Alice wants her product organization to adopt a product operating model because she believes it’s the future of working. She’s been an early adopter of agile and lean startup methods and is constantly looking for better ways to work. Bob wants their product organization to adopt a product operating model because they have an expensive …
For the fun of it – the next time a big consultancy gives a big presentation to your organization, pitching a POM – ask them how they recommend managing this transformation. And see if what they describe looks more like a Project or a Product. For example – Will they measure vanity metrics or product …
When implementing agile portfolio management, leaders’ first—and often most daunting—question is: “Where do we start?” I’ve taught my share of frameworks. In some cases, a comprehensive blueprint or roadmap makes sense. They feel safer to people from traditional project/program management – who ARE often the exact people leading the move towards agile ways of working, …
Reader Mary shared an inspiring story of introducing modern flow metrics in parallel to classic agile metrics, such as Velocity, to improve flow on her team. If you haven’t guessed so far, introducing Flow is one of my favorite patterns for moving from mindless mechanical agile (Agile Theater) towards intent-driven principle-aware agility. There’s something about …
“Don’t tell me to implement this new process.“ “I don’t have time to discuss process.“ Many change agents I work with struggle with engaging senior leaders who don’t have time for dialogues around systems and ways of working. They also don’t appreciate being prescribed a new process. They rarely have time to learn about principles. …
End-to-end flow of value Continuous Improvement Autonomy and Empowerment Organizing Around Value Sustainable Pace Alignment around Outcome-oriented Goals Energized People Leaders who Serve Speed and Empiricism All worthy Agility Principles (at least I think so…) But why should anyone care? I mean, it’s much healthier to focus on principles than practices as a goal. But …
It seems like we are working on a lot of initiatives. Could it help to get a picture of all the initiatives and where they are in the pipeline? Would it help to make sure we involve the teams and leaders who will need to execute on initiatives in the decision when to actually start …
You’ve seen it before. The pricing page. With the three options. Silver. Gold. Platinum (nobody wants bronze) DIY. DWY. DFY. Starter. Professional. Enterprise What if you tried using “Pricing Options” when selling/marketing internal change? Revolutionary. Evolutionary. Safe. Extreme. Fast. Meeting-heavy. Meeting-less. Invitation-based. Mandatory-change based. Pull. Push. Here’s the thing Multiple pricing options create choice. Choice …
Meet change approaches F and S. S is a revolutionary change for people. It requires new roles and totally new ways of working. It is shock therapy. It requires such a leap that people often resort to faking it because it is so hard for them to change. F is evolutionary. It starts with where …
“We trained 1359 people!” “we transformed 127 teams” Enough with the vanity metrics. Ever wonder how your change initiative is REALLY doing? Think of your organization as an internal market for the change. Consider Pirate Metrics (AARRR) to see how your change “Product” is doing in this market. Acquisition (or awareness) – are people discovering our …