The Cellular Business Model 2010

The Cellular Business Model: How Software Companies Could Learn From Terrorist Organisations4J Consulting © 2010

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The Cellular Business Model: How Software Companies Could Learn From Terrorist Organisations

Author: Steve GarnettContributor: James Deeley

4J Consulting © 2010


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Table of Contents Introduction 4

The Cellular Business Model 8

Agile & Lean Thinking 14

Open Book Management 19

Pattern Theory 22

Cloud Computing 24

Summary 28

Bibliography & References 32

Biographies 33

Table of Figures Figure 1: The Cellular Business Model 8

Figure 2: Status View of Cells 13

Figure 3: Scrum Sprint Cycle 16

Figure 4: Seeding Diagram 17

Figure 5: De-coupling Diagram 18

Figure 6: The Life of Software 19

Figure 7: Open Book Management 21

Figure 8: Pattern Usage 23

Figure 9: Cloud Computing 25

Figure 10: Animoto Case Study 26

Figure 11: Fixed Cost Model 27

Figure 12: Variable Cost Model 27

Figure 13: Status View of Cells 29

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Throughout this paper when referring to the Cellular Business

Model, I will use examples based around a software development

company, as this is where my experience lies. The reader is

encouraged to consider and speculate on the adoption of the

Cellular Business Model within their own areas of experience and

expertise to assess its potential use in those industries.


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IntroductionThere is a long-standing relationship between the strategies &

tactics of warfare and the strategies & tactics of business.

Terrorism is the latest warfare strategy to be adopted, and today’s

terrorist organisations reflect key capabilities that corporate

entities aspire to:

• Global infrastructure

• Clear vision & objectives

• Global profile

• Worldwide success & coverage

War is the oldest form of competition between human organisations; business is a relativenewcomer. There were no large businessorganisations (with a few exceptions, likeBritian’s East India Company) until a couple of centuries ago. Humans have been fighting wars for millennia and war has driven the evolution of techniques for organising, supplying, leading and motivating large numbers of people.

Carl von Clausewitz

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An Organisation that maximises return on investment, builds up the world’s most recognisable brand name overnight, creates synergy between PR message and HR recruiting, attracts motivated loyal employees who make the ultimate sacrifice to extend the mission into new markets and keeps expanding despite the world’s most hostile environment is every manager’s dream. One manager turned this dream into a reality: Osama bin Laden.

Hans van der Weijden

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As a student of business, with a passion for agile and lean thinking

(explanations to follow), I have been considering the abundance

of waste within large organisations. The bureaucracy, governance

procedures, multiple layer management hierarchies, complexity,

politicking, and size, all contribute to impede organisations. They

become slow to market, narrow in perspective, and are reduced

to becoming dinosaurs awaiting oblivion… or merger, acquisition,

management buy-out, government bail-out etc.

Hypothesis

Established in the late 1980’s Al-Qaeda (“The Base”) has a

membership of 50,000 people and operates in circa 65 countries.

The group aims to overthrow ‘un-Islamic regimes’ that they believe

oppress their Muslim citizens and replace them with genuine

Islamic governments.1 They have the finance, capabilities and the

will to succeed.

1 National Consortium for the Study of Terrorism and Responses to Terrorism website.


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Rather than comparing (war) to art we could more accurately compare it to commerce, which is also a conflict of human interests and activi-ties; and it is still closer to politics, which in turn may be considered as a kind of commerce on a larger scale.

Carl von Clausewitz

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2 The Business of Terror: Conceptualizing Terrorist Organizations as Cellular Businesses

Al-Qaeda has evolved into a Cellular Terrorist Organisation (CTO)

and has been described as a horizontal, agile, low-cost producer

of terrorism.2 This model is not new. It was first established by Louis

Auguste Blanqui during the Napoleonic era and later adopted in

the 19th century by Irish and Russian revolutionaries.

There are 3 elements to the Al-Qaeda model: Activist Staffers (the

actual members of the operational cell), Boundary Spanners

(consultants liaising between different cells) and the Network.

To counter these terrorist organisations, governments employ

special forces teams such as the SAS, Delta Force, and US Navy

Seals. These teams are well funded, well trained, with clear

objectives & vision, clearly identified roles and a clear set of rules

of engagement.

