Aka the ‘And when X…’ game

This post relates to 15-minute FOTO, our Creative Commons-licensed and Clean Language-inspired coaching game that’s not just for coaches – everyone gets a turn! Consistently, it’s a highlight of our workshops: it’s fun, insightful, and surprisingly practical. Above all, it’s the tool by which we generate outcomes – outcomes being the currency in which we deal.

For several weeks the 15-minute FOTO dropbox (which you can subscribe to for free) has included a beta version of the cue card (below) which adds the text “aka the And When X… game“. The facilitator’s deck has a slide with that as its title too. It’s a low effort / high impact tweak, a helpful reminder to the facilitator to introduce very briefly a little of the theory and practice of Clean Language. After exhausting my old stock of cards (I get them printed by the hundred) I had the opportunity to test the new one last week and the beta tag is removed at last!

15-Minute-FOTO-cue-card-2020-01-v15

The Clean Language questions have been carefully curated and refined over the years to minimise the coach’s natural tendency to pollute a conversation with their unasked-for assumptions and solutions. Keeping the conversation ‘clean’ maximises the chances that the client will achieve an insight of their own.

An important part of the discipline is to stay with the client’s language. One question you won’t hear in a clean conversation is this (the X and Y here are placeholders for the client’s and coach’s words respectively):

What you said X, did you mean Y?

Put words into the client’s mouth like this and there’s a high risk that whatever the client was currently holding or constructing in their head (their model, a precious and perhaps fragile thing) will be destroyed. Potentially, a huge opportunity wasted! So, if as the coach you find yourself a bit lost (ie you’re unsure what X is or how to deal with it), turn instead to the “pre-question”:

And when X…

Three things have been achieved already:

  1. You’re stopped yourself from paraphrasing (or at least delayed it)
  2. You’ve bought yourself some time while you choose what question to ask next
  3. You’ve focussed attention on something interesting

And you have plenty of choice here. If it’s important that you (in the coach role) understand what X is, then ask a clarifying question, probably one of the middle three on the card. If it’s not – and let’s not forget here that the conversation isn’t about you – you could decide to move the conversation along instead and see what happens.

There’s another use for this technique, and that’s to go back to an earlier part of the conversation. Perhaps the conversation is uncovering a virtuous circle of outcomes (not uncommon, but congratulations!) and after a certain amount of repetition you’re ready now to jump off that roundabout. It’s easy:

And when X…

Is there anything else about X?

This is for some past X, allowing the conversation to take a different branch. You’re right, the “And when X…” isn’t strictly necessary. Yes, it’s a bit redundant. But it helps! Somehow, that big leap back seems more manageable.

Related


Workshops upcoming in 2020 – Gurugram, Malmö, Oslo (*2), London, Tel Aviv, and online

For a 20% saving, use discount code LONDON2020 for the London workshop and NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages – Switzerland and Australia to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift™: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
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Interim roundup: Language of outcomes series; Impact! workshop (and more)

Just 10 days into February and there’s enough happening to warrant an interim roundup:

  • I published the 5th and final instalment of my “Language of outcomes” series today, complete with a summary of leadership lessons taken from all 5 posts. Read The language of outcomes: 5. Between ends and means or start from the beginning with The language of outcomes: 1. Identifying the adaptive challenge
  • I’m just back from Tampa, FL for the first Open Leadership Symposium of the year and the very positive public debut of the new Impact! workshop. Read: What just happened? What they said about the new Impact! workshop
  • That same workshop comes to London on Friday. Short notice I know, but use code LONDON2020 for 20% off, and ping me if you think you may qualify for a bigger discount. I’d be glad to see at least a couple more people there so you probably do, but be quick! If Friday is too soon (or too short), check out its bigger brother, the 2-day Wholehearted:OKR workshops taking place in March and April.
  • The Tel Aviv workshop (June 3rd) is now on the calendar (see below). Watch out for Switzerland and Australia (yes, you read that right) too!

impact-workshop-tampa-bits-and-pieces

Photo: Ulises S. Aguila


Workshops upcoming in 2020 – London (*2), Gurugram, Malmö, Tel Aviv, Oslo (*2), and online

For a 20% saving, use discount code LONDON2020 for the London workshops and NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages – Switzerland and Australia to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift™: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

The language of outcomes: 5. Between ends and means

This is the 5th and final part of a series looking at the language of outcomes and its lessons for leadership. If we’re keen to see collaboration, self-organisation, and innovation in our organisations, how should we conduct ourselves? What behaviours should we model?

