Something clicked for me over the last couple of weeks as I’ve been sharing my reflections on what I’m seeing in the trenches when it comes to the journey towards Product Organizations and Product Operating Models. As a reminder, The vision of the Product-oriented organization is to have product teams: This is a great north …
Three members of a PMO are asked what they are doing: Since we’re talking about a Product-oriented Portfolio, it makes sense to treat developing it as a Product Initiative. Making sure we’re focused on outcomes, rather than checkboxes. We might use patterns and frameworks (such as a Kanban Board, OKRs, and Portfolio Reviews), but we …
Are you at the stage where traditional portfolio-level processes and behaviors present the most significant impediment to agility? I see this often. The organization spends six or seven-figure amounts on an agile transformation. Teams and Teams of Teams are working in Agile/Scrum/SAFe. Still, the promised land of outsized value creation and improvement of time to …
Does it make sense to aim for 100% utilization across the organization? Is that efficient? Whether it’s an ad agency, a factory, a product development organization, or any organization – it has a constraint. The constraint/bottleneck should be optimized, but other areas of the process shouldn’t aim for 100% utilization since that would create waste …
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 …
How would you feel if you could no longer work the way we work here? Sean Ellis, the OG Growth Hacker, came up with the PMF survey question, which has become one of (if not the) established ways to gauge Product Market Fit: If more than 40% of your existing customers answer “Very Disappointed,” you …
“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 …
While the Product Operating Model focuses on developing new Products, it has implications and potential benefits for the teams operating the business and supporting these products. (These work in the Operational Value Stream, as defined in SAFe.) Improving the Interface between Product Development and Business Operations The handoff point between development and operations is a common …
Do you ever feel like your goals are too inclusive? Being inclusive is essential for culture but not so good for setting goals. You want your goals to mean something. They shouldn’t be an excuse to enable you to continue to spread your attention all over. A question you can ask about your goal/s is …