Both terrorist cells and special forces teams share the ability to act

decisively without recourse to higher decision makers, so long as

they are within their mission parameters and rules of engagement.

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Surely, with the criticality of the missions of these teams, and the

need for high performance, autonomy and cohesion, the logical

evolution would be for business entities to adopt these strategies

and tactics?

Having had the privilege of working with some exceptional teams

both in my military and business careers, I have been developing

a model for maintaining and scaling the agility and efficiency

of small teams to large scale software development corporations,

and working out how we can learn from the unwanted success of

terrorist organisations.

This paper

This paper sets out to describe the Cellular Business Model

and goes on to explore how a combination of key business

practices could be employed in order to implement a corporate

structure based on the cellular terrorist organisation. These

practices include Agile & Lean thinking, Open Book Management,

Pattern Theory and Cloud Computing.


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Mirroring the Cellular Terrorist Organisation, the Cellular Business

Model is based on the creation of small, highly autonomous, highly

skilled teams supported by a strong network. Where Al Qaeda has

the 3 elements of cells composed of Activist Staffers, Boundary

Spanners and the Network, so the Cellular Business Model has

Business Cells, Pattern Units and a Knowledge Network.

The current hierarchical corporate structures that dominate our

economies have been in place for over 200 years and were

PATTERN UNITS

BUSINESS CELLS

The CellularBusiness Model

Figu

re 1

: The

Cel

lula

r Bus

ines

s M

odel


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Max Weber can be interpreted as a champion of bureaucracy... in other portions of his work, however, Weber also drew an extraordinary negative portrait of bureaucracy as stifling force in modern life.

Fritz Ringer

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The Tenets of the Cellular Business Model:

• Clear vision & objectives• Financial transparency• Direct correlation of employee effort to profit & loss• Transactional cost model for elasticity of demand• Autonomous units of 6-10 people• Seeding & de-coupling• Treasure experience

notably supported and defined by Max Weber during the 1800’s.

Even though Weber was considered a champion of bureaucracy,

he understood and articulated the dangers of bureaucratic

organisations as stifling, impersonal, formal, protectionist and a

threat to individual freedom, equality and cultural vitality.

In the 21st century, we need to evolve. Hierarchical enterprise

structures were requisite for the 19th century, should probably

have evolved in the 20th century, and are certainly out of date in

the 21st century.

Enterprises today need to focus on creativity, speed to market,

data, intellectual capital, technology adoption and agility (defined

as the ability to react to threats and exploit opportunities).


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At a macro-level, the Cellular Business Model is a corporate entity

established as a cluster of autonomous profit-making teams, fed,

nurtured and supported by central pattern units.

The Cells

Much as Al-Qaeda has established cells or activist staffers, from

agile & lean thinking we create cells that consist of teams of 6-10

people of defined skill-sets derived from the vision and objectives

of the cell. For example, a software development cell may contain

a sales & finance resource, experience designer, developers, a

tester and a technical writer.

Principles and practices such as producing shippable product

every iteration and the focus on product quality found within agile

development, support rapid delivery cycles and speed to market.

Every role within the cell contributes directly to the profit or loss of

that cell keeping waste to a minimum. The cell remains de-coupled

and autonomous from the other cells in the company with the primary

objective of creating profit through software development.

The Pattern Unit

The Pattern Unit acts much as the Boundary Spanners in the

Al-Qaeda network; a liaison and contact point for the various cells.

We amplify the learning through the use of pattern language for

software and organisational structures. The Pattern Unit

provides a suite of development practices, organisational

structures, sales & marketing and distribution capabilities for the

cells to use. Examples may include information and contacts for

establishing Hardware as a Service, XP development practices,

budget and finance tools, employment contracts, prospect

databases and collaboration tools.


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This knowledge is electronically stored and distributed and

essentially acts as the foundation of the network between pattern

units and business cells.

Throughout the operating period, the central pattern unit

observes, records and collects successful patterns based on the

cell’s activities and provides guidance where requested based on

activities of other cells within their cluster. The ratio of Pattern

Unit to Business Cell would be established through experience,

but the goal would be for 1 Pattern Unit to support 10 Business

Cells. This would maintain a 10% waste level for whatever size of

corporate entity.

