Good obstacle, bad obstacle: The recording

The recording of yesterday’s webinar Good Obstacle, Bad Obstacle is now live on Youtube. You can find it and all the links mentioned in it gathered together here:

I’ve added the deck to the Agendashift Assets Dropbox and you can request access to it via the above page. It’s CC-BY-SA, so feel free to have some fun with it.

While we’re here, let me repeat Monday’s updates, starting with the November Deep Dive:

Don’t hesitate to ask for a discount code if you think you might qualify on grounds of country, non-profit, government, educational, etc. Also if you’d be a repeat participant, of which there have been a good number!

Jay Hrcsko interviewed me the other day for the Agile Uprising podcast and you can listen to the recording at the link below. Thanks Jay, that was a lot of fun!

Also in the “just happened” category, Cutter Consortium has just published an article of mine in the form of an Executive Update. It’s a little dense compared to my books but it was fun rehearsing that particular chain of thought for the Agendashift 2nd edition. Grab it here:


Agendashift™, the wholehearted engagement model
Links: Home |
About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Workshops: Transformation strategy | Transformation strategy | Short training
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

From: Good Obstacle, Bad Obstacle

Happening (or just happened)

Update: The webinar recording is now live – see here

Happening: Good Obstacle, Bad Obstacle; Agendashift Deep Dive. Just happened: Agile Uprising podcast; Cutter Consortium paper

Tomorrow’s free webinar is sailing close to the 100 participant limit (to the point that I’ve asked anyone who can’t attend to cancel) but there are at the time of writing a single-digit number of tickets available. Get yours here:

After that, the next big event is the November Deep Dive:

Re that one, don’t hesitate to ask for a discount if you think you might qualify on grounds of country, non-profit, government, educational, etc. Also if you’d be a repeat participant, of which there have been a good number!

Meanwhile, Jay Hrcsko interviewed me the other day for the Agile Uprising podcast and you can listen to the recording at the link below. Thanks Jay, that was a lot of fun!

Also in the “just happened” category, Cutter Consortium has just published an article of mine in the form of an Executive Update. It’s a little dense compared to my books but it was fun rehearsing that particular chain of thought for the Agendashift 2nd edition. Grab it here:

And thank you Andrea Chiou, Jonathan Sibley, and Jon Cashmore for your help – very gratefully received!


Agendashift™, the wholehearted engagement model
Links: Home |
About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Workshops: Transformation strategy | Transformation strategy | Short training
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

From: Good Obstacle, Bad Obstacle

Devs not clear about strategy? It’s likely way worse than that

A quite common issue surfaced by the Agendashift Delivery Assessment is that so-called delivery teams (and I don’t just mean developers and other technologists) aren’t clear about things like vision, purpose, and strategy. Digging into what was apparently a source of real frustration at one client a few years ago, I asked a product manager what he and his colleagues in the product team were doing to keep these things at the forefront of minds and conversations in their technology team.

His answer?

“They never asked”

I was unable to stop my jaw from dropping! At my unguarded reaction he tried hastily to row back, but not very convincingly.

Show me a development team not involved in the strategy conversation and I’ll show you one that delivers code but not insights, features but not intelligence, and products that are mediocre at best, meeting the spec but failing to satisfy. You don’t want that. No strategist worth his salt wants that. No business can afford that kind of failure for long, but work in a strategy bubble and it’s what you get.

The systems theory around this issue is well known, developed since the middle of the last century. A key lesson is that if you neglect the necessary interplay between organisational processes such as strategy and delivery (to name but two), you put your independent existence – your viability – under real threat. Happily, much of the associated practice is now highly accessible to a 21st century audience – the startup community lives by it – so there’s little excuse not to be guided by the theory.

As for Agendashift, it’s built into our mission statement, right there in the middle:

wholehearted-16x10-2020-03-15

The practical side is reflected in the bottom half of the new framework overview (see the recent announcement Agendashift as framework):

Agendashift overview 16x10 2020-04

The pattern Just-in-time (JIT) strategy deployment is the second of two key generative patterns in Agendashift, and is itself several patterns for the price of one. It describes strategy as being (and I quote):

“developed and refined collaboratively (with varying degrees of participation) over time and in response to the feedback generated through its implementation, solutions emerging from the people closest to the problem”

Agendashift has always been about strategy – whether transformation strategy specifically or strategy more broadly – but it can’t (and doesn’t) ignore delivery. If you’re struggling to connect the two adequately, read that page and take (I hope) some inspiration. And for a whole book’s worth, start with the highly accessible Right to Left: The digital leader’s guide to Lean and Agile. If you’ve not read any of my books before, this one is almost certainly the one to pick first.


