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.
What would an Agility Guarantee look like?
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Hey Reader, I have a question for you. Let's say you're in the market for some agility improvement service. What kind of guarantee would help you differentiate between services that are likely to end up in agile theater vs ones that will guide you to improved outcomes? Here's the thing - We've been buying (and selling) Agile "Features" for way too long:
It's still pretty rare to buy (and sell) agility outcomes. Improved innovation throughput. Improved time to realized value. Improved customer centricity. And I get it. It's harder to buy and sell outcomes. As an agility advisor, I can help you enhance your agility. But can I guarantee you'll be more agile? That's pretty hard. So it's tempting to guarantee and focus on the "features". But I think it's time to work harder. To be willing to explore ways to structure engagements around outcomes. Find a way to guarantee the right things. |
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.
Ever get the feeling you’re the “agile person” in the room—brought in to run ceremonies, fix Jira boards, or play Scrum cop, but never actually invited to shape real strategy? If that hits close to home, you’ll want to listen in on my latest conversation with Michael Gerharz. Michael’s a computer scientist by training, but these days he’s known for helping leaders and teams find the right words so their ideas land, rather than getting tossed in the trash. We dug into why so many agilists get...
Hey Reader, Most days, it feels like mentioning Agile anywhere in your online presence is like the GenAI Emdash. A troll magnet. That makes it harder (maybe even unsafe) to have a real conversation. share nuanced opinions. (And its even less safe to talk about SAFe...) If you're a leader working on improving your organization, should you only listen to people that DON'T talk about Agile? That don't have any SAFe association? Does not mentioning their Agile association immediately mean that...
Picture this: you've a breakthrough strategic initiative tied to one of your company-level goals that impacts 10 teams across two product groups, as well as your GTM organization. These are all busy, overloaded teams. Those same 10 teams are also juggling five other initiatives. And the business-as-usual whirlwind. You pull this work into the backlogs and roadmaps for all these teams. Fractional slices of people across the teams will work on this. Which means it will take a while. Leaders...