Each cell then becomes an autonomous unit, a profit-centre, a

revenue generating entity. As Business Cells succeed so the

patterns are gathered, optimised and pollinated across the rest

of the swarm. Unsuccessful cells are killed off, and the remains

kicked over for any remaining value from the shippable products

and a new cell formed elsewhere.

Focussed Vision and Objectives

From the theory of Open Book Management, we provide each cell

with a clear and unequivocal financial view of the cell, its costs

and its expected returns. Every member of the cell is left in no

doubt of the objectives of the cell and where they contribute to the

profit and loss. Each cell then reviews its progress against the P&L

on a regular basis to maintain focus and direction.


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Elasticity

The technology infrastructure for a cell to develop and distribute

its software on a global scale without significant capital

expenditure is afforded by the use of cloud computing.

The development, test and production environments are provided

through Hardware as a Service (HaaS), the product itself could be

built on a Platform as a Service such as the Google AppEngine,

and the product could be distributed on a Software as a Service

model.

As the customer base grows, the ability to serve a wider audience

increases on a transactional basis enabling a cell to respond

effortlessly to elasticity of demand.

“”Military tactics are like unto water; for wa-ter in its natural course runs away from high places and hastens downwards... Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. He who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain.

Sun Tzu


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Tying It Together

The entire organisation is a cluster, swarm, honeycomb of individual,

autonomous teams of 6-10 members, with each team

functioning as an independent profit centre. Much as poor

performing or inadequate terrorist cells and special forces teams

will fail, so the company’s individual cells are killed off if they do

not achieve profitability.

Companies achieving this cellular model would have the flexibility,

adaptability, speed to market and open-minded perspectives

required to function on a large scale in rapidly innovating markets.

The following sections introduce Agile & Lean thinking, Open Book

Management, Pattern Theory and Cloud Computing to the reader

to illustrate how a sustainable Cellular Business Model could be

established.

Figu

re 2

: Sta

tus

View

Of C

ells

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Agile & LeanThinking

About Lean

The origins of lean date back to the 1970s at Toyota where they

established the Toyota Production System which spread through-

out their sales and distribution operations in the 1980s.

In 1990, Womack, Jones & Roos published “The Machine that

Changed the World” which established the term “lean”. Lean,

because the Japanese business methods used less of everything

– human effort, capital investment, facilities, inventories and time

– in manufacturing, product development, parts supply and

customer relations.

Typical results from adoption of lean principles and practices that

can be directly attributable to the profit and loss account are:

• Inventory (working capital) reductions of +75%

• Cycle time reductions of 50% - 90%

• Delivery lead-time reductions of 75%

• Productivity increases of 15% - 35% per year

• Defect reductions of 50% per year, with zero defects performance possible 3

The principles of lean can be applied to any organisation and

sector and are founded on seeking perfection through seeing the

3 www.gembutsu.com, What Are The Benefits Of Lean And Long Will It Take To See Results?


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4 http://agilemanifesto.org

whole, empowering the team, amplifying learning, reducing

waste, delivering as fast as possible, deciding as late as possible

and building integrity in.

About Agile

In February 2001, at a lodge in the Wasatch Mountains of Utah,

luminaries in the field of software development representing a

number of different development methodologies established the

Agile Manifesto.

Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software

by doing it and helping others do it. Through this work

we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right,

we value the items on the left more.4

One of the agile methodologies is Scrum which is becoming a

widely adopted and recognised software development

methodology.

Scrum promotes self-organising teams of 6-8 members, iteration

of development, retrospective, face to face communication,


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continuous improvement, delivering increments, and having

clearly defined vision, objectives and “rules of engagement”

- and it works.

Scrum is easy to understand and adopt for small teams, the

problems arise when scaling scrum for 5 teams, 10 teams… 80

teams. The thought leaders in this area prescribe solutions such

as seeding teams and the de-coupling of requirements and

architecture.

Figu

re 3

: Scr

um S

prin

t Cyc

le


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Seeding & De-coupling

Seeding prescribes the growth of a large team organically over a

longer time period. Essentially the first scrum team is created and

operates for a defined period. Then this initial team is broken up

and its members become the first members of multiple new teams

i.e. a team of 8, becomes 4 teams of 2 and other members are

added to these 4 teams.

De-coupling is about removing as many inter-dependencies and

relationships between pieces of work, products or operations as

possible. This will enable each team to work not in isolation, but

Figu

re 4

: See

ding

Dia

gram


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with a relative freedom to achieve their objectives over a given

period e.g. iteration.

