Is your Strategy a Waste?

"Strategy" has a bad rap in many teams - not because it's a bad thing, but because in most companies, it's disconnected.
Disconnected from reality, from their work, from the situation they are facing.
A team lead recently told me, "We're not involved in strategy. That's someone else's job. We just get told our job, and then we do it."
And that's how strategy goes to die before it's even ready to walk.

Three Signs your Strategy is Failing

Over the years, I have condensed a few leading indicators for strategic failure that help you avoid the pitfalls:

1. Strategy Without Operational Awareness

Don't get me wrong: It's not like I haven't built my own strategy slide decks.
But: most of the time, strategy builds cloud castles - created by folks who don't do the work, for people who don't do the work.
I remember having an executive explain to me their "strategy" in detail, patiently, for over an hour. Finally, I asked four questions:

• How does that relate to the work people are doing?
• What signals do you expect, to tell you whether you're getting there?
• What steering mechanisms will you be using as you drive?
• Do the people doing the work even know about this strategy?

All I got was, "That's Operations, not Strategy."
And that's exactly the kind of cloud castles I'm talking about: there's zero chance that such a strategy survives contact with reality.

2. Your Strategy is a Fixed Plan

Most companies create a strategy in fixed intervals, and then document, file and distribute it.
At the end of the strategic interval, they run a post-mortem to figure out why it didn't work.
Predictably. Every. Single. Time.
Strategy is an abstraction. On purpose. It ignores the details. It needs to - or it deteriorates into tactics.
It's built on assumptions. But these assumptions need to be validated against reality - in real time.
The missing nuances? No problem - until they become a problem. When that happens, you need to catch the signal, and adjust course:

• Without mechanisms to capture whether your understanding of your situation is your situation, you're hallucinating, not strategizing.
• As time progresses, your deck drifts further and further from reality. The answer isn't spending more time on better slides: it's adaptivity.
• When internal and external conditions make your strategy unfeasible, you need to adjust your strategy, not the work.

3. Your Strategy isn't Aligned with Execution

I was amazed when working with a CEO who was so adamant that his strategy was clear - and nobody knew what to do with it!
Yes, his closest circle had seen the slides, but this "strategy" was a mumbojumbo of sloganized buzzwords like "AI-powered innovation empowered with data-driven decision-making" and "Industry leadership with future-proof paradigms."
People simply wanted to know, "Do you want to strengthen existing products, or diversify?" - but none of that was answered: Execution simply drifted mid-air.

The misunderstanding?

• Strategy doesn't need fancy words. It needs to connect: What customers need, what people do, and how people think.
• You're not defining strategy for executives. It's for execution. If you can't tell me how you execute, you're blank.
• If your execs don't know how to talk to workers, and vice versa, your strategy gets "lost in translation."

How to Close the Gap

Closing the Strategy-Execution gap is not optional. If you don't, you'll burn money, drive off your best people, and lose out on market opportunity. A coherent, executable strategy is not a "nice to have" perk - it's necessary to run a sustainable business. Incoherence, however, creates waste and friction - translating into money spent for nothing, and money not earned. So here are a few tips to help you close the gap:

Map the Situation, then the Destination

Of course, you need a vision - but "a vision without a plan is a hallucination." And a plan includes a transition "from here to there." That means:

• Where are we today?
• How will our situation be different?
• What are the key moves we're going to make?
• What is needed in order to make these moves?

Many "strategies" fail as key moves are not realistic based on today's situation, or the preconditions for making a move are out of sync with the available capabilities and resources.

The people who know the situation, and how to change it? These are the execution folks - which is why they need to be at the table when you close the gap.

Build Real-Time Feedback

If your strategy is fire-and-forget - let me tell you: it's forgettable.
Strategy that has a bite connects outcomes with metrics, signals, feedback, and conversations.
Strategic Post-mortems aren't a sign of a healthy strategic process: they're a sign that your process isn't built to succeed.

Make Strategy Responsive, Not Directive

Percolating strategy top-down is the most pervasive disease corporations have, and too many small companies get inspired to adapt it, even though the results are mediocre and failures massive. Strategy is a map and a compass - not the road. The road needs to be built, and that is execution.
The people deciding distance, speed and direction don't even have the information or bandwidth to concern themselves with every rock or tree on the ground. That's okay - but their ability to succeed depends on taking these things into account.
That's why you need a responsive strategy - one that adapts as necessary without losing the way, or the plot.

Co-Create With Execution

The best strategies build momentum from "where we are" by leveraging the strengths that are already there. Ask the people who are executing the work what they see as meaningful steps, and where they believe resources are mis-invested, you'll be amazed.
A good strategy should have clear, actionable goals, and be immediately relatable to people's daily work. If people can't say where they fit in the big picture, you've found the problem already. And it's either that people didn't get connected, or that there is no connection. In either case, you can adjust right there, right then - and don't need to wait for a post-mortem held in an ivory tower among people, none of whom know why the strategy failed again.

tl;dr

Most strategic failures aren't caused by a "bad strategy" or "poor execution." They died in the strategy-execution gap - and when that happens repeatedly, teams lose trust in "strategy." But it's not hopeless. There are a few things you can readily do to improve - starting today Map the situation, wire in real-time feedback, and make strategy responsive and co-created. Close those loops, close the gap.

The Castle Is Under Siege - are you the bard?

“If you focus on people being busy, you get people being busy.”

You’ve probably heard that one in some Agile training or coaching session. It sounds profound. But it’s often used in ways that are… well, wrong.

This kind of slogan gets thrown around as if it’s gospel. It’s Agile Coaching Dogma: stemming from half-understood principles and applying Goodhart’s Law in isolation.

Let’s be clear: it’s nonsense. And it misdirects.