Upcoming online workshops

All online, and all with your truly (Mike Burrows) unless otherwise specified:

For the latest workshop and speaking events check the Agendashift events calendar.


Links: Home | About | Our mission: Wholehearted | Become an Agendashift partner | Assessments | Books | Resources | Events | Contact | MikeSubscribe
Workshops: Transformation strategy | Transformation strategy | Short training
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

Agendashift as framework

So here it is, slowly revealing itself online over the past few weeks, and now ready for the formal announcement and some background. It’s the biggest update to Agendashift since the 2018 book and it prepares the ground for a second edition.

New &/or updated:

Previously announced, and updated again in line with the above:

The last of those is of course the basis of Agendashift’s recent rebranding:

Agendashift as framework

From the framework page:

These pages describe Agendashift – the wholehearted engagement model – as an open framework for continuous, outcome-oriented transformation.

Agendashift is primarily for use by agents of strategic change, with or without an explicit Lean-Agile agenda. It is not intended as a replacement for the likes of Scrum, Kanban, or SAFe; neither do we consider it a way to choose between them. Our clear opposition to the imposition of frameworks on the unwilling does not make us anti-framework; rather we’re pluralists, celebrating frameworks as exemplars and sources of patterns that combine in interesting ways.

We don’t however pretend to be neutral. Outcome-orientation is not a neutral stance. If these pages give you a fresh perspective on other frameworks and help you avoid yet another failed or mediocre implementation, that’s definitely for the better. Moreover, it’s not hard to see that whole system engagement and strategy deployment are useful models for delivery in complex environments.

In the past I’ve been a little reluctant to describe Agendashift as a framework, for reasons similar (I guess) to those of the Kanban community: compared to Scrum, SAFe etc, it’s not the same kind of thing at all! Then in Right to Left I made a point of always describing these as process frameworks, solving that problem. And from chapter 3, Frameworks and patterns:

 [The word ‘frameworks’] has multiple meanings. Some of them – Scrum and Lean Startup most especially – are frameworks in the sense that they provide some minimal structure into which specific practices can be introduced. Others – DevOps and Design Thinking for example – are frameworks in the different sense that they provide a particular perspective to an organisational problem and an array of techniques with which to approach it.

Within the context of change and transformation, both definitions apply to Agendashift. What makes the second one particularly interesting is that Agendashift’s needs-based and outcome-oriented perspective has an impact on how you think about and operate delivery too – certainly if you take it to the level of a resolute stance (which of course I do). You could say that this is how I went from Agendashift: Outcome-oriented change and continuous transformation (2018) to Right to Left: The digital leader’s guide to Lean and Agile (2019). Read that and you’ll never look at a process framework in quite the same way again.

Key changes

Principles

I’ve tweaked the wording of principles 1 & 5 (there’s a before & after comparison on the principles page):

principles-2020-04-04

This feels like a good place to start so I’ve made them a little more prominent.

Patterns

This is new. Agendashift can now be summarised as two generative patterns:

Understand those, how they relate to each other, and how they challenge the status quo, and you’re a long way towards understanding both how Agendashift works and why it exists.

I’m presenting the patterns ahead of the five core activities – Discovery, Exploration, Mapping, Elaboration, and Operation – a demotion for those if you like. Certainly I see this as a significant change. Although the patterns are an addition, it’s one that seems to crystallise and simplify; one of the reassuring things about Agendashift is that the more it develops, the easier it becomes.

You may have noticed that I sneaked IdOO into Monday’s post Doing Agendashift online (4 of n): Ideal, Obstacles, Outcomes (IdOO). Behind the scenes there was a flurry of activity making everything ready in time!

idoo-2020-03-25

No doubt I’ll be referencing the second pattern – Just-in-time Strategy Deployment – in a later installment of the Doing Agendashift online series and I’ll keep my powder dry for now. Give it a read meanwhile!

A new overview picture

Bringing it all together:

Agendashift overview 16x10 2020-04

Don’t worry: despite appearances my long-held caveats on the subject of cycles remain. I leave you with this post-workshop tweet from friend and workshop participant Allan Kelly:


Upcoming online workshops


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
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

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
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
Links: SubscribeHome | Partners | Books |Resources | Events | Contact | Mike
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

It’s mashup time: Adaptive challenges accomplished at their ideal best

A quick one, based on work already informally announced and more that’s in progress:

Already shared on Slack, LinkedIn and elsewhere, but for the record:

Released a v3 of our outside-in strategy template – just a 1 word change, replacing “Objectives” (confusing in an OKR context) with “Ideal”, channeling Ackoff if you like

oi-sr-template-2019-11-30
OI-SR template (agendashift.com)

And while I’m channeling Ackoff, a mashup:

adaptive challenge ideal best

Watch this space for news of Wholehearted:OKR, the new 2-day workshop from which this slide comes.