This diagram illustrates that through decomposing a product, we

can de-couple architecture or business requirements, or any other

element to reduce the inter-dependencies between collaborating

teams in order to de-couple them and allow autonomous activity.

These lean and agile concepts of small teams, clear objectives, seeding and de-coupling are fundamental to the cellular business model. However, for an enterprise, by themselves, agile teams do not constitute sustainable, profitable, business concerns, we need to add to our model.

Figu

re 5

: De-

coup

ling

Dia

gram


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On one of my first agile projects, some members of the team were

discussing the lifecycle of a piece of software and the quotation

“Every line of software has an ROI” evolved.

The premise is that any piece of software may last between 3-15

years or more.

• How many iterations does it go through?

• How many tests are run against it?

• How many times is its documentation updated?

• How much support does it require over its lifetime?

All these elements are costs attributable to the code. How well is

it architected, structured, commented, and are tests automated

or manual? How risky and expensive is it to change the code at a

later date?

Software is a living, breathing entity, it is conceived, designed,

INITIAL PROJECT

INTEGRATIONREQUIREMENT

BUSINESS CHANGEREQUEST




DECOMMISSIONING

SUPPORT ACTIVITY

TIMECO

ST

Open BookManagement

Figu

re 6

: The

Lif

e O

f Sof

twar

e


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tested, developed, tested, deployed, supported, changed and

eventually dies. What is the return? How many transactions does it

facilitate, what will it cost to maintain?

These are the questions that must be considered when designing

and coding software which is why agile development practices are

essential to gain a return on the product.

Leading on from this initial thought, the question arises of what

is the ROI of an employee? Often within larger enterprises, day to

day work has no direct or transparent correlation or relationship

with the Profit & Loss account of the company. Do you know which

line on the P&L your activities influence? Can you state what value

you contributed last quarter?

For some people this is easy such as a direct salesman, but what

about developers? What do you contribute to the bottom line?

How can you improve your contribution to the company?

And if you don’t know how you contribute, how can you make

informed decisions for the better of the company? What should

the quality levels be? Are you building a Rolls Royce for a Skoda

brand?

This problem is brilliantly highlighted and demonstrated in the

book The Great Game of Business by Jack Stack. He established

the idea of “Open Book Management” back in the 1980’s when he

was part of a management buy-out for a manufacturing firm.

In order to achieve the buy-out the company took on considerable

loans from banks. He opened up the books to the workforce,

explained the financial situation and provided very clear and

concise targets with everyone knowing exactly what they had to


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achieve and how their performance affected the overall company

performance.

There were weekly company-wide reviews of financial performance

so that every employee understood how they were contributing

and what their focus should be.

The direct understanding by the workforce of the financial

situation helped deliver phenomenal success. Employees should

and need to be more aware of the results of their actions, and be

directly accountable for their performance. The days of ignorant

workers are over.

Most software developers have degrees in their pocket, so

understanding the basics of where they contribute to revenues or

Figu

re 7

: Ope

n B

ook

Man

agem

ent


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costs, and adjusting their behaviour and performance to match

the needs of the business, should not be a major obstacle to

overcome.

Anyway, to expand on the previous statement from all those years

ago… “Every line of code has an ROI & every employee has an

ROI” – Steve Garnett 2009.

A key element to the Cellular Business Model is centred on

Pattern Theory. This is probably the most significant development

in process design and intellectual capital capture in the last 50

years and yet remains virtually unheard of!

PatternTheory

The tenets of financial transparency and the direct correlation of employee effort to company success are fundamental to the Cellular Business Model. We have now discussed small teams with direct financial accountability, but how do we maintain the knowledge and experience of these autonomous teams and ensure it is shared across the organisation?


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5 A Pattern Language: Towns, Buildings, Construction

In the 1970s an architect, Christopher Alexander, prescribed a

pattern language for towns, buildings and construction, and each

pattern solved a problem by adding structure to a system.5

A pattern might be described as a system structure that has

solved a specific problem within a context in multiple instances

and environments. The pattern approach promotes the tenets of

incremental repair and piecemeal growth, building on experience

and attentiveness to quality of life.

