I’ve just about finished an initial draft of the second chapter of Right to Left: The digital leader’s guide to Lean-Agile (which now has a landing page). Its three-part structure is firming up nicely as follows:
- Right to left (four chapters): Lean; Agile; Fundamental Lean-Agile patterns and how they combine; Scaling frameworks
- Outside in (one to three chapters): Strategy reviews (and related tools); Capability reviews; Feedback loops and other organisational patterns
- Upside down (one to two chapters): Designing for leadership and change: Servant leadership, Leader-Leader, the inverted pyramid, engagement models (of which Agendashift is an example) and so on
The shape works, and I’m thrilled with how the well the right-to-left thing is working out – see for example last week’s post #RightToLeft works for Scrum too which is already a top 5 post for the year and is helping me find collaborators interested in giving the scaling frameworks a similar treatment.
I’ve not just been writing. Let me share four questions I posed (one at a time) at a outside-in strategy review (a private workshop):
- Customer: What’s happening when we’re reaching the right customers, meeting their strategic needs? (‘Strategic needs’ being the customer needs that best define our mission)
- Organisation: When we’re meeting those strategic needs, what kind of organisation are we?
- Product: Through what products and services are we meeting those strategic needs?
- Platform: When we’re that kind of organisation, meeting those strategic needs, delivering those products and services, what are the defining/critical capabilities that make it all possible?
(Admission: I got two of these the wrong way round in my prep last week, which changes the wording slightly. This exercise still worked great though!)
If you’re familiar with the model, you may be wondering what happened to the fifth and innermost layer, Team. This we covered not by a question, but via the Agendashift True North, focussing not on the work that teams are doing but on ways of working.
As we considered each layer, we captured some vision, then obstacles. After exploring the five layers individually, 15-minute FOTO to turn obstacles into outcomes.
Precede all of that with some forward-looking context-setting and segue into hypothesis driven change and A3 (all of which are standard features of our transformation strategy workshops) and you have an outcome-oriented strategy review, done Agendashift style.
Want to explore these and other complementary strategy-related tools with us? Join myself and Karl Scotland at our Agendashift + X-Matrix Masterclass, 9th-11th October, Brighton, UK. Or drop us a line about private workshops. You might even facilitate one yourself – the tools and materials aren’t expensive!
What if we put agreement on outcomes ahead of solutions?
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