The series of posts listed below addresses my observations and learnings to date in Organizational Transformations and Business Agility Leadership. It draws on my collective experiences…
Let’s start measuring how we’re doing in actual business terms. A great construct for using measurements and feedback that lead to operational excellence is OKRs…
If we want better results and outcomes, then something has to be changed or adapted. That’s a given, at least for the context of this…
Based on the past several years of experience as I’ve been leading business agility transformations, including driving the adoption of OKRs (Objectives and Key Results)…
This is an introductory post regarding my practical experiences with concepts from two lean-agile models and two lean-agile constructs that are emerging in the enterprise lean-agility space for…
Let’s briefly look at three topics in the context of Lean Agility for an entire enterprise: Training Coaching Lean Process Leadership Each of these topics…
Through many years of experience in leading and adapting broad lean-agile transformations, a pattern of seven concrete practice sets is emerging as a holistic systems…
Given a set of constructs aligned to Value as a starting point for execution, specifically the constructs of Impact Definitions and Business Value Increments (see Value and Activity…
This post has a targeted focus for differentiating between “Activity” and “Value”. Let’s begin with clarification of the terms: Activity is what is getting done…
There are three terms used in agile communities in various ways and they each carry different implications: system, people, and culture. Depending on a person’s perspective…