The Castle Under Siege

Imagine a medieval castle under siege.
Enemy troops on horseback are approaching fast.
The guards are scrambling to prepare.

The defenders need bows: Everyone will be dead if the siege succeeds.

But there’s only one fletcher.

He’s already buried in work, literally stringing bows as if his life depends on it. There’s a line of guards waiting, each of them waiting for a bow. He’s clearly under pressure.

Meanwhile, his apprentice is chasing that irritating mouse which gnawed at the bread overnight.

Just at that moment, a bard arrives with a clearly urgent request:: “ My mandolin broke, and I really need you to take a look. It’s for the royal banquet tonight. The king will be very upset if there is no music!”

So what’s the real problem?

The issue here isn’t just who’s busy — it’s how busy they are - and what they’re busy with.

What we're talking about here isn’t micromanaging everyone’s calendar. It’s understanding the Critical Path and applying the Theory of Constraints.

1. You have a bottleneck on your Critical Path to success.

The fletcher is the bottleneck. No bows = no defense. No defense = everyone's dead. Preventing that situation is the mission. Everything else is a means to this end.

2. The performance of the bottleneck defines the outcome.

In any system, the bottleneck limits total performance. Here, it's the speed at which the fletcher produces bows which defines whether the castle stands or falls.

3. When the bottleneck is overburdened, stop everything that doesn’t contribute to the Critical Path.

Seriously - cancel that mandolin repair request. Forget that status report. And that retrospective can wait until the archers are equipped.

4. Everyone else's job is to support the bottleneck.

Even if they're inefficient. Two guards stringing bows badly still gives you more bows than one fletcher collapsed from being overworked.

"But they're not specialists, it's not their job description, they aren't trained ..." - you underestimate human ingenuity. They will learn. They will grow. And even if they can't do all of it, there's most certainly some steps where they can relieve your bottleneck.

5. If others are blocked, and it’s not on the Critical Path?

That’s not the bottleneck’s problem. Trying to make it the fletcher’s problem only increases the risk of failure.

Everyone has their own "highest priority. And that's exactly the problem: not knowing the Critical Path, not understanding the price your request towards the bottleneck has in the Big Picture - that's how you destroy performance and slow everything down!

Does it resonate?

In a cartoon, the issue is obvious. You see the problem.

But in real organizations?

• Workloads are hidden.
• Everything seems critical.
• Risks are opaque.
• Goals are unclear.
• And attention is given by status and urgency, not by impact.

So what happens?

• Managers ask the fletcher to put down the bows and provide a status update.
• Consultants draw the fletcher into working sesstions to map the fletching process.
• Agile Coaches pull the fletcher into a retrospective and point out that skipping the Dailies means he's not embracing Agile.

Meanwhile, the castle is about to be overrun.

The brutal truth

The fletcher doesn’t need your coaching right now. The fletcher doesn’t need an alignment workshop. The fletcher needs help!

If you’re not helping, get out of the way. And then figure out how you can help.

This is Theory of Constraints

• Identify the bottleneck.
• Utilize the bottleneck.
• Protect the bottleneck.
• Support the bottleneck.

Not everyone in your company is the fletcher. But someone is. Do you know who?

And if you’re not helping them?

You just might be the bard.

Organisational GRIT

Many people wonder, "What's the difference between a successful organisation, and one that struggles?"
Throughout my decades of consulting and observation, I have observed four factors that I call "GRIT."
Take heed of these, and you're most likely in good shape. On the other hand, ignore these at your own risk.

The GRIT Factors

When analysing what's going on in a company, there are four factors at play that create GRIT - in healthy organisations, these are naturally tended to and require little effort.

However, unhealthy systems of work neglect one or more of these, with dire consequences:

Goals

The first factor of a healthy system of work is that people have clear goals: things we want to achieve in the future. That can be the personal goals, team goals, business goals.

Best case, everyone has all of these - and all of them align.

Worst case, people have no goals, in which case they will show up just to get paid.

The worst case scenario lends itself to all kind of doomsday scenarios for a business owner: nothing getting done, people wasting their time with unfruitful conflict, or people leaving to make more from their life.

Relationships

The second factor of a healthy system of work is that people have positive relationships with the people around them. That includes their team, other departments, business partners and customers.

Best case, everyone has sustainable, sufficiently close relationships that make their network resilient.

Worst case, people's relationships are toxic or adversarial.

I don't think it requires further explanation what happens when the customer is treated like an enemy - but many organisations seem to be entirely oblivious to the cost in time, effort - and ultimately money - that is wasted with infighting.

Improvement

The third factor of a healthy system of work is that people continuously pursue improvement at all levels: make work faster, easier, better. Reduce risk, friction, cost. Make customers happier. Go home with less stress and more happiness.

Best case, the system of work makes that a natural part of the work, and everyone actively contributes.

Worst case, processes and tools deteriorate and everyone is looking the other way.

It's easy to figure out what happens when improvement is not part of people's thoughts or actions, but that's the reality in many organisations: The tyranny of the Urgent makes improvement fall over the edge until the cost of fixing things has reached frightening levels, and people are scared to even get started.

Tomorrow

The fourth factor of a healthy system of work sounds very abstract - "tomorrow" - so let me make it a bit more tangible: Tomorrow, a competitor may arrive on the market. Your business model may get disrupted. A key player in your team may move on. Are you prepared?

Best case, the company is constantly and persistently putting efforts into being prepared for the uncertainties and inevitabilities of tomorrow, and people are not scared to look into the future.

Worst case, everyone knows that the business is heading downhill, but people close their eyes to this uncomfortable reality. And with every day, the looming specter of Tomorrow becomes more threatening.

It doesn't take a lot of imagination where a company is headed when they have no plans for Tomorrow. And yet, few can articulate a clear plan.

