“My aim is to omit everything superfluous so that the essential is shown to the best possible advantage.” — Dieter Rams

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Creating digital environments for action

At Codewave, we love reimagining new digital environments for thoughtful action, enabling brands connect with people at a more human level. We asked our creative team, on a few design philosophies they appreciate.

Here’re 7 of them, that shapes our approach to design.

1. Keep it Simple

Simplicity in design is the hardest to achieve. Often simple is confused with boring, dull or unattractive. Simplicity lies in making sophistication seem obvious to engage with. Keep it real.

2. Keep it Clear

A designer doesn’t necessarily have to be an artist. Art is about interpretation, what one person perceives about a piece of art may differ from another. Design is about clearly communicating one particular usage of an element and not leaving it open for interpretation. …


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One of the most common disappointments in people is seeing their leaders being nice, no matter what. #ExtremeEndurance

As humans we understand anger & frustration better.

“What if the other person isn’t genuine or fair?“

As an #entrepreneur, I am an optimist — not underestimating any moment.

Reframing pain as a request for more meaningful work.

“That’s scary”
“Knowing you’re walking into fire, why would you do this over & over?”

Honestly, I don’t know.

I choose to believe — walking into fire, ready for a burn is everything.

When I do that over & over, I realize the fire is me. …


Agility starts with the self and can get better with peer harmony. To thrive in a culture of inspired agility, what attitudes do we need to hire for?

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We are living in times, that demand self discipline of individuals to operate in an agile environment, committing to:

  1. Continuously gain self awareness by solving problems at work,
  2. Continuously self improve (reskill / upgrade / broaden / specialize) in alignment with one’s curiosity/quest for knowledge,
  3. Continuously reinvent — oneself, one’s relationship with work & one’s interdependency on others.

Here are 6 signs to observe during an interview, indicating readiness for agility — specifically self management and peer harmony. …


In an Agile world, that demands delivering the new in the now — can teams be agile to the speed of thought?

Self & Peer Satisfaction [eNPS] demands a new definition, with transparency, empathy & agility central to shared trust, safety & satisfaction.

Employee satisfaction over a journey (of value exchange), can be observed as a continuous stream of signals observed over time, which at any given point in time — represents a fusion of multiple aspects of self and peer leadership culminating into “Agility” in the moment.

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eNPS as a continuous stream of “agility” indicators

Relationship with oneself and peers, at work at any given point, can be broadly assessed by observing the level of shared trust, safety, transparency, value exchange, empathy & agility.

An agile team employs self management (to lead oneself) & peer harmony (to lead others) that is often revealed in how it sustains an orchestrated symphony of team work to deliver value, demanding agility in the moment. …


In an Agile world, that demands delivering the new in the now — can businesses be agile to the speed of thought?

Buyer satisfaction over a journey (of value exchange), can be observed as a continuous stream of signals observed over time, which at any given point in time — represents a fusion of multiple aspects of leadership culminating into “Agility” in the moment.

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NPS as a continuous stream of “agility” indicators

Demand — Supply relationship among two interdependent beings (symbiotic individuals/teams/organizations) at any given point, can be broadly assessed by observing the level of shared trust, safety, transparency, value exchange, empathy & agility.

A business devises a survival strategy (of continuous value creation) & disruption strategy (of continuous reinvention) that is often revealed in how it sustains a relationship / journey of value exchange, demanding agility in the moment. …


Feedback is a signal reflected from our social connections (mirroring us) in our environment, often containing information essential for change.

Is there a merit in decoding the signal (minus the noise), regardless of who is transmitting it?

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360 feedback is merely a bunch of signals with encoded information, reflected by one or more observers in the environment — describing a context (event) in which the observed (subject) beamed a specific behavior.

This is ideally a packet of information — containing
1) the context (environmental stimuli),
2) the observed (subject’s properties / behaviors),
3) the response (observed behavior).

In high trust feedback cultures, where exchanges happen transparently — it’s likely that the feedback signals transmitted merely contain information on “what is observed” rather than “who”, directing the awareness of the subject to “what needs change” rather than “who”. …


In times we’re living in now — it takes an agile mind & brave decisions, to lead oneself, teams & organizations.

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1. Authenticity

Authenticity is irresistible, and inherently viral. We’re living in times of information hyperness — the world can instantly tune into a leader’s digital presence, recent activities, history / timeline / influences, current state of being, futuristic thinking, social interactions, cultural circles, keywords / attitudes, response patterns etc.

Are you fearlessly authentic and expressive both on digital and physical mediums?

Internet and social media seems to have inspired — higher levels of authentic connectivity, communication & conductivity, identity transparency / traceability, realtime social interactions, near realtime sentiment analysis, cross cultural collaboration and more. …


Functionally grouped teams are designed to create a predictable future. Cross-functional teams are designed to be agile to the need in the now.

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In a real world moment, where we’re all just taking a chance with our selves and each other — it’s time to allow our “collective agility” to tell us what to do.

Welcome to Role X.0: The Schrödinger’s Hat

In an agile world, our roles are expected to be dynamic — we’re reinventing ourselves in the moment & nimbly aligning with others, serving the need in the now. Roles in this world, are designed for “adaptation”.

Agility in oneself, families, societies or organizations takes committed progressive effort (both at an individual level and collective level) sustained over a period of time on a perpetually transformative journey, that at any given moment, offers broadly two…


At the core of innovation is an agile mind in action that’s as much an experiment as it’s being a part of one. High agility demands high self-resolve to being open to change with least resistance, to deliver the new in the now, every time.

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In a real world moment, where we’re all just taking a chance with our selves and each other — it’s time to do what it takes to sustain a level playing field.

Welcome to Work X.0: The virus & the vaccine.

Market needs today demand deep “context sensing”, “context awareness”, sustaining high alignment and agility. …


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Organizations are now “intellectually” trying to solve problems & innovate. Specially, on how to thrive post COVID19 lockdown.

Here’s my wisdom on it.

Intellect is a double edged sword.

We’re all cockily ‘independent’ until our intellect turns so sharp to slit our own throat.

And then suddenly we’re all ‘interdependent’.

World’s problems are not solved by sharp intellect,

They’re solved by our shared vulnerability as interdependent beings, as we find answers to life.

Intellect pushes us to find answers for why we’re here.

It fuels our self-esteem and gives us an illusion of power.

The same intellect can also make us suffer vanity,

Disabling us from finding courage to be vulnerable & seeking to collaborate, not needing to compete.

About

Vidhya Abhijith

My Why: Creating A Social Model Foundational To Raising Human Consciousness Through Business

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