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About Brian Rivera
Brian "Ponch" Rivera is decorated former Navy TOPGUN, published author, speaker and co-creator of The Flow System.
To become one of today's leading experts in business agility, safety, and resilience, Brian combined his experiences in complex air, space, and cyber operations, and leadership and teamwork lessons from elite military teams with lessons he learned during a period of deep immersion within the Agile and Lean communities where he was mentored by the creators of Scrum, Flawless Execution, the Cynefin framework, Extreme Programming (XP), Scrum in Hardware, and Lean-Kanban University.
From Agile to Safety. Following the 2017 mishaps at sea involving the U.S.S. McCain and U.S.S. Fitzgerald, Brian was hand selected to a U.S. Navy team responsible for engaging with thought leaders in industry and academia to understand how to create a safety culture, build high-performing teams, develop leaders, and capture leading indicators. During this period Brian was mentored by and engaged with safety experts on the topics of Adaptive Safety, Resilience Engineering, Human and Organizational Performance (HOP), Safety II, and Safety Differently.
Brian is the CEO and founder of AGLX Consulting, the creator of ZONEFIVE (an objective approach to measuring team effectiveness), and is a member and co-founder of The Flow Consortium.
He earned his MBA, MA, and PMP while serving on active duty, is a Joint Qualified Officer in the U.S. Navy Selective Reserve, and holds multiple certifications and credentials in Scrum, Lean, Agile, data analytics, and more.
Brian often speaks at conferences on the topics of Scrum, Agile, Resilience, High-Reliability Theory, Flow, teamwork, psychological safety, leadership, complex systems, planning, debriefing and more.
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Books By Brian Rivera
eBook ISBN: 978-0-578-80919-9
A holistic FLOW based approach to delivering Customer 1st Value. Built on a foundation of the Toyota Production System (TPS/LEAN) and the new Triple Helix of Flow creating the DNA of Organizations.
The Flow System enables business growth through eliminating non-value-added activities, fostering an environment for innovation, enabling the rapid delivery of value, and shortening the time to market. The Flow System provides a re-imagined system for organizations to understand complex problems, embrace distributed leadership, and build high performing teams.
The Triple Helix of Flow relates to the interconnected nature of the three helixes:
Complexity Thinking Helix – A new form of thinking to aid the understanding of uncertainty and complex adaptive systems.
Distributed Leadership Helix – An emergent hybrid leadership model that is capable of making bold and disruptive moves across an industry.
Team Science Helix – A multidisciplinary field that studies all things related to teams and small groups in the workplace.
The Triple Helix identified the interactions between and among agents (people, machines, events…) that emerge into new patterns, networks, and knowledge to advance an organization’s ability to be more innovative, adaptive, resilient, and agile when operating in complex environments.
“The Flow System shows how to generate and nurture self-organizing teams that mobilize the full talents of those doing the work to cope with dizzying change and complexity, while also drawing on the contributions of those for whom the work is being done—the customers.”—Steve Denning, author of The Age of Agile
“Organizations that pull off this triple helix trick of thinking about the complexity of their systems and the environment in which they’re operating, distributed leadership to engage the collective intelligence and creativity of the organization, and building teams of teams so the whole is greater than the sum of the parts, have a good chance of keeping up and staying ahead.”—Steve Spear, MIT Sloan School senior lecturer, author of The High-Velocity Edge
“The Flow System’s Triple Helix provides many of the tools and ways of thinking we will need to do that; it is agile without being doctrinaire about Agile.”— David Snowden, creator of the Cynefin Framework, Chief Scientific Officer of Cognitive Edge.
A correction to the “Acknowledgments” section on page 18 is in order. The original version stated that the Cynefin Framework was derived by Cynthia Kurtz and Dave Snowden. The origination of the Cynefin Framework did come from published refereed articles that predated the Kurtz and Snowden (2003) article titled “The new dynamics of strategy: Sense-making in a complex and complicated world.” One such example is in the article from Snowden (2002) titled “Complex acts of knowing: Paradox and descriptive self-awareness.” The references for these two articles are listed below to provide clarity on this issue.
Kurtz, C., & Snowden, D. J. (2003). The new dynamics of strategy: Sense-making in a complex and complicated world. IBM Systems Journal, 42(3), 462-483. https://doi.org/10.1147/sj.423.0462
Snowden, D. (2002). Complex acts of knowing: Paradox and descriptive self-awareness. Journal of Knowledge Management, 6(2), 100-111. https://doi.org/10.1108/13673270210424639