Category: Delivery

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Dispersed Teams Portfolio Management

Beyond Jira: How Strategic Transformation (Culture, Not Configuration) Unlocks True Value in the Atlassian Stack

To successfully execute strategy at scale in today’s volatile market, an organisation must treat transformation as an integrated effort across three non-negotiable pillars: Culture, Process, and Tools. Failure to align any one pillar—what is known as the “Tool-Only Trap”—results in significant cost, resistance, and the ultimate strategic frustration: Good ideas die at scale.

The fundamental mistake is believing software alone delivers strategic alignment. True value, in the form of driving value and removing cost, is only unlocked when a deliberate methodology is applied to reshape organisational practices and mindsets.

To achieve this integrated success, the effort must be launched across the three pillars in deliberate sequence.

1 – Align Strategic Commitment and Mindset

The primary barrier to successful strategy execution is not technical; it is cultural. Alignment to what is most important requires a fundamental shift in mindset, driven by leadership commitment.

  • Change the DNA: Without a fundamental shift in culture, technological upgrades will ultimately be met with resistance and inertia.
  • Prioritise People: This means focusing on the fundamental ways your people interact and operate. Leadership must commit to communicating a clear strategic vision and the “why” behind every change. The focus must be on ensuring every team understands how their work contributes to the organisation’s core objectives.
  • Mandate Enablement Tooling: Consistent tooling must be implemented as an enabler of this strategic commitment, not a dictator. Expertise is required to ensure the platform supports an empowered culture, preventing the organisation from simply forcing people into a rigid software configuration with no purpose.

However, a committed culture alone cannot deliver strategy at scale; it requires a defined system of work to connect vision to daily activity.

2 – The Critical Bridge: Defining Practices for Execution

Process architecture is the critical bridge that translates a strategic mindset into repeatable, efficient actions that the technology can support. This focuses on creating a robust System of Work for reliable strategy execution.

  • Shared Language and Practices: The key outcome of adopting a structured approach is the creation of a shared organisational language and a common set of practices that are understood across all departments. This alignment is delivered by applying proven exercises designed to build consensus, clarify roles, and accelerate the adoption of new ways of working.
  • Delivering Clarity and Focus: This cultural work delivers essential organisational structure and ensures the team is focused on what is most important by providing:
  • Role Clarity and Alignment: Defined interaction models that clarify who is responsible for what, driving better communication and removing friction.
  • Targeted Capability: Identification of capability gaps and specific coaching needs, ensuring people have the skills to execute the new strategy effectively.
  • Process, Then Platform: The business must define how it wants to operate before the platform is configured, ensuring the practices are built into the tool, not dictated by it.

3 -Enabling Scale, Value, and Cost Reduction

Once the culture and process foundations are set, the integrated toolset becomes the powerful engine that delivers strategy at an enterprise level, directly contributing to business outcomes.

  • From Reporting to Strategy: Strategic execution demands a single source of truth to prevent work from being siloed. This is the explicit function of the Atlassian Strategy Collection tools.
  • Translating Vision to Work: Tools like Jira Align and Focus/Goals are engineered to provide a transparent and unbroken line from high-level strategic objectives (OKRs) down to the operational work of delivery teams. This is how the strategic ambition of the board is directly linked to the team’s daily output and ensures alignment to what is most important.
  • Value and Cost Reduction: The platform enables real-time monitoring of Key Performance Indicators (KPIs), providing the immediate feedback necessary to make sound, data-informed decisions. This level of responsiveness reduces project churn, minimises wasted effort (cost reduction), and ensures resources are focused exclusively on initiatives that drive maximum business value.
Visual representation of a team collaborating using data-driven strategies to enhance organizational performance.

The Need for Strategic Partnership

The ultimate value of any platform, whether it’s the Atlassian Stack or an existing bespoke system, is not unlocked through configuration; it is unlocked through comprehensive Transformation. This is a fundamental truth that holds whether your teams are using spreadsheets or a full suite of enterprise tools.

Partnering with a specialist ensures that the implementation leads with strategy, addresses cultural friction, and turns the technology investment into a genuine engine for sustained organisational success.

If your organisation is currently wrestling with the strategy-execution gap, or if your current tooling is generating friction instead of delivered value, a practical discussion is warranted.