The 5 posts of this series come roughly in the order that its leadership lessons arise in our workshops:

  1. Identifying the adaptive challenge
  2. Framing obstacles
  3. Generating outcomes 
  4. Organising outcomes
  5. Between ends and means (this post)

As ever:

  • Subscribe to our mailing list, and whilst you won’t get every post as an email, you will get our monthly roundups and you won’t miss a thing, I promise!
  • Scroll to the end of this post for news of upcoming public workshops in which you can experience what I describe for yourself

5. Between ends and means

The typical Agendashift workshop involves multiple planning sessions. In a classic transformation strategy workshop as described in the Agendashift book [1], for example:

  1. Discovery: capturing not just where we’d like to get to, but some of the key outcomes we’d like achieve along the way
  2. Exploration: driven by the assessment [2], working forwards from opportunities, usually starting at a lower level of detail compared to anything seen in Discovery
  3. Elaboration: ideas, hypotheses, experiments, impact, etc – what we’ll actually do, the next level of detail captured on a just-in-time basis

(Sometimes we like to switch the first two around – maybe days apart – and that’s fine)

An outside-in strategy review workshop as described in Right to Left [3] might include a separate planning session for each of the five ‘layers’ – Customer, Organisation, Product, Platform, and Team. In the Wholehearted:OKR workshop [4] we take those layers in two groups, the first two (Customer and Organisation) on day 1, and the remaining three on day 2.

The different levels of detail or organisational concerns are interesting and useful, but so too is the separation between what Ackoff [5] calls ends planning and means planning:

  • Ends planning: where we’d like to get to and why
  • Means planning: where we will commit our efforts, with what resources, and how

Organisations too often jump straight to means without paying adequate attention to ends. This is change management as project management, with the solution – the Agile process framework, say – already chosen! The last few decades are littered with the repeated failures of that approach, and yet it persists, even – and most ironically of all – in the Agile community.

There’s a clear lesson there, and Agendashift provides practical ways to do both kinds of planning in the transformation and strategy spaces. There are some more subtle lessons though.

One important subtlety, and I’m grateful to Ackoff for the clarification, is that ends and means can be relative. Consider again these three sessions:

  1. Discovery: capturing not just where we’d like to get to, but some of the key outcomes we’d like achieve along the way
  2. Exploration: driven by the assessment, working forwards from opportunities, usually starting at a lower level of detail compared to anything seen in Discovery
  3. Elaboration: ideas, hypotheses, experiments, impact, etc – what we’ll actually do, the next level of detail captured on a just-in-time basis

If it is for a big enough scope (and that’s usually the case), most participants will experience Discovery very much as ends planning. Elaboration is clearly intended to be means planning.

For Exploration though, whether it’s means planning or ends planning can depend on your perspective. If you’re the sponsor, you’ll be glad to see teams fired up, engaged on the issues [6], prioritising a way forward. For you, that’s job done – means! On the other hand, if you suffer every day with those issues on the ground, exploring ways past them is an end in itself, a powerful motivation to change things, cathartic even!

The real lesson therefore is not just to practice ends planning from time to time, but to make sure that ends and means are properly understood relative to everyone’s different perspectives. Not just knowing the difference between outcomes and solutions, but knowing whose needs will be met by them. Not just resolving to avoid fixating prematurely on solutions, but having the awareness and skill to move easily between obstacles, outcomes, and solutions [7], the last of those lightly held, as hypotheses.

None of this will happen without the right people in the room. Again, if it’s collaboration, self-organisation, and innovation that you want:

Encourage solutions to emerge as & when they’re needed from the people closest to the problem [8]

Good advice generally, and especially so when those people closest to the problem are among those whose needs will be met. When the context is organisational change, it’s absolutely crucial.

