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.
Navigating The GenAI Storm
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How can we leverage GenAI to help us build better products? Operate more efficiently? Close more deals? Reduce customer churn? A Company’s GenAI transformation is a classic example of volatility, uncertainty, complexity and ambiguity – and the need to try things out, inspect, and adapt, by multi-disciplinary teams. In other words, it’s the classic use case for an agile, product-oriented approach. Not for building a Product. But for building/evolving your Company. Instead of spraying and praying GenAI all over the place… Identify the jobs to be done, functions, and key processes that are constraining the company. Apply some good old process improvement (don’t worry about GenAI yet) Once you stabilize a process that makes sense – THEN consider how GenAI can help minimize the effort. Example? Might seem meta – but can GenAI help make agile/Scrum more efficient? Start by looking at your agile ways of working and eliminating some waste (e.g. spend less time tasking and estimating and more time delivering… ). Don’t worry about how GenAI can improve estimates. Start by making sure you need sprint-level estimates to begin with. Let’s say you decide to move to smaller behavior/example-driven stories. After you try that for a bit, you can see if GenAI can help slice into these smaller bits. Can GenAI help craft / grade OKRs? Sure, but I’d suggest first making sure to fix your OKRs before you start relying on GenAI. Otherwise you might save some time on creating them, but stay stuck with the same antipatterns. Yours, Yuval “Let’s Leverage Agile for Your GenAI Transformation” Yeret |
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.
Reader Jonathan asked for some more color on the OKR swamp... Remember the Fire Swamp from Princess Bride? (If you don't, RUN to watch the movie. And consider this spoiler alert - and snooze this email until you're back) Navigating your OKRs often feels like the Fire Swamp. There are so many OKRs that they are all stuck - like the standing, dark, moist water in the Fire Swamp. The exercise of creating them involves wordsmithing agony that reminds you of a Battle of Wits with a sicilian......
What gets measured gets managed. But setting OKRs isn't enough. The flow and traction of OKRs need to be managed as well - otherwise, you'll find yourself in the OKR swamp.Using an OKR Kanban can help you both see the swamp and improve the flow and traction of OKRs. Here's an example - Here are some of my favorite patterns for managing OKR flow using Kanban: Use One OKR Kanban board. It's okay and preferable to see OKRs from multiple departments/teams/groups on the same board. It reinforces...
Hi there. I thought I'd share what is going on behind the scenes ... January started with a flurry of deep work with clients and I'm still trying to figure out how to weave writing on a consistent schedule into these periods. In the future I might use these opportunities to share some classics/reruns. In addition, I've been focused on developing an email course. It's about how to improve organizational traction and outcomes using familiar agility principles and techniques. I've been working...