Reach out to discuss your specific needs. Together we can design a pathway that actually gets your outcomes.

Categories
Change Management Delivery Leadership Portfolio Management

Are you Sabotaging Your ROI? Why You Need to Sweat the Small Stuff like Role Titles

Operating model design: sounds fancy, right? People often get caught up in process flows, org charts, and the nitty gritty. But are we missing the forest for the trees? I’m talking about something seemingly small but packing a surprisingly big punch: role titles. Think they’re just labels? Think again. In today’s brutal ROI environment, your role titles either drive your success or quietly kill it.

McKinsey highlights that improved communication and collaboration through social technologies could boost the productivity of interaction workers by 20-25%*

The critical point often missed is that technology alone isn’t the magic bullet. To realise those communication benefits and make that productivity jump, your organisation must make it easy to connect with the right people – the ones who can actually solve problems and drive value. And that’s where clear role titles become indispensable. Without them, even the best social technologies amplify the noise and confusion, increasing the speed and scale of non-productive and distracting communication.

Let’s be blunt. Even simple tasks can get derailed when you can’t figure out who to talk to in other parts of the company. Things get stuck, and time is wasted on basic stuff. Part of the problem? Fuzzy role titles. It’s not just about who’s in charge of projects; it’s about knowing who’s responsible and contactable across all parts of the company, even for everyday needs. The bottom line? Role titles matter if you want to get things done effectively across your organisation. Here’s why:

1. Titles Set the Tone: It’s All About Value (and ROI)

“What’s in a name?” Shakespeare might have been onto something but in business? Everything. Your role titles scream what you value as an organisation and, just as importantly, what you bring to the table. Forget fluffy language. We need titles that communicate value, impact, and ROI contribution, plain and simple.

  • Value = ROI. Titles Need to Show It: Remember “Scrum Master”? Nice for driving process, but today, the needs are broader and expectations higher! Try “Delivery Lead,’ or even “Delivery Coach” – titles that shout, “I deliver value!” If you want a different flavour, try “Delivery Coach” or “Value Coach”. It’s about outcomes, not just ceremonies. It’s about ROI, not just running meetings. Your titles should be value declarations. The HBR article, “How to Ask for the Job Title You Deserve,” says your title is your value pitch. Your role title tells your colleagues how you add value and why they should work with you.
  • Scope, Authority, Impact – Titles Define Your Turf: “Delivery Lead” isn’t just a fancy Scrum Master. It says, “I own value delivery.” Clarity = empowerment. You know your impact and focus on what matters: driving ROI. No more guessing games about who’s responsible for what. Titles don’t replace RACI; they amplify it. They make responsibilities stick and impact resonate, day in and day out. Titles should define your impact zone.
  • Perception is Reality. Titles Drive Performance: Titles shape how individuals see themselves and prioritise their efforts. When it comes to titles, perception is reality, and as HBR points out, your title is “what you do.” A solid title provides an instant understanding of your expertise. “Data Scientist” specialising in predictive modelling? Boom. People get it. Need predictive modelling? They find you. Faster connections, faster projects, faster ROI. Titles aren’t just for show; they are about speed and efficiency, helping you “build rapport” and get down to business fast.

2. Same Titles, Same Page: Collaboration That Delivers Value

Unclear roles breed chaos, and chaos erodes ROI. Consistency in titles? That’s your secret weapon, especially when scaling up or transforming your organisation. Consistent role titles are like speaking the same language. Suddenly, collaboration isn’t a headache; it’s how you get things done and deliver value faster.

  • Collaboration = Value Delivery. Consistent Titles = Collaboration: One team’s “Delivery Lead” needs to be the same as the “Delivery Lead” in another. No translation is needed. Cross-functional teams? Complex projects? Consistent titles are your glue, making collaboration work and driving value across the board.
  • Cut the Confusion, Boost the Outcomes: Standardised titles kill ambiguity. Everyone knows what a “Delivery Lead” does. Less explanation of roles means more discussion of strategy and hitting those value targets. Straight to the point, straight to the outcomes.
  • Find the Right People, Fast (Internal & External): Need someone who gets value delivery? Consistent titles are your search terms. Internally and externally, finding the right skills becomes way more manageable. Talent acquisition for ROI? Consistent titles are non-negotiable. Before you even think about a title change, do your homework. LinkedIn, Glassdoor – check industry norms. Speak the same title language or get left behind.

