At conferences, corporate events, and in boardrooms, Julian provides a stimulating, passionate, and thought provoking experience. His passion for behaviour and technology has driven an investigation of purpose-driven business performance. Julian insights result from an exploration of the science behind decisions and motivations, including behavioural psychology, behavioural economics, information theory, and even magic. His systems model of performance integrates this evidence with practical experience in business strategy and organizational change, forming a framework for finding and moving change levers.
Julian has applied these principles in his own career, developing a collaborative approach to leadership and change. This has provoked surprising discoveries including the Business Analysis Core Concept Model — a work central to business analysis and the BABOK® Guide. He particularly enjoys leading teams of volunteers, as he did when Head of Research and Innovation for IIBA.
As a thought leader and communicator Julian has written and spoken extensively on business analysis and business value, including keynotes, corporate strategies, webinars, presentations, consultations, articles, blogs, and books.
The Cyborg In The Mirror - The Future of Technology and Change Professionals
cyborg: an organic being with abilities enhanced by integrated tools.
You're a cyborg, just like everyone else. Humans have automated and integrated technologies into our lives - our bodies, minds, and relationships - since we were humans and this integration is happening at an ever-increasing pace. As a BA you help stakeholders design, promote and deal with technical solutions every day.
But how will automation affect you? What parts of your job could be done by a machine? What will it mean to be a business analyst in three years, or five, or ten? We used to say that this profession was future proof because it couldn't be outsourced or automated -- but 'future proof' doesn't mean what it used to. The Cyborg in the Mirror explores the business consequences of the inevitable and relentless integration of technology into the human condition.
Gold From Garbage - Harnessing Human Irrationality
Magicians and scientists know humans are irrational and unreasonable. They have learned to take advantage of the gap between how we think we act and how we really behave. Organizations often choose a different approach, by expecting people to act rationally and reasonably -- which is akin to forcing someone to be tall.
We will uncover some key relationships between human behaviour and business situations as we explore questions like: "What makes a business case compelling?" "How much documentation is enough?" and "How can change resistance be minimized?"
Become more effective by learning a magic trick of your own: how to make use of human nature to turn garbage into gold, by countering irrationality when it is damaging, and using it to benefit your stakeholders when it helps.
The Dangerous Question
Project Managers ask "When?" - a question of costs and resources. Business Analysts ask "Why?" - a question of motives and intent. Consider how threatened you feel when someone questions your motives. No wonder business analysts are often greeted with guarded suspicion.
Join Julian Sammy to explore this central challenge to business analysts: that we exist to question our stakeholders' motives. Using an evidence-based and experiential approach, you will be guided to several insights into the profession. Along the way, expect to feel exhilarated, chastened, enlightened, surprised, and inspired.
When you walk out of the room you won't have a new technique. You'll have a new perspective that will allow you to use all the techniques you know more effectively.
The Expectation of Loss: The Key to Managing Resistance
Innovation: Beyond Business Analysis
Around the start of the 20th century, organized change practices were transformed. Large projects were failing, and at great cost. A new understanding of logistics and time management emerged with powerful techniques and tools. Project management was born, though it would be decades before it found a name.
At the end of the 20th century, organized change practices were transformed again. Projects were failing, and at great cost.