Building GRIT

Building a company with GRIT is easy if that's how you've always done it. But if you've never done it, it's staggeringly hard. In fact, it seems insurmountable. So I'll give you a few pointers for getting started on the journey of building GRIT.

1. Itemize the most important Challenges, Opportunities and ongoing Activities in each sector.
2. If a sector has few or no items in it, it's a blind spot. Take some time to think!
3. Ask yourself, "How can we improve our situation?"
4. Take action on the first item and see where it leads you.

Now, that wasn't hard, isn't it?

From now, you may frequently revisit your GRIT matrix, see what pops up and whether you're making progress.

By taking GRIT building serious, you will see a significant reduction in risk, stress and fear - and significant boosts in sustainability, employee satisfaction and business outcomes.

Give it a try!

Check your moral compass

In the fantasy world of "Dungeons & Dragons", a character's actions are often defined by their moral compass - a system that categorizes ethical and moral perspectives. As Managers or Agile Coaches, understanding where you and your teams stand on this moral compass can offer valuable insights into team dynamics and individual behaviors, both why you behave the way you do - and what you may need to change about your beliefs and values in order to gain different moral outcomes.

The Moral Compass

The "Moral Compass" has two axes which combine to form nine possible alignments. This quiz is designed to help you discover your alignment within the context of a product development team. Understanding your alignment offers insights into your natural tendencies, decision-making style, and how you might interact with your team.

Before digging in, please realize that the Moral Compass does not pass any judgment on you - much rather, it helps you determine whether there's a gap between where you are and where you want to be.

There is no "right" or "wrong" alignment. The one you get represents you - and it's up to you to determine whether you are happy with that. In the past, I have made >my own considerations and was rather shocked - then happy - where I stood.

Try to answer the questions sincerely, and see where you land. You need to answer all 8 questions to see the result. (we do not store any data - it's 100% safe!)

The Moral Compass Quiz

A team member working on an urgent, critical task is struggling and may fail to deliver on time. What do you do?

I'll skip my daughter's birthday to help them out. Their problem, we'll see tomorrow what happened. I'll ask how they're doing, but will stay uncommitted.

A team member accidentally shares confidential information that could benefit you. What do you do?

Put it into "The Folder." It may come handy later. Report their mistake to our manager and ensure it’s handled correctly. Do nothing: They can handle it.

Your team needs a management decision, but your manager is away. What do you do?

Step in and take charge to keep the team moving. Follow the protocols and wait for the manager's return. Make and own the decision as a team.

Your team has an unrealistic deadline. There is a shortcut, but it violates a governance rule. What do you do?

Take the shortcut to meet the deadline. Stick to the rules, even if it means being late. Weigh the pros and cons before deciding.

A team member is being unfairly criticized during a meeting. How do you respond?

Defend them and let the perpetrator know they are being disrespectful. Interrupt the meeting to stop the criticism immediately. Wait. Afterwards, have private conversations with the critic and the criticized.

The team is divided on the best approach to a problem. What do you propose?

Encourage a balanced discussion while remaining impartial. Play "Thunderdome:" Two ideas in, one idea out. Create a decision proposal and have your manager decide.

A manager insists that you release a dangerously faulty product in order to keep the timeline. What do you do?

Secure your position by satisfying the manager in a way that lets you to deflect blame. Refuse to release the product and use the Whistleblower policy. Consider the request, but weigh the consequences.

You're tasked with institutionalizing a new, unpopular policy that benefits the company but harms people. What do you do?

Enforce the policy strictly and without exception. Implement the policy and work to mitigate its negative effects. Use the policy to your advantage.

Your alignment is: Undetermined.

Conclusion: Interpreting Your Results

Once you complete the quiz, your alignment will be revealed. Here's how you can read the results:

• Lawful Good (LG): You follow the law and act altruistically. You likely prioritize processes and structured approaches while ensuring the well-being of your team.
• Neutral Good (NG): You do good deeds without a strong adherence to law or chaos. You balance flexibility with a focus on positive outcomes for your team.
• Chaotic Good (CG): You act altruistically but value personal freedom over order. You may encourage innovative and unconventional solutions that benefit the team.
• Lawful Neutral (LN): You follow the law or a personal code strictly, without consideration for good or evil. You value consistency and reliability.
• True Neutral (TN): You maintain a balance between all opposing forces. You adapt to various situations, ensuring balance and harmony within the team.
• Chaotic Neutral (CN): You value personal freedom and follow whims without regard for good or evil. You bring creativity and spontaneity.
• Lawful Evil (LE): You use laws and rules in your own favor. Be cautious - this can make you the cause of unproductive conflict!
• Neutral Evil (NE): You do whatever it takes to achieve goals, whatever the cost. This alignment can be problematic with regards to collaboration and trust.
• Chaotic Evil (CE): You act purely out of selfishness, with no regard for laws or other people. This can severely harm team dynamics.

Understanding your alignment can help you identify areas for personal growth and improvement. It can also foster better communication and collaboration within your team by recognizing and respecting different perspectives. Use this knowledge to enhance your effectiveness and to support your team.

I will leave you with three questions to reflect upon:

1. "Why am I like that?"
2. "Do I want to be like that?"
3. "What does this mean for those around me?"

How do we make money?

Understanding how to generate revenue is a critical aspect of running a successful business. The way a business owner approaches the question, "How do we make money?" can reveal a lot about their strategy, priorities, and focus. This seemingly simple question is extremely profound: the answers are crucial to business success. But: how do you ask the question?

Intonation matters

Try emphasizing different words in this simple question: you'll see how various facets of running a business gain the spotlight.

In the table below, you can see how different emphasis leads you to explore how different perspectives influence business decisions and strategies. This analysis helps in pinpointing key areas for improvement and ensuring that the business's efforts are aligned with its financial goals.