3. Talent Magnet: Titles That Attract (and Keep) Value-Obsessed People

Top talent isn’t just looking for a job but for impact. They want to drive value, and they want titles that reflect that ambition. Get your titles right, and you’ll attract the people who will move the ROI needle.

  • Market Demands Value-Driven Titles. Give Them What They Want: Product Management, Agile Delivery – these people know their worth. They expect titles that match their skills and ambition. “Delivery Lead” attracts value-focused players. Attract the right talent and drive the right results.
  • Career Paths That Show Value Growth: No career path? No talent retention. Clear title progression – Delivery Lead to Delivery Manager, Product Owner to Product Manager – shows growth, opportunity, and value progression. Ambitious people want to see how they can level up their value contribution. Show them the path and keep the top performers.
  • Employer Brand = Value-Centric Culture: Value-driven titles build a value-driven employer brand. Signals you’re serious about ROI. Top talent wants to make a real difference, not just fill a seat. Titles that scream “value” attract people who deliver value. Dan Cable from London Business School gets it: titles are “symbolic representation of…value.” Margaret Neale of Stanford calls titles part of the “compensation package.” It’s not just about the money; it’s about the title that opens doors and builds careers.

Return On Investment is the Name of the Game

Economic pressure is real. ROI isn’t a buzzword; it’s survival. That’s why roles like “Delivery Lead” are front and centre. These aren’t just trendy titles but are essential for ensuring projects deliver business value. Remember the Scrum Master vs. Delivery Lead shift? Scrum Master = process. Delivery Lead = outcomes. ROI demands outcomes. Delivery Leads are measured by impact, not just activity. They track the value of retrospectives, not just that they happened. This title shift? It’s about a fundamental shift to tangible business value. Get the titles right and get the people who drive ROI.

To gain improved communication benefits from technology, your organisation needs to make connecting with the right people easier. Failure to do so increases the speed and scale of non-productive and distracting communication.

  • Fuzzy titles cause communication breakdowns whilst wasting time, effort, and money.
  • Clear titles create a transparent operating model with a clear path to ROI.

Are your role titles driving the ROI you desperately need? Probably not if you haven’t thought this through. Ready to stop sabotaging your success? Connect with me, Steve Walton, and let’s talk.

*https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/capturing-business-value-with-social-technologies

Categories
Coaching Leadership Portfolio Management

Is Your Coaching Actually Working? Stop Wasting Money and Start Seeing ROI with Targeted Interventions

Let’s be honest. Coaching can be expensive. And sometimes, it feels like you’re throwing money at a problem without seeing any real change. You’ve got well-meaning conversations, maybe even some nice-looking documents called “coaching plans,” but are they actually driving results? Are they making a difference to your team’s performance, your bottom line, or your organisational culture? If you’re not sure, you’re not alone. Many leaders struggle to demonstrate the ROI of their coaching efforts. They invest in coaching, hoping for the best, but lack the tools to measure its impact effectively. The missing piece? Targeted interventions.

The International Coaching Federation estimates that over two billion US dollars annually is invested in workplace coaching worldwide

(Cannon-Bowers JA, Bowers CA, Carlson CE, Doherty SL, Evans J, Hall J. Workplace coaching: a meta-analysis and recommendations for advancing the science of coaching)

Why Coaching Plans Matter (But Targeted Interventions Matter More)

A coaching plan should be a roadmap for development. It should provide clarity, focus, and a framework for meaningful conversations. But without a clear focus on targeted interventions, it’s like having a map without a destination. It’s just a document. A genuinely effective coaching plan that justifies the investment must detail how the coach will support the coachee, what specific actions they will take, and what the expected outcomes are. Here’s why focusing on targeted interventions is crucial:

