the message is correct and consistent.

Here is your Question

When did you replace the word Transformation to Transition?

How many people in how many organisations/corporations are you now using the word transition instead of the word transformation?

How effective have these organisations and corporations been in agile adoption since you have been using Transition to Agile instead of undertaking an Agile Transformation?

Success leaves Clues

What I observed and took part in one of the worlds most successful Agile Transformation at Suncorp Bank, successful Agile Transformation left lots of clues.

  1. 100% Top Down Support
  2. 100% Bottom Up Implementation
  3. 100% Self Organising Teams
  4. Clear Agile Strategy
  5. Agile Metrics
  6. Xtreme Programming, Scrum and Agile for pilot projects.
  • Suncorp communicated constantly
  • Suncorp celebrated success
  • Suncorp retrospected the retrospectives
  • Suncorp encouraged learning
  • Suncorp invested in training for every agile role in the Agile team
  • Suncorp created an Agile Academy

Telstra followed Suncorp to stand on the shoulders of giants, what I observed and experienced taking  part in the Telstra Agile Transformation, was Telstra embarked on a 1st of its kind global Agile Transformation. Telstra were initially told, that the transformation would fail.

Telstra did not listen, they went to USA, they researched, they started out on their own, without assistance, and along the way, strategy partners joined and the solution to the most ambitious Agile Transformation was discovered. Five of their main suppliers to go Agile with them. It was their Success Criteria, for if they changed so did the people that did business with them need to change.

“If you are changing the way you are doing business , then the people that do business with you need to change with you” – Naomi McGill -Agile Achievement

Telstra was changing the way it was doing business it was already undertaking an Agile Transformation with Suncorp cheering from the side lines.

Suncorp merged six companies into one during their Agile Transformation.

Telstra needed its suppliers to be just as fast as Telstra was moving internally.

Telstra’s suppliers had to transform to Agile to keep doing business

Telstra’s Agile Transformation took 6 companies along the Journey

If you think Scaling Agile is too hard for your organisation think about Scaling Agile across 5 suppliers and yourself. This is Global Agile

Preservation and Conservation of current ways of doing business with Telstra changed

Agile Transition

Transition is a waste of the corporations/organisations money, time, assets and people. Lasting change and the benefits of Agile are only achieved by the “Technology of Applying” the principles, framework in place across the whole organisation .

  1. Funding Model
  2. Idea to Market Model
  3. Organisation Model
  4. Communication Model

Be clear when you communicate with your staff, your clients, corporations/organisation, your vendors. If you take the road of transition your expected improvement gain is 20%. You will not see lasting change, your project, your team, your staff, your company, your clients, your suppliers at any point can roll back the transition, and the transition will not in most cases bubble the organisation forward to multiple transitions simultaneously inspiring the organisation forward into new products, new processes, new ways of thinking.

Agile Transformation

Agile Transformation will move and take the organisation/corporation forward and that requires courage, a plan, a centre of agile excellence. The economy does not preserve and conserve the profits from ten years ago. Most companies consolidate, get merged, get acquired, sell off, get out or go under without Transformation.

From 2010 to 2014 Australia was the only country in the world to see simultaneous  banking and telecommunications corporations undertake Agile Transformations at the same time.


Another word making its ways into Agile is Experiments. As most billion dollar organisations have a high regulatory environment. The idea of experimentation is a curious one from a quality and compliance perspective.

This idea of experimenting is great only if the framework of Agile Transformation is in place. Telstra set out on its experimentation once it had made the decision to make an Agile Transformation.

Telstra did not experiment with this Agile thing to see if it would work and then take the rest of the organisation Agile if it did.

Agile Evolution

Training & Coaching

Training a group of people for 2 days and expecting the organisation to be Agile as a result is a common mistake. Getting a coach and thinking that will make the organisation Agile is also another common mistake.

Telstra established a clear route to success modelled of what Suncorp Bank had achieved through their Agile Training Academy. Telstra trained every single person from an Agile Team, they tailored the training, on Agile, their specific role, how it fitted with other roles. No one was left in doubt to figure it out on their own.

The journey was taken together and everyone in the organisation changed and grew together. Improvements and changes welcomed and more and more solutions were found to complex challenges as suppliers came into the mix. Suppliers were trained, Telstra was open about achieving Agile Transformation.

I know this through experience, as I trained suppliers, teams, parts of the executive business as a national Agile trainer during the Agile Transformation.

