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.
To Async or Not to Async
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So you identified a meeting people won’t miss one bit in your organization. Let’s say it’s a daily check-in. Standup. Scrum. The name doesn’t change the fact that this is an often-mentioned issue people have with approaches such as Scrum, EOS, Scaling-up, SAFe. Want to improve this event? You can try increasing focus via visualization. Reviewing team structure to ensure people actually need to collaborate. Making sure the purpose and flow of the meeting are about issue identification and problem-solving rather than collecting status reports. Focusing just on exceptions to flow rather than everything. Those are all well worth trying. But ....
Maybe by insisting on solving the issues with these meetings and sticking to them, we’re enforcing our generational preferences on younger generations who don’t share our preference for in-person meetings and formal communication. And its not just generational. People’s preferences have changed (for example due to COVID19) and they are growing especially wary of virtual meetings. So, what would a Gen Z Scrum/EOS look like? Maybe we should go to TikTok/Insta and find out… The point isn’t necessarily whether these meetings make sense: Sync, Async, or some hybrid. It is about evolving our ways of working in a way that balances empathy for the needs and wants of our “customers” (those using these ways of working) with the original intent. Async or not Async isn’t the question. Evolve or Die is. The post To Async or Not to Async appeared first on Yeret Agility. |
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.
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...
Hey Reader, Before you fix teams, fix the system they operate in. Most organizations focus their improvement efforts at the team, program, or product level while maintaining the same organizational operating system—how they make decisions, fund work, and measure success. These teams might be using the latest and greatest processes (Agile, Product Model, Lean Startup, take your pick) but they still need to manage countless dependencies. The funding and GTM processes are still following classic...
When Vered and I got married, my father-in-law gave me a very nice watch as a wedding gift. I didn’t wear a watch that often at the time. I wore the watch, but it didn’t transform me. It provided the service of telling the time, but even back in 2004, we had phones that had clocks. And I was and am pretty punctual so didn’t need that transformation. (And when you’re in Engineering/IT leadership, nobody cares about the watch you wear… at least in Israel… ) Don’t tell Eli, but that watch spent...