Summary: The language of outcomes and its lessons for leadership

Yes, it may take a little discipline, but none of what I have described in this series is fundamentally hard. Yes, it takes some deliberate organisation design of the kind described in my books and explored in our workshops if it is to be sustained reliably over time, but that needn’t be a prerequisite for some real progress today. So why not start practicing now?

1. Identifying the adaptive challenge:

Without prescribing what the answer should be, ask questions that invite answers meaningful to the most stakeholders, exploring those answers just enough to be sure that everyone involved knows both whose needs they’ll be meeting and how they’ll be able to confirm that they’re being met. If the How can be deferred, don’t ask for it!

2. Framing obstacles:

If you want see collaboration, self-organisation, and innovation, identify real issues, taking care to avoid language that needlessly excludes people or possibility 

3. Generating outcomes:

Practice!

  • Practice asking questions to which you don’t already have the answer
  • Practice asking questions that don’t needlessly pollute the conversation with your own assumptions

4. Organising outcomes

Maintain a clear line of sight between decisions on the ground and overall objectives

5. Between ends planning and means planning (this post)

Encourage solutions to emerge as & when they’re needed from the people closest to the problem

References

[1] Agendashift: Outcome-oriented change and continuous transformation, Mike Burrows (New Generation Publishing, 2018)
[2] Agendashift™ assessments (agendashift.com)
[3] Right to Left: The digital leader’s guide to Lean and Agile, Mike Burrows (New Generation Publishing, 2019)
[4] Wholehearted:OKR (agendashift.com)
[5] Re-creating the Corporation: A Design of Organizations for the 21st Century, Russell L. Ackoff (OUP USA, 1999)
[6] “Obstacles, contradictions, and imbalances recognised and owned as opportunities for authentic engagement” – the first line of Our mission: Wholehearted (agendashift.com). See also its announcement, Making it official: Agendashift, the wholehearted engagement model
[7] See also Coaching for P.RO.s, (cleanlanguage.co.uk), Penny Tompkins and James Lawley, using slightly different terminology to Agendashift’s: problems, remedies, and outcomes
[8] What is Strategy Deployment (availagility.co.uk)

Acknowledgements

I’m grateful for feedback on earlier drafts of this post from Teddy Zetterlund, Thorbjørn Sigberg, Richard Cornelius, and Kert Peterson. And thank you Karl Scotland for reference [8].

Slide1


Workshops upcoming in 2020 – London (*2), Gurugram, Malmö, Tel Aviv, Oslo (*2), and online

For a 20% saving, use discount code LONDON2020 for the London workshops and NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages – Switzerland and Australia to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift™: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
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What just happened? What they said about the new Impact! workshop

Tuesday saw the public debut of the Impact! workshop. It took place in Tampa ahead of the Open Leadership Symposium there, and it comes to London next week. Use code LONDON2020 for 20% off! Feel free to get in touch privately if you think you may qualify for a larger discount.

What it is

A 1-day, customer-centric workshop, dealing in strategy, outcomes, experiments, and a little bit of leadership and org design. All intended to get product, development, and service delivery of all levels of experience onto the same page, speaking the same language, the language of outcomes.

What they said

  • “These product goal tools/models extremely helpful for product development, both new and already under development”
  • “Aligning organisations to customer needs from the outside in – very insightful”
  • “Thinking tools for the organisation”
  • “Understanding right (needs) to left (process)”
  • “Outcome based experimentation for determining customer needs”
  • “Great approach to product development and strategy”
  • “Bringing practical, high-impact tools to the change practitioner’s toolkit”
  • “Dynamic coaching framework that tames unhelpful advice-giving tendencies”
  • “Highly interactive, real application methods”
  • “Tools easy to understand, thought-provoking to use”
  • “Telling stories and proving concepts”
  • “Highlight: Option Relationship Mapping, especially the customer visibility axis”
  • “Want to see our org try Option Relationship Mapping to solve for product strategy”
  • “Loved 15-minute FOTO – very complementary to other coaching models”
  • “Will use obstacles and outcomes with Clean Language for discovery”

Things to revisit (not all of them for a 1-day workshop)

“Don’t change anything” was one delightful piece of feedback! I won’t be resting on my laurels though. To reflect on:

  • These tools in relationship to larger product development frameworks
  • More case study depth (aka ‘Springboard’)
  • Pointers to opportunities to practice

Pictures: Ulises S. Aguila

Workshops upcoming in 2020 – London (*2), Gurugram, Malmö, Oslo (*2), Tel Aviv, and online

As already mentioned, I’m doing the Impact! workshop next week in London, on Friday 14th, and don’t forget code LONDON2020 for a 20% saving. Coming after that, most of the range of Agendashift workshops! Use NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages. Switzerland (May) to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift™: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
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The language of outcomes: 4. Organising outcomes

This is part 4 of a series looking at the language of outcomes and its lessons for leadership. If we’re keen to see collaboration, self-organisation, and innovation in our organisations, how should we conduct ourselves? What behaviours should we model?

The 5 posts of this series come roughly in the order that its leadership lessons arise in our workshops:

  1. Identifying the adaptive challenge
  2. Framing obstacles
  3. Generating outcomes 
  4. Organising outcomes (this post)
  5. Between ends and means

As ever:

  • Subscribe to our mailing list, and whilst you won’t get every post as an email, you will get our monthly roundups and you won’t miss a thing, I promise!
  • Scroll to the end of this post for news of upcoming public workshops in which you can experience what I describe for yourself

4. Organising outcomes

The generative conversations described in the previous instalment produce lots of great output, and when you have lots of great output, you need ways to organise it! From the simple 3-column Plan on a Page to the string of Mapping exercises, the different visual languages all help participants to see the wood from the trees and decide what’s important.

Ultimately, it’s about agreement on outcomes (Agendashift principle #2 – if there’s a more legitimate basis for change than that, I’ve yet to see it). The shared experience of making the agenda for change visible (Agendashift principle #3) is a big part of that, and how that agenda is organised matters quite a bit. Done well, it supports our next leadership lesson:

Maintain a clear line of sight between decisions on the ground and overall objectives

…if, that is, you want collaboration, self-organisation, and innovation, as per the introduction to every post in this series. And by way of a recap, if 1) those outcomes and their related obstacles are clearly related to meaningful needs, and 2) people are involved in their identification, articulation, organisation, so on, you get participation and engagement in the bargain! That’s our wholehearted mission [1], which describes both an end goal to aim for and something that you can experience right away.

When leaders support that “line of sight” maintenance process appropriately, it builds trust in people’s ability to make high leverage choices, preferring options that will deliver the most impact. And it scales very well! To put it another way, can you expect people or teams to give of their best in the absence either of shared objectives or that clear line of sight? Probably not, and it would be unreasonable in those circumstances to ask for it.

In our workshops, there are two sets of tools we use for organising outcomes:

  1. Template-based (or if you prefer, canvas-based)
  2. Sticky note based visual mapping exercises

They’re facilitated a little differently and I’ll describe them in turn.

Template-based

Here are the Plan on a Page (PoaP) template and the Outside-in Strategy Review (OI-SR) template:

You can see that the second one is based in the first, adding some new columns to the left and introducing a new vertical axis. Both templates are Creative Commons (CC-BY-SA) and available via our resources page [2]. Chapter 5 of Right to Left [3] mentions them both in the context of the Outside-in Strategy Review workshop, which is the platform on which our new Impact! [4] and Wholehearted:OKR [5] workshops are built. Plan on a Page is introduced in the opening chapter of Agendashift [6].

I usually facilitate these with people working in table groups of about 4 people each, with a whole-room debrief afterwards. For a long time I brought blank A3 paper for groups to work with; now I bring printed templates (A3 printers are ridiculously cheap now and I have my own).

To fill in these templates, it helps to identify the obviously short term and obviously long term outcomes first, with fewer of the latter than the former. With enough of those chosen, the interesting “signs that you’re winning” outcomes will be the bulk of the remainder. And working backwards (right to left) from the longer term outcomes works really well; from the way the outcomes were constructed, a natural structure emerges quickly. That “line of sight” is established!

Visual mapping exercises

A highlight of day 2 of the Advanced Agendashift workshop [7] is the ‘string’ of mapping exercises represented by the icons below. Moving to sticky notes, we can deal with much greater numbers of outcomes than would be practical with the paper-based tools.