Emphasis	Focus	Key Questions
How	Means	What are the specific steps, techniques, or strategies we are using to generate income? Are our current methods effective, or do we need to explore new ones?
Do	Confirmation	Are we actually making money? Can we confirm that our business activities are resulting in revenue? Let's verify our earnings and ensure our efforts are paying off.
We	People	What role does each member of our team play in making money? How does our collective effort contribute to our revenue? Is everyone contributing effectively?
Make	Generation	What activities or products are we creating that generate income? Are we being innovative or productive in ways that increase our revenue? How can we optimize our operations to make more money?
Money	Outcome	How well does our business drive profit? Which of our actitivies are aligned with the creation of profit? How do we ensure the business stays efficient in producing a positive bottom line?

You may find different questions and different answers for yourself. Whatever you discover - be aware that the answers are unique. They define your business. You can not copy these answers from others, nor can we give you the "right" answers.

If you find this exercise inspiring, and haven't had enough: try emphasizing two words and see how that changes your answers.

Conclusion

Dissecting the question "How do we make money?" by emphasizing different words provides valuable insights into the nature of your business.

Each emphasis highlights a different aspect of the business - from the methods and processes employed to the roles of the team members and ultimately, bottom line benefits.

By carefully considering these perspectives, business owners can develop a more comprehensive and effective approach to revenue generation, and also learn where currently, there are gaps between expectation and reality. This nuanced understanding enables them to optimize their strategies, enhance teamwork, and prioritize actions that lead to sustainable financial success.

Remember - the path to a successful business is not just about the end result but about the journey to get there.

"Agile" is not sacred

Some people believe that "Agile" or the ideas propagated by Agile practitioners should not be criticized. They view such criticism as a lack of understanding of Agile or disrespect for Agilists. I disagree. Let's delve deeper into this matter and explore how criticism intersects with science, reasoning, and growth intersect to bring Agile principles to life.

Agile is not a Religion

It's tempting to defend Agile against criticism. But this turns the pragamtic, empirical approach into religious zealotry - We shouldn't hold a Holy Writ or Prophets over observable truth and evidence: Agile is not dogmatic. It thrives on openness, interaction, and an objective dissemination of plausible ideas. Treating it as an unassailable dogma turns this dynamic way of doing the best thing possible into a cultic practice.

The Cult of Dogma

Trying to staunchly defend "Agile" against critique creates a paradox: Agile, by design, thrives on openness, interaction, and the pursuit of better solutions. Turning it into a dogma stifles progress and growth. Dogmastism —whether religious or ideological— resists questioning and dissent. Agile, however, would welcome both.

Agile is Dynamic

"Agile" isn’t etched in stone: it’s living, evolving. Its core values highlight the need for continuous reflection and adaptation. Agile practitioners must embrace critique as a catalyst for growth.

Science and Agile: Kindred Spirits

"Agile" was conceived out of frustration with heavyweight project management methodologies that led to more failure than successes. Its founders sought an alternative that valued interaction, collaboration, flexibility, and responsiveness. That's the opposite of religious dogmas: Agile doesn’t demand unwavering faith. Instead, it encourages empirical experimentation and adaptation.

A place for skepticism

Scientific progress hinges on skepticism, curiosity, and the willingness to challenge prevailing theories. Agile shares this spirit. When practitioners question assumptions, experiment, and learn, they embody the scientific mindset. Agile’s empirical approach encourages us to scrutinize practices, discard what doesn’t work, and refine what does. It’s a departure from dogma, where adherence trumps evidence.

Welcome Valid Critique

An idea or practice that can’t withstand criticism is inherently flawed. Rigorous examination sharpens our tools. When criticism arises, we need to either debunk the critique with evidence or adapt our approach to the criticism. Agile’s resilience lies in its ability to evolve based on valid feedback. It doesn't coincide with flat out rejecting uncomfortable ideas.

Lab conditions

Imagine Agile as a laboratory: a space where hypotheses are tested, results analyzed, and theories refined. Just as scientists revise their models based on feedback and empirical evidence so do Agile practitioners need to do. A laboratory mindset encourages us to embrace critique, learn from failures, and iterate toward excellence.

No Sacred Cows

As long as we stick to our assumptions irrespective of the evidence, we will struggle to produce best possible outcomes.

Letting go of ideas

Metaphorically speaking, Agilists need to wield a cleaver to butcher sacred cows — those unquestioned beliefs or practices that stand between us and excellence. This helps us evolve, learn from mistakes, and refine our approaches.

Being flexible

Agility relies on flexibility, adaptability, and learning. Rigidity stifles growth. By remaining open to change and questioning established norms, we create an environment where innovation thrives.

Scrutiny and Validity

Ideas need to be subject to constant scrutiny. Rigorous examination sharpens our understanding and ensures that only the most reliable concepts are propagated. Emotional reactions or thought stopping hinder progress.

The Crucible of Scrutiny

Agile thrives when subjected to rigorous scrutiny. Just as metals are refined in the crucible, Agile ideas are honed through examination. When we question assumptions, we refine our understanding and discard what doesn't hold up. Scrutiny isn't a threat; it's a catalyst for growth.

Emotional Resilience

Emotions have their place, but they're often a bad advisor when dealing with criticism. It's natural to respond to critique with an emotional reaction that clouds our judgment. Reason, logic and evidence are much more reliable guides when emotions flare.

Constructive Criticism

"Agile" benefits from constructive criticism. Rather than approaching dissent with negativity, we can understand it as a means to foster growth, refine our practices, and elevate our performance.

Avoid Buzzword Bingo

"Agile" arguments often deteriorate into buzzword bingo — where catchphrases replace substance. Avoid jargon and focus on substance: Show me the "better way" with clarity, backed by evidence. Buzzwords won't impress anyone looking for serious answers.