For me, the fundamental value of Patterns is that they represent

successful experience. Patterns describe a problem area and a

solution architecture that has been implemented previously in

multiple instances and environments. Pattern Theory has evolved

to cover not only town and building architecture but also software

development and organisational design.

Patterns have a usable template within which organisations can

record the success of systems, processes and structures within

their own experience. That is, a means to capture tacit experience

The earliest patterns of human organisations have roots in military organisational structure.

Coplien & Harrison“”

Figu

re 8

: Pat

tern

Usa

ge


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CloudComputing

and intellectual property of successful ventures within the

organisation. Basically, rather than re-inventing the wheel, or

trying to solve the problem context through intellect and creativity,

patterns provide a tried and tested solution that has worked for

that particular problem context numerous times.

40 years on, one would have expected all large corporations to

have terabytes of patterns about every facet of their business, to

maintain the tacit knowledge and experience of long-standing

corporations.

Being an “expert” on agile development, I am, like many of my

peers, extremely frustrated at the lack of understanding of what

agile is about and the vacuous rhetoric flooding the web. Similarly,

Without pattern adoption and the “treasuring” of experience and knowledge, the Cellular Business Model cannot function effectively. Having established the potential for multiple, autonomous, financially independent teams, and a means of sharing intellectual capital across these teams, the final area to discuss is how small teams can establish global footprints as we have seen terrorist cells achieve.


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6 http://blog.seattlepi.com/amazon/archives/142569.asp

the hype engine is gearing up in reference to Cloud Computing and

“The Cloud”, so I decided to do some research of my own.

Basically, the cloud doesn’t exist… yet! The vision of a single entity

providing software, data, processing power, storage, transactions,

identity, security, social collaboration and communication through

the web across multiple devices is not here yet.

But… through my research I have bumped into Software as a

Service, Hardware as a Service and Platform as a Service and there

is an interesting opportunity here.

Most of the current drivers towards Cloud Computing centre on

cost-cutting and “giving the problem to someone else” and with

multi-tenancy the cost savings can be passed on to the customers.

What is more interesting is what we can learn or adopt from the

Animoto model. Animoto provides its customers with the means to

create high quality music videos. In April 2009 the company began

social marketing through Facebook and their users per day went

from an average of 5,000 to a spike of 750,000 in just 3 days.6

Figu

re 9

: Clo

ud C

ompu

ting


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Through traditional hosting agreements and structures, the ability

to accommodate this volume without any planning or

foreknowledge and maintain a satisfactory user experience would

not be possible. However, Animoto’s product was architected as

“Software as a Service” and the hosting had been set up on the

Amazon Elastic Compute Cloud (EC2) “Hardware as a Service”

model. The result is that a very small company was able to scale

up extremely rapidly, without an upfront investment, on a

transactional basis and without adding to their fixed costs.

It is the ability for a small business entity to have a global

presence, on a transactional or variable cost model.

What?

Imagine you’re a software product vendor providing software as a

service and currently you’ve got 200 corporate customers. There’s

some good publicity, or major move in the market place and

demand goes up. You need to invest heavily in your infrastructure

and workforce to support the additional demand. The cost of these

assets becomes part of your fixed cost model, which means that

you always need to sell enough of your product to cover the

volumes established during this bullish period.

Figu

re 1

0: A

nim

oto

Case

Stu

dy


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But what if you had very low fixed costs? What if all your

infrastructure, platform, licensing, development and test

environments, application and integration costs were on a per

transaction/variable cost model?

Barriers to entry fall, small, autonomous, development teams of

6-10 people could serve global customer footprints on a per

transaction basis. Apple and the iStore, Amazon EC2 and Google

EngineApp are already beginning to exploit this capability! What

impact will this have on traditional business models?

Transactional cost models and the elimination of fixed costs is a fundamental tenet of the Cellular Business Model.

Figure 11: Fixed Cost Model

Figure 12: Variable Cost Model


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SummaryThe strategies and tactics of war have been shaping and

influencing the way businesses operate for centuries. The human

race has been waging war for millennia, and in doing so creating

new technologies, command and control structures, logistics &

supply chain processes and advancing communication capabilities.

The 20th century has seen an evolution in warfare from

conventionally armed, vast, structured, multi-layered armies to

small guerrilla and terrorist warfare strategies and tactics, using

advanced technologies, nuclear and biological weapons.

