Middle managers can strongly influence the success of OKRs. Here’s how their job changes to support these new goals.
Just because we've always done things a certain way doesn't mean they still make sense in a modern context. Questioning means improving.
Defining your work is crucial to creativity, innovation and agility. Here are two templates to help your team do that.
Sometimes building in seemingly simple supports can strengthen a new way of working in unexpected ways. Here are two.
As we experiment we learn and through that learning we earn the right to invest more in our ideas. The Truth Curve makes that obvious.
Fixed goals equal static products and ultimately failed businesses. OKRs encourage agility both in your product and business. Here's how.
Teams working in large organisations often hand their work off to IT teams to implement. This hurts agility. Here's how to avoid that.
New ways of working can be risky and scary for large organisations. To increase their chances of adoption and success treat them like products.
In this short video I answer one of the most commonly asked questions I hear: what is shared understanding and why is it valuable?
It's hard work getting a team to gel and be productive together. Once achieved, how long should we keep that team together?