Be Positive

Criticism is not an attack that needs to be defended against. Instead of shutting down the question, let's open up a conversation. By challenging assumptions, we contribute to growth. But likewise: Simply lashing out at something stifles progress. This won't lead to improvement.

Be Reasonable

Ad hominem attacks and Gaslighting have no place in a collaborative environment. Instead, let's engage in thoughtful reasoning. When you disagree, present your case logically. "Agile" thrives upon the respect of differing viewpoints, perceiving uncomfortable questions as invitations to learn.

Summary

Agile isn't a fixed monument; it's a dynamic garden. Water it with constructive criticism, prune away dead branches, and watch it flourish. Let's cultivate growth, learning, and respectful discourse.

Understand Perspectives

Quite often, people jump on a point they disagree with using statements like, "You are wrong," or "You are ignorant ..." While the second has some merit when people literally talk about subjects they are unfamiliar with - the issue we need to talk about is the matter of perspectives. Everyone, regardless how informed, has a perspective based on where they stand. Let us discuss how this understanding helps us build better communication and relationships.

Whenever we interact with others, understanding and appreciating diverse perspectives is crucial for effective communication. Assumptions and assertions as well as our own bias can easily have us miss important points, fail to build agreement, and ultimately result in failure to come up with an effective way forward.

Who is right?

In the pursuit of truth and understanding, we quickly encounter contrasting perspectives. In order to pursue growth and collaboration, we need to acknowledge diverse viewpoints and also successfully navigate conversations to come up with solutions.

Assertive statements like "You are wrong," "You should ..." or a sentence that categorize the person are often hastily thrown into the discourse, with consequences that reach far beyond the statement itself.

This style of communication hinder productive dialogue and pollutes the atmosphere - individuals who get attacked with such statements are less inclined to explore, learn, and collaborate:

Defensive Reactions

Statements asserting that someone is "wrong" or "ignorant" come across as verbal violence and can trigger defensive reactions. People become less open to considering alternative viewpoints and focus more on defending their own position.

Communication Breakdown

Assertive language without considering the other person's perspective may lead to a breakdown in communication. It can create a hostile environment where participants feel attacked rather than engaged in a meaningful discussion.

Strained Relationships

Telling someone what they must think strains interpersonal relationships, as this implies an imbalance of power. Building mutual respect and understanding becomes challenging when communication is characterized by one-sidedness.

Closed-Mindedness

Assertive statements often contribute to a closed-minded atmosphere, where participants are less likely to engage in open-minded exploration of different ideas. Feedback that a perspective is not welcome will hinder the potential for collective learning and growth.

Barriers

When dismissing another person's perspective outright, they are unlikely to consider the perspective of the dismissing person more valid than vice versa. With this default position, dialogue is extremely challenging.

Missed Opportunity for Understanding

Categorical statements may close off opportunities for understanding the nuances of the other's viewpoint. They often assume a binary right-wrong dichotomy, neglecting the possibility that both perspectives can offer valuable insights or even overlaps.

Ten tips to improve your communication

Aggressive language is evitable. Instead of using confrontational language, here are some tips for a more constructive approach:

Express Curiosity

Instead of asserting that someone is wrong, express curiosity about their perspective. Ask open-ended questions to understand their reasoning and the experiences that shape their viewpoint.

Listen Actively

Practice active listening to truly understand the nuances of the other person's perspective. Engage in the conversation by paraphrasing, summarizing, and asking clarifying questions. This demonstrates a genuine interest in their viewpoint.

Adapt and Connect

Be aware of the different cultural backgrounds and adapt your communication style accordingly. This fosters a respectful environment and also promotes effective understanding.

Seek Common Ground

Identify areas of agreement or common ground before delving into differences. This can create a foundation for more constructive discussions.

Acknowledge Agreement

Acknowledge valid points from the other person's perspective. Recognize areas of agreement to build rapport and establishes a foundation for finding common solutions to shared challenges.

Use "I" Statements

Share your own perspective using "I" statements to convey your feelings and thoughts without implying anything about the other person's perspective.

Offer Information

You may believe the other person might benefit from additional information. Consider sharing it in a way that is informative and invokes curiosity. Prescriptive suggestions trigger defensive mechanisms, and these do not advance the conversation.

Be Patient

If your perspective is not immediately understood, exercise patience and elaborate your perspective. Use clear and concise language, provide examples, and repeat your key points to ensure effective communication.

Frame respectfully

Frame disagreements as differences in perspective rather than absolute right or wrong. This allows for a more respectful exchange of ideas.

Stay Constructive

Apply constructivism when you offer feedback. Focus on the specific behaviors or ideas that you want to address. Avoid making personal attacks. This encourages a positive and solution-oriented atmosphere.

Don't worry if you miss out on using these occasionally - it takes a lot of practice, self-awareness and patience to master these.

Conclusion

In the complex landscape of communication, the ability to navigate diverse perspectives is not only a skill but a necessity. By adopting a mindset of curiosity, empathy, and open dialogue, we can transcend the limitations our own biases and beliefs. Avoiding the use of overly assertive language helps us create environments conducive to mutual understanding and collaboration. As we engage in discussions, let us remember that true progress lies not in scoring points by declaring someone "wrong" - but in our collective willingness to explore, and embrace the richness of human experience.

It takes a tremendous amount of courage to open up a controversial perspective when the response might be backlash, personal attacks or outright bullying. Ask yourself: Do you want to be the person who makes it easier, or harder, for others to say what they think? Do you want to be the one who builds bridges, or burns them? Do you want to work towards understanding - or hostility?

With that, I would leave you with the following default stance - whenever someone starts a conversation,

Assume Positive Intent.