  • Targeted Development – Hitting the Mark: A coaching plan should pinpoint specific growth areas tied directly to the organisation’s needs. It’s not enough to say “improve leadership.” We need to identify what kind of leadership skills need to be developed and how that will contribute to business goals. Targeted interventions allow us to address those specific needs directly.
  • Structured Conversations and Strategic Interventions – Driving Real Change: The plan needs to outline the specific interventions the coach will use. The agreement on intervention actions is where the rubber meets the road. These might include mentoring, training, shadowing, facilitating specific exercises, or providing targeted feedback. These interventions are the active ingredients of effective coaching.
  • Progress Tracking – Showing Real ROI, Not Just Good Intentions: Tracking interventions lets you see what’s working and what’s not. It’s how you measure the impact of your coaching and demonstrate its value to the bottom line. This data-driven approach is essential for justifying coaching investments and proving ROI.
  • Accountability – For Everyone Involved, and for the Interventions Themselves: A well-defined plan with tracked interventions keeps both the coach and the coachee accountable. It sets clear expectations and provides a record of the coach’s actions and support. It also allows you to evaluate the effectiveness of the interventions themselves.

Leveraging Coaching Models – The Framework for Success

Established coaching models give you a structured way to approach coaching conversations and choose the most effective targeted interventions. Here are a few key models:

  • GROW Model: This widely used model focuses on goal setting, examining current reality, exploring options, and establishing the will to act. In the context of targeted interventions, GROW helps ensure interventions are directly linked to the coachee’s goals and the reality of their situation, making the chosen actions highly relevant and impactful. (GROW stands for Goal, Reality, Options, Will).
  • OSKAR Model: OSKAR builds on solution-focused principles, emphasising desired Outcomes, understanding the current situation, exploring Solutions and Options, knowing the Key Actions, and Reviewing progress. OSKAR’s emphasis on desired outcomes and solutions helps coaches and coachees collaboratively identify targeted interventions that are future-focused and designed to move towards specific, positive results. (OSKAR stands for Outcome, Situation, Knowledge, Affirm + Action, Review).
  • FUEL Model: This model emphasises a conversational approach focused on Framing the conversation, Understanding the current situation, Exploring desired outcomes and generating ideas, and Laying out an action plan. The FUEL model’s emphasis on exploration and action planning directly supports identifying and implementing targeted interventions. By ‘Exploring’ options within the FUEL framework, coaches and coachees can collaboratively determine the most relevant and impactful targeted interventions to include in their action plan (‘Lay out a plan’). (FUEL stands for Frame, Understand, Explore, Layout plan).
Sample coaching plan, based on the GROW model

A coaching plan that delivers tangible results needs more than just good intentions. Here’s what goes into it:

  • Clear, Measurable Objectives – Tied to Business Outcomes: (As before, but emphasise the need for quantifiable outcomes tied to interventions and business goals)3
  • Context & Background – The Business Challenge: (As before, but emphasise the link to business challenges and how coaching can address them)
  • Strengths & Areas for Development – Linked to Targeted Interventions: (As before, but emphasise how these relate to specific interventions and business needs)
  • Strategies & Actions, including Specific, Targeted Interventions: This is the heart of the matter. Detail the exact, targeted interventions the coach will use. For example, instead of “Improve communication skills,” the plan might say, “Coachee will participate in a role-playing exercise focused on difficult conversations, followed by targeted feedback from the coach on active listening and assertive communication techniques.”
  • Timeline & Milestones – Linked to Intervention Completion and Business Impact: (As before, but tie milestones to intervention completion and their expected impact on business outcomes)
  • Metrics & Measurement – Proving the ROI of Targeted Interventions: This is how you prove Return On Investment. How will you measure the success of the specific, targeted interventions? If the goal is improved communication, the metric might be “360-degree feedback scores” or “reduction in team conflict incidents.”
  • Review & Feedback – On Targeted Interventions and Their Contribution to Business Goals: Regularly review progress and specifically discuss the effectiveness of the targeted interventions. Are they having the desired impact on both the individual and the business? Do they need to be adjusted?

Download our sample coaching plan in Word format

The Coaching Plan Advantage: Driving Real ROI and Demonstrating Value

In today’s business climate, being able to design and use coaching plans with targeted interventions and measurable ROI is a must-have skill for any leader. It’s how you show the value of coaching and drive demonstrable business results. It’s how you move beyond “feel-good” conversations and demonstrate a tangible return on investment that justifies the cost and earns you recognition as a leader who gets results.

Conclusion:

Coaching plans, when they include specific, targeted interventions and measurable outcomes directly linked to business goals, are powerful tools for driving growth and achieving demonstrable and valuable business results. They’re not just about having a chat; they’re about making a difference that matters. So, if you’re tired of wondering whether your coaching is actually working, focus on targeted interventions. It’s the key to unlocking real ROI and transforming your coaching from a cost to a valuable investment.

