Needs-based, outcome-oriented, continuous, open

(Updated May 30th with new home page copy)

It’s the week of the Open Leadership Symposium (I landed in Boston yesterday). To celebrate, a quick refresh of the Agendshift home and about pages, both starting with an updated banner:

agendashift-banner-2019-05-07

The ‘open’ is new. A short explanation (the about page has more):

Screenshot 2019-05-30 16.24.53

That’s all! See you tomorrow/Wednesday at the symposium? I’ll expand further on themes of Open, Engagement Models, and Organisation Development – see last week’s post for a taste of that last one. Or Thursday/Friday at the masterclass – still time to book a place?


Upcoming workshops – Boston and Berlin

Watch this space for Greece, Turkey, London, the Benelux region and Scandinavia in the autumn.


Blog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

Continuous Delivery demands Continuous Discovery

This is the second of an informal series of posts suggested in the July roundup,  expanding on tweets that have sprung to mind while writing (or thinking about writing) my third book, working title Right to Left: The digital leader’s guide to Lean and Agile. In case you missed first one: You can’t deliver a task.

Tweet #2:

Do you recognise this pattern?

  • We get somewhat good at building stuff
  • Later,  we get somewhat good at testing it
  • Later still, we get good at deployment, so good in fact that we can do it at will
  • As work starts to flow, deficiencies in development and testing become more apparent, and they get dealt with
  • All of a sudden, the real bottleneck turns out to be outside of development – a lack of high quality ideas in the pipeline and/or frustrating delays in getting decisions made
  • Now what???

There is something almost inevitable in this sequence – in fact anyone familiar with the Theory of Constraints (TOC) will expect it! If you’re unfamiliar with TOC, it’s the model behind Eli Goldratt’s classic business novel The Goal, and much more recently the DevOps novel The Phoenix Project; TOC teaches that once you’ve addressed enough of your internal constraints, your key constraint will be found outside.

Although there’s a lot to be celebrated in that progression, no team wants to get to the “Now what???” stage. Your choices:

  1. Hope that it never happens (or not care, because teams are there to be disbanded)
  2. Plan to deal with it when it does happen
  3. Make Discovery (or “upstream” or whatever else you call it) a first class activity in your process

Option 3 implies some proactivity, but that doesn’t mean that it has to be difficult. Instead of dismantling that capability as your latest initiative gets off the ground, keep it going, even if at a reduced level. Instead of accepting requirements at face value, make sure that someone is taking the time to understand their authentic situations of need. Instead of fire-and-forget delivery, validate that needs are being met, expecting to feed some new learning back into the process. Simple changes, but as documented in my first book, the effect can be profound, even humbling!

You can of course go further. One of the most important moves made by the UK Government Digital Service (GDS) was to insist that every new service had a credible plan to sustain user research and ongoing service evolution – not just at the beginning but indefinitely into the future. “Start with needs” wasn’t just a slogan, it was a strategy, and a successful one! If government could do this in times of austerity, what excuse does your organisation have?


Public workshops (US, UK, IT, DE)

Make yourself known the #agendashift-studio channel in Slack if interested in attending another cozy 1-day or 2-day workshop for 3-4 participants in my studio office in Chesterfield, Derbyshire (minutes away from the Peak District National Park).


Agendashift-cover-thumbBlog: Monthly roundups | Classic posts
Links: Home | About | Partners | Resources | Contact | Mike
Community: Slack | LinkedIn group | Twitter

We are champions and enablers of outcome-oriented change and continuous transformation. Building from agreement on outcomes, Agendashift facilitates rapid, experiment-based emergence of process, practice, and organisation. Instead of Lean and Agile by imposition – contradictory and ultimately self-defeating – we help you keep your business vision and transformation strategy aligned with and energised by a culture of meaningful participation. More…

Anticipating needs ahead of time

[Originally posted on positiveincline.com September 24 2013, restored to blog.agendashift.com February 13, 2018. Except for the first one, links are to web.archive.org.]

Last week’s post Stand up meeting, thinking tool, leadership routine included this line:

In what ways do the activities of this stage help us anticipate what will be needed?

“Anticipate” and “will”: two very future-focused words.

That emphasis on the future is captured very nicely in the closing words of the Toyota Customer Promise that I found displayed on a plaque behind the customer service desk at my local Toyota dealership:

…anticipating the mobility needs of people and society ahead of time

Think of a service on which you personally rely. Wouldn’t you be delighted if they anticipated your needs ahead of time? What process innovations would be needed in order for that to happen? How could that thinking be translated into your workplace, and how would it then be sustained?

These are important questions. They’re questions of customer focus, of flow, and of leadership, the three direction values. They’re important because an organisation that works on its capability to anticipate and meet future needs is a fitter organisation, and it’s the fittest that thrive.

There’s more where this came from! My book is going to be a while, but in the next few weeks you can hear me speak on Kanban’s values at:

Unfortunately I must report the postponement of the UKSMA annual conference at which I was to give the keynote. I’ll mention it here when it has been rearranged.