10 Signs You're Facing an Agile Fanatic

As "Agile" popularity rose in recent years, so did fanaticism — a rigid adherence to a fixed set of ideas that doesn't embrace the spirit behind them. In this post, we'll delve into ten signs that may indicate a person's journey into Agile has taken a detour into fanaticism. From dogmatism to denialism, we'll unravel the subtle but impactful shifts that can hinder the true essence of Agile and its intended goal: delivering value to customers.
So here we go -

Denialism

Denying the existence of bad Agile practices "because I've never seen that" hints at a lack of awareness and narrow-mindedness.

See also: "Argument from Ignorance."

Tunnel Vision

Rejecting ideas from anyone who isn't a recognized Agile Thought Leader indicates a narrow perspective and a filter that severely restricts opportunities to grow.

See also: "Ad Hominem Fallacy."

Guru Idolatry

A line of reasoning that depends on quotes from Agile gurus, using the name of the gurus as the primary evidence, may not have a point to begin with.

See also: "Argument from Authority."

Manifesto Memorization

Reciting the Agile Manifesto from memory without flexibility in its application reveals an unhelpful focus on form over function.

See also: "Formal Fallacy."

Dogma Defense

When the first reflex is to reject ideas conflicting with "Agile," without entertaining their possible validity, opportunities for improvement are lost.

See also: "Personal Incredulity."

Framework Fundamentalism

Insistence that a "proper" use of an Agile framework is necessary - shows a misunderstanding on the core Agile concept of adaptivity.

See also: "False Dilemma."

"Not Real Agile"

Labeling deviations from a personal interpretation as not "real" Agile betrays unconstructive dogmatism that doesn't encourage finding better ways of working.

See also: "No true Scotsman."

Purity Over Delivery

Prioritizing the "correct" application of "Agile" practices and methods above the delivery of valuable products to customers necessitates reevaluating one's focus.

See also: "Slippery Slope."

Blaming

Immediately responding to challenges or failure by blaming others for incorrectly following Agile practices destroys trust and the opportunity to address the deeper issues.

See also: "Attribution Error."

Elitist Tribalism

Those who separate the world into the categories "Agilists," "Those who can be converted," and "The irredeemable rest," not treating the latter as equals - are dangerous company.

See also: "Othering."

Conclusion

Always remember that Agile is ultimately about suceeding and helping others succeed. Flexibility, collaboration, and continuous improvement lay the foundation for this success. Embrace the principles, resist the notion of dogmatically following ideas or practices. This paves the way for a more resilient, innovative, and ultimately successful Agile journey.

If you spot signs of fanaticism in yourself, reconsider your position. If you spot some signs in those around you - address them. And if someone gets a full Bingo on the list above - do yourself a favor and steer clear.

The OPEN Transformation Roadmap

When looking at SAFe's "Implementation roadmap," we basically see "Training, training, training, training, do something, training, training, training, bye - have fun!" That looks great if you're a trainer - but it has little to do with how I, as a coach, perceive the journey of organizational change.
In this article, I'm trying to give you a short summary on how I personally perceive a change initiative - with "OPEN Transformation roadmap!"

Organize
Group	Activities	Objective
Change Direction	Formulate Change Objectives Coalition Formation	A guiding coalition that agrees on clear, relevant change objectives.
Change Planning	Change Backlog Change Coordination Organize Calendar	An overview of the predictable activities - what, when and by whom.
Knowledge Foundations	Basics Training Self-Study Q+A Sessions	Everyone has a fundamental understanding of the changing principles, practices - and what it means for them.
Role Alignment	Role Clarification Coaching Touchpoints	Those actively leading and conducting the change understand their roles and responsibilities.
Prepare
Flush the System	Identify hindering Tasks, meetings, roles & responsibilities Identify incompatible Incentives & Measurement Categorize current hinderances Determine flushing actions	Hindrances to change and suitable resolutions are identified, and resolution begins.
Change Overview	Problem-Solution Fitness Assessment Change Recommendations Extend Change Backlog	There's a map connecting Status Quo, change opportunities and the desired future state.
Team Preparation	Team Structure Planning Working Environment Setup Tooling Configuration Calendar Revamp Kick-Off Event	Teams are known and have the necessary means to get started.
Content Readiness	Content Preparation Feature Refinement Establish Backlog	Content and backlog items are prepared, refined, and established to start development in the new ways of working.
Execute
Event Setup	Establish Events Prepare Events with Role Holders Coach-led Events Team-led events with Coaching support	Events are set up, facilitated, and embraced by the people doing the work. Collaboration, transparency, and continuous improvement thrive.
Continuous Support	Daily I&A Sessions	Regular sessions where the change coalition reviews and adjusts their ongoing application and learning on the new ways of working.
Next Steps
Ongoing Support	Active Coaching Disengagement On-Demand Coaching	People receive Coaching support to address situational challenges and needs.
Change Review	Change Benefit Analysis Closing Assessment Further Recommendations Update Change Roadmap	The current state is transparent, recommendations for adjustment and further change are acknowledged and pursued.
Conclusion	Celebration Retrospective Wrap Up	The Adoption itself is concluded, and the organization continues on their Continuous Improvement and Learning Journey.

And yes, the acronym was chosen deliberately: First, it's catchy and memorable. It radiates confidence that we know what we need to do. And most of all: it makes explicit what needs to be emphasized: The "roadmap" itself is OPEN, and it leads ... into the OPEN!

An Organizational Measurement System

"How can we create a measurement system for an agile organization?"

There are more and less helpful approaches, and there's also a lot of situational context to consider. And yet, in the big picture, there are numerous metrics that (almost) universally make sense, at least to consider.