Enterprise Agile & Centres of Excellence

  1. Resolve complex organisational waste issues including governance, finance and HR.
  2. Establish Agile CoE (ACE) Charter
  3. Create Communication Plan
  4. Develop an Adoption strategy
  5. Gather Metrics and Feedback
  6. Report Progress
  7. Identify improvement opportunities

Creating an Agile CoE to enhance and scale capabilities in applying Agile processes and practices to deliver business value when strategic objectives or critical capabilities in an enterprise require ongoing focus and specialty skills.

Transform to Enterprise Agile

Remember Enterprise Agile Transformation is not about one or two teams doing agile in a billion dollar highly regulated company.

Enterprise agility is more about being able to inspect and adapt across and at large. It’s about making smaller tactical execution plans & strategy at the executive level. It’s about having the ability to balance the sales and marketing side of the business with your ability to create working products & flowing processes.  How you then continuously support those products in a sustainable way. Enterprise agility is about integrating finance models and human resources so that your entire business is setup to respond to changes in the market, and holistically you are able to deliver the most value possible within the time and cost constraints you have identified or have firmly established.

20% Improvement or 500% Improvement for me there is no question which you would invest in to achieve the results for your organisation or corporation .

If you would like to discuss your transformation please email for a confidential discussion.


Telecommunications for Space Tourism

Tuesday, March 8th, 2016

Alan Parsons Projects asked the question


Where do we go from here?


For those of you in London, that attended the Inmarsat Developer Conference last week, the closing message from SpaceX COO Gwynne Shotwell to Inmarsat’s Michele Franci, CTO was clear, we are going to Space, we are going to settle on Mars.

avatar for Michele Franci - Chief Technology Officer, Inmarsat

Michele Franci – Chief Technology Officer, Inmarsat

Michele Franci, CTO, Development and Engineering, is responsible for the Inmarsat space and ground infrastructure (network and access technology), and product and service development. He is also in charge of the delivery of the Global Xpress programme, bringing it to its commercial launch, including regulatory and market access programs.

avatar for Gwynne Shotwell - President and Chief Operating Officer, SpaceX

Gwynne Shotwell – President and Chief Operating Officer, SpaceX

As President and COO of SpaceX, Gwynne Shotwell is responsible for day-to-day operations and for managing all customer and strategic relations to support company growth. She joined SpaceX in 2002 as Vice President of Business Development and built the Falcon vehicle family manifest to more than 70 launches, representing nearly $8 billion in revenue. Shotwell is a member of the SpaceX Board of Directors.

As seen below British astronaut Tim Peake is having his Selfie taken on his first space walk on the ISS. But has anyone started planning for how we are going to send selfies when we start going on our space holiday’s there?

Space Selfie.PNG

The highlight was keynote speech in the morning 1st March from the Rosetta Mission. It was really interesting to get to have an informal chat to Dr Matt Taylor on what could be described as the coolest project ever to work on in and out of this world.

avatar for Matt Taylor - Rosetta Mission Scientific Support Office, European Space Agency

Matt Taylor – Rosetta Mission Scientific Support Office, European Space Agency

Matt Taylor was born in London, gained his undergraduate Physics degree at the University of Liverpool, and a PhD from Imperial College London. After post doctoral posts at Mullard Space Science Laboratory (part of UCL) and also Los Alamos National Laboratory in the USA, he began his time at ESA in 2005, working as the Project Scientist for Cluster and the ESA-China Double star mission. Most recently, in 2013, he was appointed the Project Scientist on the Rosetta mission.


According to one of the sessions London is awash with venture capital right now for projects. Developers, Investors and Government sat side by side to think about new solutions & debate where to next?


It is clear one challenge faces the emerging space industry in the UK, the debate about Britain leaving the EU, the Horizon 2020 funding programs will need some navigation if UK leave the EU.
ESA confirmed that UK in or out of EU would continue on as business as usual as they work with nations such as Norway & Canada already.

Continuing with the Alan parson’s project the track Apollo samples a quote from Kennedy featured below

First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space;


The next most important project for mankind, might just be around the corner.

The establishment of 100% Safe & Secure space tourism transport, is just one of necessary things to be in place so we can one day send selfies from Mars to Earth.

How we get there, get a telecommunications network built in space and then on Mars needs the combined collaboration efforts of all countries to create and fund innovation around space projects and ideas from around the world.


