Katie Saindon and David O'Malley took the ideas in Forever Employable and put them into action immediately.
If your team is struggling to deliver top-notch work, you'll need to revisit your definition of done.
The success of your org's agility isn't solely dependent on your executives. Teams have their part to do as well.
Just because it's part of The Process doesn't mean it's the best way to do things. Earlier this year I held a webinar panel with Sense & Respond Press author Randy Silver about his new book, What do we do now?. On that panel was my former colleague Selena Hadzibabic who, today, is the vice … Continue reading Optimize your process for decision-making, not dogma
The team works for multiple weeks, sometimes months. And we launch, fingers crossed, looking daily (sometimes hourly) to see if our predictions were correct. But the customers don’t come at the level we predicted, and the numbers don’t move quite in the directions we’d hoped.
If teams don’t feel safe sharing what they’ve learned, they’ll never be agile. Psychological safety ensures teams doing discovery can implement the feedback they learn in the process anda truly be agile.
Objectives and Key Results. Ask around and you’ll hear a level of adoption across industries and domains similar to the big wave of Agile adoption in the late 00’s into the 10’s. For a 40 year old goal-setting framework, OKRs are having quite an impact on the business world. There are increasingly more books on … Continue reading What is an OKR? Here are the basics.
Recently, a long-term client of mine sent me an email with the question below (scrubbed for anonymity) after we’d spent close to a year together building a set of objectives and key results (OKRs) for the entire organization along with, what I believed to be, a clear sense of how to at least start working … Continue reading There’s no guarantee your product strategy will work. Here’s how to de-risk it.
Part of the reason organisations struggle to switch to managing to outcomes is that its difficult to measure employee performance. Once that becomes difficult, how do we know someone did a good job? How do we know if that person should receive a raise? A promotion?
For as long as I've been working professionally the visual metaphor for moving customers through an experience has been The Funnel. The idea being that we have the most amount of people engaged at the beginning of an experience and as the experience goes on, fewer and fewer people are still participating in it. You've … Continue reading Metrics Mountain: A realistic visualisation of any customer lifecycle metrics