"Metrics" by craiyon.com

Metrics Context

Before exploring the metrics, we need to consider that each of these metrics applies in a specific context. For example, Strategy metrics are of secondary concern to team members, whereas Team metrics might be of secondary concern to strategic management. When talking about "secondary concern," that means: "We understand what's being measured, and we should be informed about relevant information coming out of these metrics, but our focus is elsewhere."

While in traditional enterprise contexts, these levels are often staffed with separate individuals, the contextual structure of the metric levels doesn't necessarily coincide with a hierarchy: In a startup, a single individual in a 1-person company might have to make decisions at any of the respective levels, and separation of concerns helps to clarify the context.

The measurement system

Different metrics are applicable at the different organizational levels, and they are only of limited value at others. We discern Leading Indicators and Lagging Indicators. The key difference between these two is that leading indicators enable predictions, whereas lagging indicators provide information that could trigger further inspection and potentially adaptation. A balanced mix of leading and lagging indicators in all core domains (Technology, Organization and Product) provide a solid basis for data driven decisions.

To keep this list somewhat manageable, some metrics, such as for example, "Flow," are comprised of an entire set of standard metrics encompassing this performance indicator.

A potential KPI system for an Agile organization

Layer	Technology Metrics	Organization Metrics	Product Metrics
Strategy	Technical Capability Development Flow	Strategic Risks and Impediments Strategic Information Quality Initiative Alignment to Strategy Budget Allocation Employee Empowerment and Engagement Execution Capability	Market Share Market Analysis Innovation Index
	Development Value Stream Performance Technology Attrition	Value Chain Performance Plan Execution Rate Investment Efficiency Strategic Risk and Impediment Resolution Flow Communication Effectiveness Employee Retention	Customer Retention and Growth Revenue Growth from Initiatives Objective Achievement
Portfolio	Technical Investment Plan Strategic Execution Alignment	Initiative Pipeline Capacity Forecast Portfolio Health Portfolio Risks Key Person Risks Competence Index	In-process Inventory Lifecycle Horizons Product Health Value Differentiation Customer Satisfaction Investment Decision Criteria Revenue Forecasts
	Product Releases Risk Variability	Ability to Execute Portfolio Delivery Flow Portfolio Risk Flow Strategic Initiative Budget Variance Portfolio Resource Utilization Efficiency	Initiative Health Hit-Miss Ratio Benefits Realization Customer Satisfaction Long-term Financial Performance
Product	Delivery Frequency Delivery Cycle Time Deployment Frequency Deployment Success Rate	Dependency Map Risk and Impediments Flow Risk Escalation Frequency	Product Backlog Size Feature Lead Time
	Release Frequency Release Quality Service Quality	Delivery Flow Efficiency In-Process Inventory Constraint Performance Product Risk Flow	Product-Market-Fit Product Usage Net Promoter Score (NPS) Feature Time-to-Market Customer Growth and Churn
Team	Continuous Delivery Performance Mean Time To Detect (MTTD) Mean Time To Restore (MTTR) Code Quality Automated Test Coverage	Skilling and Competencies Innovation and Ideation Rate Process Throughput Rate Known Risks and Impediments Impediment Resolution Throughput Impediment Escalation Rate Process Flow Efficiency	Customer Proximity Feedback Quality User Research
	Continuous Integration Performance Technical Debt Mean Time Between Failure (MTBF)	Ability to Execute Meeting Effectiveness Team Morale and Satisfaction Employee Retention Rate Process Throughput Yield	Inventory Dead Features Customer Engagement Customer Feedback

The organizational levels

This section contains information about the various organizational levels referenced above.

Strategy level

The Enterprise Strategy level defines the long-term direction, vision, and objectives of the entire enterprise. It plays a crucial role in setting the overall course for the organization and aligning it with its core values and mission. This level focuses on making strategic decisions that guide the allocation of resources, determine key initiatives, and ultimately drive the success and growth of the business.

In addition to defining the strategy, this level is also accountable for communicating the strategic direction throughout the organization. Effective communication ensures that all employees understand the vision and are aligned with the organization's goals. It also enables teams at lower levels to make decisions that are consistent with the overall strategic direction.

The Enterprise Strategy level contributes to the organization's success by providing a sense of direction and focus. It helps prioritize initiatives, allocate resources effectively, and avoid wasteful activities that do not align with the long-term goals. This level fosters a cohesive and unified organization that works towards a common purpose. It provides a roadmap for other levels of the organization, allowing them to plan and execute their work in alignment with the broader strategic objectives.

Portfolio Level

The Portfolio level in an organization is responsible for managing and optimizing the collection of projects, programs, and initiatives that collectively contribute to achieving the enterprise's strategic objectives. This level exists to ensure that resources, including financial, human, and technological, are allocated efficiently and effectively across various value streams and projects, aligning them with the overall business strategy.

Portfolio management plays a vital role in evaluating initiative proposals, assessing potential risks and benefits, and determining their strategic fit. This includes analysing factors such as expected outcomes, investments, resource requirements, and potential impacts on other ongoing initiatives.

Additionally, a portfolio fosters alignment and collaboration between different business units and departments by coordinating initiatives and ensuring they complement each other. The Portfolio level avoids duplication of efforts and helps maintain a clear focus on the enterprise's overall strategic direction. This enables the organization to invest in the right initiatives at the right time, and make informed decisions about staffing, resource allocation and project prioritization. This level also provides visibility and transparency into the status and performance of the entire project portfolio, helping stakeholders track progress and make data-driven decisions.

Portfolio agility facilitates strategic agility, allowing the organization to adapt its portfolio in response to changing market conditions and emerging opportunities. By regularly evaluating and adjusting the portfolio based on business needs and performance data, the Portfolio level ensures that the organization stays on course to achieve its strategic goals while remaining responsive to dynamic market forces.

