xx • Acknowledgments
Finally, Andrew Seddon was a part of nearly every project, every strategy
session, every emerging development and experiment; and he had a spe-
cial love and talent for creating, supporting, and engaging improvement
in the most basic research in the company. Adrienne, Monica, Diana,
and Andrew were a breathtaking group to behold in action, and I both
honor and revere their capabilities and contributions.
I owe a large debt to the “Boyd” community and to the U.S. Marine
Corps for supporting and nurturing that community. John R. Boyd
was a ghter pilot, engineer, aircra designer, and, most important,
researcher into strategy, learning, community, innovation, and winning
and losing. Although he purposely refrained from writing a text, his
slide decks and briengs (many thanks to Chet Richards for present-
ing and explaining these and for being a mentor and friend for several
years now) provide tremendous and unfolding insight. Jim Luckman’s
slide on learning loops led me to Robert Coram’s biography of Boyd,
which led me to Boyd’s “Disciples.” Chet Richards, who gives the autho-
rized version of Boyd’s briengs live, deepened and expanded my view
of Boyd and his work and gave me direction. Frans Osinga’s work gave
me so much more depth and background into Boyd’s thinking. e
entire Boyd community continues to populate new ideas and insights.
Boyd’s work inspired much of the experimentation in community and
fast learning, and provided early thought into what became the “wild-
re” strategy. Within this community, several people stand out as men-
tors, co-creators, and inspirations, including Stan Coerr, its host; Scott
Shipman, my friend and intellectual mentor; Michael Moore, a uniquely
creative light; Marcus Mainz, the next generation; and Fred Leland, the
relentless Lieutenant of Walpole, who tries and succeeds at delivering
fast learning to communities near you.
In addition to the great colleagues across Pzer, special kudos go to
Pzer’s Strategic Management Group, which gave me the space not only
to create thought pieces in Lean, but to actually test them in the real world
of pharma R&D, and then to grow those experiments into a fully operat-
ing Lean R&D transformation group (Agile R&D).
Finally, I want to thank my family for their support through the always
turbulent waters of personal and professional growth.