The effect of this in the 21st century is the ability for extremely

small units to have huge impact and influence on a global scale.

Terrorist organisations are successfully waging war on a global

scale and achieving their objectives in a hostile and challenging

environment.

The Cellular Business Model borrows elements from the structures

and operations of terrorist cells. Each business cell is provided

with the vision, objectives, roles, skills, resources and patterns to

function successfully as an independent profit-making entity.


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Through the adoption of Agile & Lean Thinking, Open Book

Management, Pattern Theory and Cloud Computing, we can see

how an enterprise could exist as a swarm of multiple,

independent, autonomous, profit-making entities.

The fact is that the Cellular Business Model has similarities and

parallels with widely adopted business practices already in place

today, such as franchise operators, business incubators and

The Tenets of the Cellular Business Model:

• Clear vision & objectives• Financial transparency• Direct correlation of employee effort to profit & loss• Transactional cost model for elasticity of demand• Autonomous units of 6-10 people• Seeding & de-coupling• Treasure experience

Figu

re 1

3: S

tatu

s Vi

ew O

f Cel

ls


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business units as profit centres. This paper suggests taking the

next step and evolving these practices to the extreme by creating

a corporate entity entirely structured upon these principles.

The business world is changing at a phenomenal rate, and yet

our organisational structures and cultures are not responding or

adapting quickly enough.

Corporate strategy is no longer purely about research, analysis

and long-term planning and investment, it is about making the

business more able to cope with change. The Cellular Business

Model achieves the level of adaptability and flexibility required to

react to and exploit market opportunities.

Our current “in-built” culture and mindset of hierarchy and

centralised command and control is no longer fit for purpose.

Market share will be eaten away until more innovative thinking is

applied to corporate structures, governance and operating models.

There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who could profit by the new order... (because of) the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it.

Niccolo Machiavelli

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More Information

If you are interested in learning more or exploring the Cellular

Business Model further please contact:

[email protected]

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Bibliography& References

Alexander, Christopher, A Pattern Language: Towns, Buildings,

Construction, (USA: Christopher Alexander, 1977).

Clausewitz, Carl Von, On War, (Ware, Hertfordshire: Wordsworth Editions

Limited, 1997).

Coplien, James O., and Neil B. Harrison, Organisational Patterns of Agile

Software Development, (New Jersey USA: Prentice Hall, 2005).

Fleishman, Charlotte, The Business of Terror: Conceptualizing Terrorist

Organizations as Cellular Businesses (Center for Defense Information,

2005).

Niccolo, Machiavelli, The Prince, (New York: New American Library,

1952).

Ringer, Fritz, Max Weber: an intellectual biography (Chicago 60637, The

University of Chicago Press, 2004).

Stack, Jack, The Great Game of Business, (New York USA: Currency

Doubleday, 1992).

Tzu, Sun, The Art of War, (Harrisburg, Pa: Military Service Pub. Co., 1944).

Womack, James P., Daniel T. Jones, and Daniel Roos, The Machine that

Change the World, (London, Great Britain: Simon & Schuster UK Ltd,

2007).

http://agilemanifesto.org/history.html

http://www.start.umd.edu/start/

http://www.sviib.nl/interface/magazine/pdf/21_3_alquada.pdf

http://www.tigweb.org/express/panorama/article.html?ContentID=5002

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BiographiesSteve Garnett(Author)

Steve started his career in the Royal Navy as a Communications

Intelligence Analyst where he served home and abroad in

operational environments for 9 years. He joined AIT as a developer

and then spent 5 years with Conchango where he pioneered the

use of Scrum and graduated from Henley Management College with

a Masters in Business Administration in 2004.

Only the 9th person worldwide to be Certified as a Scrum Practitioner,

Steve has worked with Ken Schwaber the co-founder of Scrum

and has held roles as Head of Software Development and Head of

Technology & E-commerce. Steve is currently an Independent Agile

Consultant.

James Deeley(Contributor)

James Deeley is a senior Creative Strategist living and working in

London. With over twelve years experience developing creative

and strategic solutions for global industries and clients, he has

extensive cross sector knowledge in providing digital brand and

user experience centred delivery. He has lead projects for leading

agencies throughout London, including Ogilvy One, LBi and

Conchango (EMC Consulting).

The Cellular Business Model 2010

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