Product Level

The Product level in an organization is focused on delivering value to customers through the creation, enhancement, and management of products and services. This level is dedicated to understanding customer needs and preferences, translating them into actionable product features, and ensuring that the delivered products meet high-quality standards and align with the overall business strategy.

At the Product level, product managers, product owners, and cross-functional teams work collaboratively to design and develop products that address customer pain points and fulfill market demands. They define the product vision, strategy, and roadmap, taking into account market research, customer feedback, data analytics, and business objectives.

The Product level is responsible for understanding market trends, customer preferences, and competitor analysis. They use this information to identify market opportunities and define a clear product vision that aligns with the enterprise's strategic goals.

At the product level, people work to deliver customer-centric products that create value and drive customer satisfaction. Through effective product management, this level ensures that products meet customer needs, are user-friendly, and stay competitive in the market. By continuously iterating and enhancing products based on customer feedback, the Product level helps retain existing customers and attract new ones.

The Product level plays a pivotal role in organizational success by bridging the gap between customer needs and business strategy. It aligns product development efforts with the overall enterprise goals, enabling the organization to build and deliver products that provide value, gain a competitive advantage, and sustain long-term growth and profitability.

Team Level

The Team level in an organization is the operational level where work is executed and tangible results are produced. Each team comprises collectively works towards achieving specific product goals.

Successful teams focus on continuous delivery of working, high quality, shippable product increments. Constant and early feedback from stakeholders and customers enables them to iterate and improve the product rapidly.

The Team level contributes to the organization's success by being the driving force behind the actual creation and delivery of value to customers. By embracing Agile principles and practices, teams become more adaptable and responsive to changing requirements and customer needs. An iterative approach allows them to identify and address issues early, reducing the likelihood of costly late-stage defects.

Ultimately, the success of every organization depends on its teams. Teams are those who have to deliver products on time, operate within given budgets, and meet customer expectations. Self-organised, highly motivated, capable individuals are the keys to excellence in product development.

Closing remarks

While on the one hand, additional metrics mean additional effort - on the other hand, inattention to crucial metrics may lopside and bias decisions and lead to a "Cobra Effect" - that is, people do what makes sense based on the metrics to the detriment of an organization's success. Hence, choosing the right metrics and adequately balancing them is a delicate process.

Setting up a measurement system suitable to your specific organization can't follow a universal recipe - considering context, such as market influences, industry specific constraints and organizational culture is highly relevant to successful measurement. Likewise, abstraction levels should only be institutionalized where necessary.
Are you looking for further guidance? Don't hesistate to reach out to me!

Dealing with Organizational Debt

"Organizational debt" is a metaphorical term used to describe the accumulation of inefficiencies, shortcomings, and suboptimal practices within an organization over time. Similar to technical debt, it refers to the consequences of choosing expedient solutions that will require revisiting and improving the situation later on.

Organizational debt is often created by a desire to "just make it work:" when people opt for quick and convenient solutions to address immediate needs or challenges, they often ignore the long-term consequences. Effectiveness, scalability, and sustainability are often not considered in the heat of the moment. While shortcuts and compromises keep things going, a failure to address the systemic impact of these decisions will eventually take a massive toll on the organization's ability to operate efficiently and adapt to changing circumstances in the future.

"Organizational Debt" image created with craiyon.com

How can we deal with
Organizational Debt?

The following table is a guide which you can use to determine whether you have organizational debt, and how you can address it.

How to identify and address Organizational Debt

Organizational Element	Organizational Debt Indicators	Potential Remedial Actions
Purpose and Mission	Lack of clear mission statement Vague objectives or conflicting goals Disconnect between company mission and daily work	Clarify the organization's mission and objectives Communicate the mission effectively to all members Align goals across departments Identify and explore gaps between vision, mission and execution
Structure	Complex and rigid hierarchy Unclear reporting lines Overlapping roles	Make the hierarchy less felt Streamline the organizational structure Clarify roles and responsibilities
Leadership and Governance	Lack of transparency Poor decision-making processes Leadership conflicts	Foster transparent communication Implement clear decision-making protocols Address leadership issues promptly and proactively
People	High turnover rates Low employee morale Skill gaps within the workforce	Create open feedback channels to proactively resolve dissatisfaction Improve employee engagement and recognition programs Invest in training and development opportunities
Culture and Values	Unhealthy work environment Lack of shared values Lack of identification with values	Cultivate a positive and inclusive culture Reinforce core values through internal communication Lead values by example
Processes and Methods	Inefficient workflows Lack of process clarity Outdated procedures	Identify and resolve bottlenecks Frequently revisit and improve processes Document and communicate standards
Resources	Limited budget Inadequate technology Inefficient resource allocation	Analyze resource allocation and prioritize essential investments Seek cost-saving opportunities without compromising quality Embrace innovation to optimize resource utilization
Stakeholders	Poor customer satisfaction Strained vendor relationships Disengagement	Collect feedback from stakeholders and act on it Enhance customer support and engagement strategies Involve communities in decision-making
Communication	Ineffective communication channels Information silos Miscommunication	Optimize communication channels and protocols Encourage open and transparent communication across all levels Use collaboration tools to facilitate information sharing
Adaptability and Innovation	Resistance to change Reluctance to embrace new technologies Outdated practices	Foster an intrapreneurial culture of innovation and risk-taking Institutionalize grass roots innovation Invest in ongoing training and education
Measurement and Evaluation	Inadequate metrics Unsuitable performance tracking Not relying on facts	Identify relevant success metrics Conduct regular reviews to inspect and adapt Adopt data-driven decisions-making and improvements
Ethical Responsibility	Embellishing outcomes Passing the Buck Failure to address concerns	Provide "psychological safety" Encourage opennenss and non-judgmentalism Develop and promote a code of ethics

Don't hesitate to reach out if you need coaching on how to do this in practice.