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.
The Public Training Chicken and Egg Scheudling Problem - Introducing the Waiting/Interest List
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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?
So, unfortunately, I had to let down this follower. (I did refer them to a trusted trainer, but still) Having said that…
One thing that has worked is seeding classes. This is where a client has a few potential participants (not enough for a private class) that I use to seed a class. I’m going to try and build on this pattern. I created a waiting list where people can indicate interest in specific classes they would like me to teach publicly. Think of it like a Kickstarter campaign. The main reason for joining the waiting list is to increase the likelihood that I’ll offer that specific class. In addition, like in Kickstarter, backers who commit as part of the seed will get special pricing. I'm curious to hear thoughts/feedback from past/potential students and how other trainers tackle this scheduling chicken-and-egg challenge. As a side note - As we learn in the Product Discovery and Validation Skills workshop, a waiting list is also a relatively cheap discovery experiment along the truth curve exploring how much demand there is for me to teach this classes. Yuval "Still a trainer occasionally" Yeret PS I'm also thinking about how to serve people who are reaching out and care more about the transformation/impact of the training and my own IP than the certification aspect. (The Portfolio Agility Trail Map email course is a first foray into this space) |
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.
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...
“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....