Screenshot 2020-02-02 14.08.35

Option Approach Mapping is a pseudonym for the Cynefin Four Points Contextualisation exercise . It’s described in the Agendashift book (from start to finish, post-exercise debrief included) and also here:

We use the pseudonym because the exercise goes much better if the underlying model isn’t revealed until the end. No spoilers!

Option Relationship Mapping is quite new – originated by Karl Scotland and Liz Keogh only a year or so ago – and it took a while for us to settle on a name. We tried “Reverse Wardley Mapping” (for which I can only apologise), “Option Approach Mapping”, and “Option Orientation Mapping”, but none of these names quite stuck. You’ll see these now discarded names in the following blog posts:

Vindicating the new choice of name, of the three exercises it’s Option Relationship Mapping that does the most to “Maintain a clear line of sight between decisions on the ground and overall objectives”. As exploited in the Wholehearted:OKR workshop, it visualises a key step of OKR / 4 Disciplines of Execution (4DX), that of choosing key options that will have the most leverage.

However, if there’s time to do two or all three of the ‘string’ of exercises, I will! Option Approach Mapping (aka Cynefin Four Points) as well as creating some great talking points also sets up Option Relationship Mapping beautifully – this is described in the “Stringing it together” post I referenced above. Either/both of those exercises also ease the construction of the Transformation Map, a Story Map (kinda), with outcomes instead of user stories and a transformation “pathway” instead of a user journey for the map’s ‘spine’. The fun part is prioritising outcomes in their respective columns; the preceding exercises help to pre-sort the outcomes so that outcomes of similar levels of abstraction come together, making this part considerably easier.

Unlike the template-based exercises, I tend to facilitate these as whole-room exercises, combining each table group’s outcomes in the process. In Option Relationship Mapping this helps to build agreement on high level themes and objectives. Pathway Mapping does this too though a little less impactfully; also it identifies clearly where the work will start (prioritisation and then elaboration* being just-in-time activities).

*Elaboration (just in time): We often develop our chosen options for action in the form of a hypothesis that (among other things) describes its hoped-for impact as a list of outcomes. The techniques are well understood and I didn’t schedule a separate instalment in the series for this, but you can see that it’s outcomes all the way down!

Next: 4. Between ends and means (coming soon)

Notes & references

[1] Our mission: Wholehearted (agendashift.com, CC-BY-SA licence)
[2] Agendashift Resources (agendashift.com/resources)
[3] Right to Left: The digital leader’s guide to Lean and Agile, Mike Burrows (New Generation Publishing, 2019)
[4] Impact! Strategic outcome orientation for products and services (agendashift.com/workshops)
[5] Wholehearted:OKR – Bringing OKR to life with Agendashift (agendashift.com/workshops)
[6] Agendashift: Outcome-oriented change and continuous transformation, Mike Burrows (New Generation Publishing, 2018)
[7] Advanced Agendashift: Coaching and Leading Continuous Transformation (agendashift.com/workshops)

Acknowledgements

I’m grateful for feedback on earlier drafts of this post from Teddy Zetterlund, Thorbjørn Sigberg, Richard Cornelius, and Kert Peterson.


Workshops upcoming in 2020 – Tampa, London (*2), Gurugram, Malmö, Tel Aviv, Oslo (*2), and online

For a 20% saving, use discount code LONDON2020 for the London workshops and NORDIC2020 for Oslo and Malmö.

See also our workshops and events pages – Switzerland and Australia to be added soon.


From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift™: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Blog: Monthly roundups | Classic posts
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Agendashift roundup, January 2020

In this edition: January; And then it all kicks off…; Lean Agile London 2020; Mirror Mirror; Top posts

January

It has been a travel-free January, but still a busy one! There was the rebranding of Agendashift as the wholehearted engagement model, and then the first three installments of the promised (and already popular) blog series on the language of outcomes. As if that weren’t enough, I have also been recording the audiobook of Right to Left: The digital leader’s guide to Lean and Agile! Here’s a sneak preview (joke):

Right to Left, the audiobook
Right to Left, the audiobook

And then it all kicks off…

With January out of the way, the travel starts – in fact I fly out to Tampa tomorrow! Before the usual list of upcoming workshops, some discount codes: LONDON2020 for both of my London workshops (Agendashift partners and key collaborators Karl Scotland, Steven Mackenzie joining me for the second one, and – fingers crossed –  Teddy Zetterlund too), and NORDIC2020 for Malmö and Oslo with partners Julia Wester and Kjell Tore Guttormsen respectively.