(Connect with me on LinkedIn to discuss coaching and leadership!)

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Change Management Coaching Delivery Leadership Product Management

Why “Why” Matters More Than the Plan Itself

We’ve all been there. You spend weeks meticulously crafting a detailed plan, complete with timelines, milestones, and every conceivable contingency. It’s a comprehensive document, a testament to your planning prowess. But then, reality hits. Things change. Unexpected challenges arise. And suddenly, that carefully laid-out plan feels more like a straightjacket than a guide.

This is a common pitfall. We often get so caught up in the act of planning – the spreadsheets, the Gantt charts, the endless meetings – that we lose sight of the bigger picture. We treat the plan as an end in itself, rather than a means to an end. This can lead to a rigid approach that fails to adapt to changing circumstances, rendering the plan ineffective.

But what if I told you that the most critical part of any plan isn’t the plan itself, but the ‘why’ behind it? Understanding the ‘why’ empowers you, giving you a sense of control and confidence in your planning process.

Understanding the “Why”

Before you dive into the nitty-gritty of timelines and deliverables, take a step back. Ask yourself:

What are we trying to achieve with this plan?

  • Is it to inform stakeholders and enable governance, providing transparency and ensuring alignment with broader organisational objectives?
  • Is it to coordinate delivery teams, ensuring no gaps and that dependencies are managed and driving smooth execution?
  • Is it to enable a team to align and collaborate, fostering a shared understanding of goals and responsibilities?
  • Is it to help a leader and contributor achieve personal development goals, outlining clear objectives and action steps for growth?
  • Is it for a coach to provide a structured approach to achieving growth outcomes for the coachee, outlining a clear framework for development and progress tracking?

What does success look like?

  • How will we know if we’ve achieved our goals?
  • What key metrics will we track?

What are the potential roadblocks?

  • What could go wrong?
  • How can we minimise these risks?

By clearly defining your plan’s purpose and desired outcomes, which are rooted in the ‘why ‘, you create a strong foundation for success. You’re not just creating a document; you’re setting a direction.

Plans: More Than Just a Document

It’s easy to fall into the trap of treating a plan as an isolated document, a static blueprint to be followed religiously. However, effective plans are more than just a collection of tasks and deadlines. They exist within a broader context, interconnected with other crucial elements that drive outcomes. A plan should be viewed as a dynamic tool that guides actions and decisions.

Think of a plan as a single piece of a complex puzzle. It must fit seamlessly with other key pieces to create a complete picture. These interconnected elements might include:

  • Strategic Objectives: Your plan must align with your team or organisation’s overall strategic direction. Displaying when these objectives are achieved in your plan provides an easily accessible link between your actions and the overall goal.
  • Detailed plans: It is essential to communicate and coordinate areas such as delivery planning, resourcing, communications, change management, and risks. High-level plans should be created with a common language and touchpoints so that, where required, you can dive deeply into the details while also communicating the big picture.
  • Audience-specific plans: Not every audience is the same. You may need to create different versions of your plans to address specific interest groups. Ideally, these are filtered or summarised versions of your detailed plans that provide timely, accurate, and relevant information pitched to drive the appropriate level of engagement with your audience.

By considering these interconnected elements, you can create a more robust and effective plan that drives meaningful outcomes.

Plans as Living Documents

The best plans are flexible. They’re not rigid blueprints meant to be rigidly adhered to. Instead, they’re living documents that evolve and adapt as circumstances change.

  • Embrace the Unexpected: Things rarely go exactly as planned. Be prepared to adjust your course, pivot when needed, and learn from setbacks.
  • Encourage Feedback: Regularly seek feedback from your team and stakeholders. Are you on track? Are there any unforeseen challenges? Are there opportunities to improve the plan?
  • Use Data to Guide Decisions: Track progress, analyse data, and use insights to inform your next steps. Are you making progress towards your goals? If not, what adjustments need to be made?

The Dangers of “Plan-itis”

It’s easy to get caught up in the planning process itself. We can spend so much time analysing and re-analysing the plan that we never actually get around to executing it. This is what I call “plan-itis”.