The Celebration-5W here is the Who, What, Where, When & Why of the (future) celebration, the context-setting exercise with which I kick off nearly all of my workshops. CC-BY-SA. This additional slide creates the early opportunity for some references:

[1] adaptive challenge: Heifetz, via Bushe & Marshak (Dialogic Organization Development, The Dynamics of Generative Change, etc) – organisation development here embracing complexity.

[2] ideal: I’m sneaking in an early opportunity to mention Ackoff’s concept of idealized design, setting the tone before the newly-modified Outside-in Strategy Review (OI-SR) tool is introduced. See Re-Creating the Corporation: A Design of Organizations for the 21st Century (1999), a classic and highly recommended.

[3] When you’re ___ at your best, ___?: Dee Berridge & Caitlin Walker, via Caitlin’s book book, From Contempt to Curiosity: Creating the Conditions for Groups to Collaborate Using Clean Language and Systemic Modelling (2014), which I reference and warmly recommend in both Agendashift and Right to Left. Clean Language is introduced in the session following, via the 15-minute FOTO exercise (also CC-BY-SA).


Agendashift: From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, an engagement model fit for the 21st century
Links: SubscribeHome | Partners | Books |Resources | Events | Contact | Mike
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter

 

 

Agendashift roundup, November 2019

In this edition: More new stuff; Tampa, London, Gurugram, Copenhagen, Malmö, and Oslo; Top posts

More new stuff!

November saw a couple of key announcements, and they’re related:

Impact! is a new 1-day workshop, a member of a growing family of outside-in strategy review workshops as outlined in chapter 5 of Right to Left. You can think of this one as covering the “outside” part of “outside in”, a way to get started in strategy not by focussing on existing capabilities (these come later in the full review) but on positioning with respect to customer needs.

Meanwhile, the latest update to our Clean Language-inspired coaching game 15-minute FOTO adds an introductory ‘Lite’ mode, which takes not just obstacles as input but an initial shortlist of outcomes too. For the Impact! workshop, the outcomes in question are product (or service) goals.

And there is more in the pipeline – read the next section carefully for clues 😉

Tampa, London, Gurugram, Copenhagen, Malmö, and Oslo

I’ve just reached the end of several weeks of foreign travel for both public and private engagements (training, speaking, and an intense half-day slot at a leadership offsite). Exciting though it all was, it comes as something of a relief that I’m now grounded until February!

Coming up in February and March (read on for some commentary):

A few comments on that programme…

As per the initial announcement of the Impact! workshop (see More new stuff above for the link), I’m thrilled that its first public outing will be at an Open Leadership Network event and certified by that organisation, of which I am an advisory board member. Then I’m back to the city of my birth for a repeat performance, by which time it will be been done privately – and not only by me – a number of times.

I make it to India roughly once a year, and I love it. I hope it’s not my only visit of 2020 but to be sure of participating in an Agendashift workshop in India soon, you’d be advised to take this firm opportunity.

We don’t have a page for it yet, but ahead of the Malmö workshop I’ll also be doing a meetup in Copenhagen. It’s on the way! I’ll fly into Copenhagen, do the meetup, and then take the famous Øresund/Öresund bridge by train from Denmark to Sweden.

As of today (November 29th) there is only placeholder information available about the Wholehearted:OKR workshop scheduled for Oslo. In London last week I spent a very productive afternoon with Agendashift partners Karl Scotland and Steven Mackenzie and special guest contributor Mike Haber to design it, and trust me, it will be worth the wait 🙂 Expect a more complete announcement in the next week or two.

Via its teaser curriculum page I am already receiving enquiries for private workshops. If you’re looking to kick off 2020 with some participatory strategy, do get in touch, whether it’s for this, one of our other workshops, or something custom. And don’t forget to ask about January discounts!

Top posts

  1. What I really think about SAFe
  2. From Reverse STATIK to a ‘Pathway’ for continuous transformation
  3. Announcing v7 of 15-minute FOTO
  4. Announcing a brand new (but tested) workshop:
    Impact! Strategically outcome-oriented for products and services
  5. There will be caveats: Warming cautiously to OKR

62baaed4-072b-11ea-a103-a0369f103266


Agendashift: From the exciting intersection of Lean-Agile, Strategy, and Organisation Development, an engagement model fit for the 21st century
Links: SubscribeHome | Partners | Books |Resources | Events | Contact | Mike
Blog: Monthly roundups | Classic posts
Community: Slack | LinkedIn group | Twitter