3D Experience & Mobility

Friday, June 5th, 2015

Got a surface, got a few minutes to think about how you would like to design one of the most common things you interact with on a weekly basis then watch this with Microsoft Dassault Systèmes Apriso

Chris Colyer, Senior Director, Worldwide Alliances and Channels Microsoft and Olivier Ribet, Vice-President High-Tech Industry, Dassault Systèmes discuss how mobility can increase productivity at the 2014 3DEXPERIENCE FORUM North America.

To get your heart racing about what is possible in customer experience and design watch high-end 3D visualization projects produced for a customers from automotive, transportation, aerospace, lifestyle, and industrial industries.


Agile Workshop Kings College London 21st October 2014

Sunday, December 21st, 2014


Naomi McGill presented an Agile Workshop 21st October 2014 at Kings College London for the

Faculty of Natural & Mathematical Sciences as part of the King’s Careers & Employability

The session was filmed in future proof 4k using a Sony 4k Camera and students worked through a number of Agile challenges from Telecommunications to Space Exploration.

SpaceApps Welcome Video from ISS from Open Innovation Program at NASA on Vimeo.

NASA – Spot The Station & ISS Spotter App

Thursday, July 24th, 2014

Nasa have a link when you spot the International Space Station

NASA – Spot The Station.


Also check out the ISS Spotter App via MSN Tech

If you’ve ever noticed a bright, white light streaming high up in a clear sky just after sunset, you’ll know that witnessing the International Space Station (ISS) from 248 miles below it is one of the best things to look at in the night sky. At its brightest and best about an hour after the sun has dipped below the horizon but is still catching the solar panels of the orbiting laboratory, the ISS is unmistakable once you’ve seen it, but its orbit is rather erratic from our point of view.

ISS Spotter turns a chance encounter with the ISS into a regular, predictable event by plotting its progress on a world map. It also checks your own location and produces a list of that month’s exactly timed sightings (they usually come on three successive days every month or so) complete with optional alarm.

You’ll be surprised by its initial brightness; it streaks across the sky in about three or four minutes (and around the globe in just 90 minutes), and looks truly supersonic through a pair of binoculars, fading as it races east and away from the Sun’s rays. ISS Spotter is a great way to kick-start some stargazing. Platforms: iPhone, iPod Touch and iPad


Read the latest about a Russian Cargo Ship Docking with the International Space Station

A Russian Progress cargo ship loaded with 2.8 tons of supplies and equipment blasted off from the Baikonur Cosmodrome in Kazakhstan Wednesday, streaked into orbit and carried out an automated rendezvous with the International Space Station, gliding to a picture-perfect docking five hours and 47 minutes after liftoff.

The cargo ship’s Soyuz booster engines ignited with a rush of flame at 5:44 p.m. EDT and quickly throttled up to full thrust, pushing the rocket away from the launching stand into the plane of the space station’s orbit.

Eight minutes and 45 seconds later, the Progress M-24M spacecraft, the 56th Russian cargo ship launched to the station since assembly began in 1998, separated from the booster’s upper stage. A few moments after that, navigation antennas and two solar panels unfolded as planned.

The spacecraft then carried out nearly a dozen rocket firings over four orbits to catch up with the space station and properly position iteself for final approach. Following standard procedure, cosmonauts Alexander Skvortsov and Maxim Suraev stood by in the station’s Zvezda command module, ready to take over by remote control if the cargo ship’s guidance system ran into problems.

But the system appeared to perform flawlessly, guiding the Progress M-24M spacecraft to a smooth autonomous docking at the Earth-facing Pirs module at 11:31 p.m. as the two spacecraft sailed 259 miles above the Pacific Ocean west of Peru.

“We have contact,” a cosmonaut radioed as the docking systems engaged.

“Congratulations, guys,” a Russian flight controller replied.

The cargo ship was packed with 1,764 pounds of propellant, 105 pounds of oxygen and air, 926 pounds of water and 2,910 pounds of supplies, spare parts and research hardware.

The Progress M-24M spacecraft is the second of four cargo ships expected to arrive over the next two months following the successful launch and berthing of an Orbital Sciences Cygnus supply ship that reached the station July 16.

The European Space Agency’s fifth and final Automated Transfer Vehicle, or ATV, is on track for launch July 29, setting up a docking at the aft port of the Zvezda command module on Aug. 12. A SpaceX Dragon cargo ship is scheduled for launch from Cape Canaveral on Sept. 12, arriving at the station two days later.

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