  • Analysis Paralysis: Spending excessive time analysing and re-analysing the plan can lead to inaction.
  • Resistance to Change: Overreliance on the original plan can make adapting to new information and changing circumstances difficult.

In Conclusion – Focus on the Outcome

Ultimately, the success of any plan should be measured by its ability to deliver the desired outcomes. Remember, the plan is a tool, a guide, a framework – not an end in itself.

I often ask myself, “What am I trying to achieve?” and “Who is my audience?” when creating and sharing this plan.

So, the next time you find yourself deep in the weeds of a planning exercise, take a moment to step back. Ask yourself: “Why are we doing this? What are we trying to achieve?”

By firmly considering the “why,” you’ll be better equipped to create effective plans that deliver real results.

Categories
Agile success principles Change Management Delivery

Exploring the Benefits of a Product-Focused vs. Agile Team Approach: A Shift in Perspective

“The typical organization today has undertaken five major firmwide changes in the past three years — and nearly 75% expect to multiply the types of major change initiatives they will undertake in the next three years. Yet half of change initiatives fail, and only 34% are a clear success.”  Gartner.com

Key Differences

Benefits of Product-Focused Organisations

Product-focused organisations offer several advantages over traditional agile structures, including customer-centricity, cross-functional teams, prioritisation and focus, reduced handoffs, and empowered product ownership. These benefits significantly improve efficiency, product quality, and market responsiveness.

For instance, Schneider Electric successfully transitioned to a product-driven operating model at scale. This shift enabled them to increase the speed of their product delivery from five years to just 18 months and boosted employee engagement by eight percentage points. This example illustrates how adopting a product-focused approach can lead to faster development cycles, improved employee satisfaction, and better alignment with customer needs. Lessons from Schneider Electric’s Agile-at-Scale Transformation | BCG

Increased Customer-Centricity

Product development revolves around thoroughly understanding customer needs and desires. This ensures that the final product truly resonates with the target audience and effectively addresses their pain points.

Enhanced Cross-Functional Collaboration

Teams are composed of individuals with diverse skill sets, including design, engineering, marketing, and product management. This collaborative environment fosters a holistic understanding of the product and its lifecycle.

Improved Prioritisation and Focus

Clear product roadmaps are established, enabling teams to prioritise tasks effectively and maintain alignment with the overall product vision. This reduces wasted effort and ensures everyone is working towards a common goal.

Reduced Handoffs

Streamlined workflows minimise dependencies between different teams, leading to faster development cycles and reduced communication overhead. This efficiency gain contributes to quicker time-to-market and improved product quality.

Empowered Product Ownership

Dedicated product owners have greater autonomy and decision-making power. This allows them to be more responsive to customer feedback and market changes, leading to more successful products.

Enterprise Benefits

  • Reduced Costs: Streamlined workflows, reduced handoffs, and clear prioritisation minimise wasted effort and resources, leading to significant long-term cost savings.
  • Increased Revenue: Customer-centric products are more likely to succeed in the market, attracting and retaining customers and ultimately driving revenue growth.
  • Reduced Risk: A deep understanding of customer needs and market trends reduces the likelihood of developing products that fail to resonate with target audiences, minimising financial losses and reputational damage.

Employee Empowerment and Growth

  • Increased Employee Satisfaction: Employees feel a stronger sense of ownership and purpose when working within a product-focused organisation. They are more engaged in their work and feel their contributions directly impact the product’s success.
  • Improved Retention: A fulfilling work environment that provides opportunities for growth and development fosters employee loyalty and reduces turnover. This saves the company time and resources for recruiting and training new employees.
  • Clearer Career Paths: A product-focused structure provides employees with clear career trajectories and development opportunities, motivating them to contribute their best work and grow within the organisation.

Organisational Alignment: Defining Your Identity, Offerings, and Structure

In the journey towards adopting a product-focused approach, organisations must achieve clarity on three fundamental aspects: who they are, what they offer, and how they want to be organised. This alignment ensures that every team member works towards a common goal and that the organisation’s structure supports its strategic objectives.

Defining Your Identity

Understanding and articulating your organisation’s identity is the first step. This involves recognising your core values, mission, and vision. These elements serve as the foundation for all decisions and help create a cohesive culture. When everyone in the organisation understands and embraces these core principles, it fosters a sense of unity and purpose.

