Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.
How To Manage a Product Transformation Project
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For the fun of it – the next time a big consultancy gives a big presentation to your organization, pitching a POM – ask them how they recommend managing this transformation. And see if what they describe looks more like a Project or a Product. For example – Will they measure vanity metrics or product metrics? It just goes to show how tempting these vanity metrics are. How hard it is to talk about the real WHY (especially when the WHY is because a big consultancy firm sold us on it…) How frightening it is to look at the actual outcomes of our initiatives. Here’s the thing – As change agents driving a product operating model, we are asking people to start being accountable for outcomes. To avoid specifying a book of work and share the purpose, be open to a conversation where we look at the efficacy of delivering what they asked for. We should show some leadership by example. Here’s our initiative. Here’s the outcome we believe it will achieve. Here are the leading indicators we will track along the way. Here are our “kill criteria” for it. If we can use a product operating model to develop our product operating model, we stand a chance of actually getting the organization to use it. Both because it will be fit for purpose and because we will have a great case study to share. Check out the Product-oriented Portfolio Agility Trail Map for deeper insights on how to leverage product orientation to improve product orientation. Read How To Manage a Product Transformation Project On Your Browser Yours, Yuval |
Scaling w/ Agility
Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.
A primary focus of mine these days is helping Leaders who want to shift their organizations from a project to a product mindset figure out how to scale their product orientation to a multi-product environment. They want to apply product thinking to their strategic initiatives that extend beyond the product organization. This is what we refer to as Product Portfolio Management. A few weeks ago, I joined Dave West and Darrell Fernandes on the Scrum.org Community Podcast to help answer key...
What do you do when a product team’s capabilities aren’t aligned with strategic priorities? This is a common challenge for product/portfolio leaders. On the one hand – a product-oriented operating model talks about empowered, stable product teams. On the other hand – we want to focus on maximizing outcomes. What if a product is good enough? How would we even know? And how would we know whether we have a flexibility/alignment issue? Because this is such a tough predicament, in many cases, the...
The idea of bringing dependent teams together to collaborate better and minimize cross-dependency overhead isn’t new. It's a fractal of the pattern of an agile cross-functional team, which Agile hasn’t invented either, just leveraged. Whether you call these Tribes, Scrum of Scrums, ARTs, doesn't change the essence - Organizing around value. Here’s how you might go about it: Examine your work – what’s on the roadmap, what’s the vision, etc. – and how it will hit the different teams/groups in...