From startups to corporate leviathans the business directive is be more Agile. The most often employed project method is a Scrum design, an Agile framework for projects. Without Agile management adoption the executive call to “be more Agile” really means: Get faster results, in less time, with less resources. Forbes touts Agile, The World’s Most Popular Innovation Engine, Agile expectation does not align to Agile implementation and adoption. In practice Agile is more a fragile mismanagement mindset of misplaced expectation that others do Agile while management retains control. Scrum is the most popular Agile adoption of a lean mind. Scrum, itself, unfortunately, becomes a confusion multiplier for organizations looking to adopt an Agile organization or team design, without shared understanding of Agile. Agile Example for Some What, however, is Agile? Agile works as a: Project management framework, Business management tool, Manufacturing discipline, and Cost control Yes. Agile is about lower cost and faster response. Agile gets talked about, planned, trained, and expected. Teams …
Our digital world demands ‘just in time’ connection, transparency, and community engagement. In an agile environment, classic project mindset and process are challenged to meet Agile method and Agile practice. Agile – Your Roadmap to Successful Adoption of Agile by international speaker and Agile raconteur Mario Moreira is a book to help cross the Agile chasm. This book takes Agile beyond the way you “do Agile” to the way you “become Agile”. … if you reach every scheduled release date, you bring the project in on budget, and you build it with quality, but you do not build features that customers want, they will not buy it and you have failed. This is why I contend that if you align your culture and processes around building customer value (e.g., what customers need and when they need it), then you will …
Too often there is a chasm between the technology design and the user need. Technology alone is not enough. Whether a business area or a consumer product, delight is a unique feature requirement. In 2011 Steve Jobs, hosted an iPad 2, special event and I take two great points within this three-minute and 11 second video clip: Technology married with the liberal arts or the humanities creates results that delight. Apple competitive advantage is that product architecture and the organization architecture that build the products align. Intuitive products rely on user objective, not technical wizardry. From an email to a presentation, we design for reaction, from communication to technology, the goal is reaction. Features and functions of the software, hardware, and applications need seamless integration to meet user objective, not technical architecture. The design function is the user objective. Function goes beyond the lab and into the environment objective. This video reminds me, again, about good …
New conditions demand new business management strategy. Technology enabled a disruption greater than any department or team level at a company can solve.
Customers severed the business message and took control of marketing channels.
Media lost privilege, marketers lost their minds, business lost their playbook, and customer’s rewrote the rules of engagement.
We need to reengineer marketing from the outside in and then align people, process, and technology from the inside out.
Bias derails evidence for perception and perceiving is most certainly not seeing.
Bias is both a decision shortcut as well as a communication wall.
Portfolio planning, from finance disciplines, presents projects as financial portfolio option mix to meet organization strategy. Project communication deserves risk and return criteria to project a financial portfolio, not bias.
People are born to inquire and to discover. Between two to five years old a child asks 40,000 questions.
Then we are taught to stop asking, stop seeking, and stop inquiring.
Questions are the fuel of curiosity.
Seems the concern is more about the answer and we have lost the patience for questions. Questions challenge authority. The impact: no questions, no innovation.
From the board room to a bored room, there is much to gain from Warren Berger’s new book, A More Beautiful Question.
Rule #1 in communication demands you know your audience. Since there is more than one corner office rule #2 states all analytics are not equal.
Corner Office Analytics (Infographic), presented by Deloitte, offers a guide to questions each CXO needs to be able to answer. If your CXO needs to answer these questions, you can be sure they expect you provide accurate context for connection.
A company that does not engage their market lends little confidence they engage their employees. A persona-driven strategy identifies characteristics through insight, data, and feedback to develop pertinent images of an ideal customer’s goals, needs, and objectives.
Social media reveals organization culture through more transparent ways than any HR engagement program.
What people want, may not be what you want to say. That gap is more realistically a chasm.
When I hear capability model I think competence, competence naturally leads me to motivation. So, capability model, to me, represents a human capital knowledge, ability, and skills framework.
Enterprise, systems, or business architects, view capability models as what a company needs to do to execute strategy.
Any link is a system link and strategy is only as good as the ability to execute. Within the pages of The Capable Company: Building the capabilites that make strategy work, I intend to find capability model methods that identify business and technical details needed for strategic links to execute those capabilities.
Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.
Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.
In the quest to maximize returns to shareholders executive doctrine shifted from stakeholders to shareholders. In “How Shareholders are Ruining American Business”, The Atlantic’s, Justin Fox, calls out shareholder value ideology.
Fast start questions for anyone who is a shareholder or stakeholder.
Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration.
In our world of people, process, and technology, a single item can mean multiple things.
Many books attack the rational case for change, but often miss the crucial element to understand change: plans are rational people are emotional. In “Leading Successful Change” Authors, Gregory P. Shea, PhD and Cassie A. Solomon write change management continues to fail at a rate above 70% for 2 reasons.
The good news? Offered within are 8 solutions to turn your change efforts into success. The better news? You may only need 4 of the 8 to succeed.
Within is a review of their book, “Leading Successful Change, 8 Keys to Making Change Work”.
If George Washington had wooden teeth, little harm comes from people who believe this myth. People and any performance myth that a department or organization has around human capital, however, creates real impact on motivation and return on involvement.