For the London workshops, ping me for a bigger discount if you’re in government or non-profit, if you’re a partner, or if you’ve been to an Agendashift workshop before. And yes, attending multiple times really is a thing :slightly_smiling_face:

Lean Agile London 2020

What we knew and loved as London Lean Kanban Days is now Lean Agile London. I was LLKD’s first ever keynote speaker (or if you prefer, Dave Snowden’s warm up act) and I’m proud that Agendashift is a sponsor. Use code AGENDASHIFT for 10% off. Respecting what has become almost a tradition for me at this event, I’ll be bringing a brand new new talk, “Cleanish Strategy”. Many congrats to Agendashift partner Jose Casal for starting and continuing this great conference! It’s on April 27-28.

Mirror Mirror

If you’ve been following Agendashift for any length of time, you’ll know that I like a good mashup! With that in mind, I’m glad to support the Mirror Mirror team in two 90-minute online events put on especially for the Agendashift community. They’re free, and you can choose between these two dates:

  • 21 Feb – 12.00 – 13.30 UK time
  • 13 Mar – 15.00 – 16.30 UK time

Book your place here, and see you there! Your host: Lindsay Uittenbogaard

Top posts

  1. Making it official: Agendashift, the wholehearted engagement model
  2. The language of outcomes: 2. Framing obstacles
  3. The language of outcomes: 1. Identifying the adaptive challenge
  4. The language of outcomes: 3. Generating outcomes
  5. Wholehearted:OKR

From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, Agendashift: The wholehearted engagement model
Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

Wholehearted:OKR

If you knew where to look, the clues were already there: the Impact! workshop was only the first addition to a growing new family of workshops. I am thrilled now to announce Wholehearted:OKR, not only the Agendashiftiest of OKR workshops and the OKRiest of Agendashift workshops, the most wholehearted too! Of all our workshops, Wholehearted:OKR delivers the most complete realisation of our wholehearted mission, demonstrating how to create opportunities for:

  • Authentic engagement on issues that matter
  • Meaningful participation across strategy, development, and delivery
  • Anticipating and meeting needs
  • Leadership around outcomes (each inviting the other)

Wholehearted:OKR is 2-day strategy workshop that uses the Agendashift Outside-in Strategy Review (OI-SR) as described in chapter 5 of Right to Left both to understand and to introduce Objectives and Key Results (OKR). Get the benefits of OKR, avoid its dysfunctions, and begin to see your organisation differently.

It’s 100% ready to roll, and I can honestly say that I’ve rarely been so pleased with the version 1 of anything. Huge credit therefore to partners Karl Scotland, Steven Mackenzie, and guest contributor Mike Haber who joined me in London for the design meeting, and to Kjell Tore Guttormsen and Teddy Zetterlund for their pioneering work with two of Wholehearted:OKR’s forerunners, the generic OI-SR and the Impact! workshop.

Kjell Tore will be a co-facilitator with me at the workshop’s public debut in Oslo; it’s likely that Karl, Steven, and Mike will join me in London. Book your place now:

Both of the new workshops are designed for both public and private use. If you’re interested in holding a Wholehearted:OKR workshop privately, let me repeat an offer already made to some of my clients: 20% off for any workshop held in January, and 10% off for any booked by the end of that month for delivery at some agreed later date. Perfect for kicking off not just the new year but a new decade!

wholehearted-okr-overview-2019-12-07

Amid the excitement around Wholehearted:OKR it’s easy to forget that we haven’t even reached the public debuts for the Impact! workshop yet. Not long to go though – these take place 10 days apart in February, in Tampa, FL and London, UK:

Related


Upcoming workshops – Tampa, London (*2), Gurugram, Malmö, Oslo (*2)

(See also our workshops and events pages)


Agendashift: From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, an engagement model fit for the 21st century
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