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.
"Instead of Portfolio Management - Just Create Product Teams" - Have you heard that before, Reader? While I understand the angst against Portfolio Management Theater as a solution to Agile Theater... And while I agree wholeheartedly that the north star is to descale by reorganizing around value I find reality a bit more nuanced....Most leaders I encounter can't "just create product teams" their way out of decades of complex products and systems. None of them are Jeff Bezos - they don't have...
Product development concepts come in handy every time you're developing something. Whether that thing is software, product, or even a point of view. The first sentence in this email is a point of view (POV). I want this point of view to be effective - I want people to understand what I mean, be intrigued by it, take action, and hopefully see me as a thought leader / expert in this space that they'll want to follow / listen to more. It took me a while to develop this point of view. To carve a...
Context is King You’ve probably encountered this term in the context of AI. You won’t get far with AI, even with amazing prompting techniques, if AI doesn’t have the right context. Many people focus on the Data aspect of context – what’s in our CRM, in our collaboration tools, in our ERP, in any of our vertical systems. Another interesting aspect is the intent – what are we trying to achieve? What is our strategy? What problems are we focused on? Who are the players? Some of that information...