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.
Mastering Organizational Traction Or Portfolio Agility?
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Should you focus on mastering organizational traction or on establishing portfolio agility? Let me tell you a secret: In my experience, mastering organization traction involves realizing you have a portfolio of investments you’re managing. So actually the paths converge… The difference is that mastering organizational traction extends beyond the IT/Product world. It intercepts business initiatives before becoming mandates for the technology organization. It also manages non-digital developmental work (yes – some of that still exists!) When people ask me which email course I should take—Mastering Organizational Traction or Product-oriented Portfolio Agility—I ask them about their context.  If they’re a product/tech leader trying to apply a product operating model in a multi-product context – I suggest the Product-Oriented Portfolio Agility Trail Map. If they’re a chief of staff, CXO, or even a Product/Tech leader trying to work through a scaling up inflection point, Mastering Organization Traction is often a better starting point. How about you? Which path brought you here? Which path are you on? Read Mastering Organizational Traction Or Portfolio Agility? 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.
Today's email is more about my business than about agility or product itself. Hang in there - there's a connection to product discovevry/validation as a bonus sidenote ... A follower reached out earlier today - "Yuval, When’s the next time you’re teaching a SAFe RTE class?" Here’s the deal. I rarely schedule open enrollment training workshops anymore. Why? The market is crowded with more and more trainers. There’s less demand for certification classes compared to the past The whole dynamics...
“Agile is so great we need to use it for EVERYTHING” “Agile is so much overhead, we stopped using it for ANYTHING” Are you also trying to navigate what to do with Agile? Whether it’s worth the overhead? After years of helping a diverse group of organizations figure out where and how to use agile methods, here's what I've learned... If you want the TL;DR version - Agile has the potential to shine when …. There’s enough risk and uncertainty to justify the overhead of frequent feedback loops....
Founders know that scaling their company to Unicorn status requires extending beyond a singular focus. Launching a product extension. Complementing your established Go-to-market motion. Entering new markets (Different ICP, Geography, etc. ) Often, companies approach these extensions using the same processes they use for their established Products/Markets. They approach a new product opportunity with unwarranted conviction. They go into a new market using established/scaled revenue operations....