Clarifying Your Offerings

Next, it’s essential to understand what your organisation offers clearly. This means identifying your essential products or services and understanding how they meet your customers’ needs. By having a well-defined product vision, teams can align their efforts towards creating value for the customer. This clarity helps prioritise tasks and make informed decisions that drive the organisation forward.

Structuring for Success

Finally, determining how you want to be organised is critical for operational efficiency. A product-focused structure often involves cross-functional teams aligned with specific products or services. This setup encourages collaboration and reduces silos, enabling teams to work more effectively towards common goals. Empowering product owners with decision-making authority ensures that the organisation can respond swiftly to market changes and customer feedback.

The Benefits of Alignment

When an organisation is aligned on its identity, offerings, and structure, it reaps several benefits:

  • Enhanced Collaboration: Teams work together more effectively, breaking down silos and fostering a culture of cooperation.
  • Improved Focus: Clear priorities and a shared vision ensure everyone works towards the same objectives, reducing wasted effort.
  • Greater Agility: An aligned organisation can respond more quickly to market or customer needs changes, maintaining a competitive edge.
  • Increased Employee Engagement: Employees who understand the organisation’s mission and see how their work contributes to its success are more motivated and engaged.

Conclusion

Product-focused organisations offer a compelling alternative to traditional agile structures. They promote customer-centricity, streamlined workflows, and empowered product ownership. While agile methodologies remain valuable, adopting a product focus can further enhance organisational effectiveness, product success, and employee satisfaction.

If your organisation wants to improve its alignment with customer needs, increase efficiency, and empower your teams, consider transitioning to a product-focused approach. Start by defining your identity, clarifying your offerings, and structuring your teams for success. Doing so can create a strong foundation for sustainable growth and innovation.

Categories
Delivery Leadership

Aligning Value, Teaming, and Objectives for Business Success

Photo by Anna Shvets on Pexels.com

In today’s fast-paced business environment, aligning value, teaming, and objectives is crucial for success. This alignment ensures that every team member works towards a common goal, creating value for the organisation and its customers. Let’s explore how these three elements can be harmonised to drive success.

Value: The Core of Every Initiative

Understanding the “why” behind the work is fundamental to any successful business initiative. It starts with identifying the core purpose and the desired outcomes. This involves asking critical questions such as: What are we trying to achieve? Why is this important? How will it benefit our customers and the organisation?

Once the purpose is clear, defining success becomes the next step. Success should be tangible and measurable. For instance, it could be increased customer satisfaction, higher revenue, or improved operational efficiency. These success metrics need to be clearly articulated and communicated to the team.

Establishing a system for measuring and tracking progress ensures the team stays aligned with these goals. This could involve setting key performance indicators (KPIs) and regularly reviewing them to assess whether the team is on track. Tools like dashboards and progress reports can provide real-time insights into the team’s performance against the defined success metrics.

By understanding the reason behind the work, defining what success looks like, and establishing a robust system for measurement and tracking, teams can ensure that every effort is aligned with creating value for the organisation and its customers.

Teaming: Building a Cohesive Unit

Understanding the role the team plays in delivering the desired outcome is crucial for success. Each team member brings unique skills and perspectives that contribute to achieving the project’s goals. Recognising and leveraging these strengths is essential to create a cohesive unit that works seamlessly together.

To deliver the outcome, team members must understand how their contributions fit the bigger picture. This involves clear communication of roles and responsibilities and nurturing a collaborative environment where everyone feels empowered to share their ideas and feedback. Regular team meetings and retrospectives ensure everyone is aligned and working towards the same objectives.

Collaboration is key to success. Team members should be encouraged to work together, share knowledge, and support each other in overcoming challenges. This collaborative spirit helps build trust and ensures the team can adapt and respond effectively to changing circumstances.

“I once led a pilot team to prototype Agile ways of working within a traditional organisation. Our mission was clear: demonstrate that data solutions could be delivered faster, cheaper, and with greater customer engagement. The team was deeply committed to this purpose. We openly discussed how to collaborate effectively amongst ourselves and with other stakeholders. This pilot proved so successful that it sparked the creation of numerous other Agile teams across the organisation.”

This example illustrates how a shared purpose and open communication can empower a team to achieve remarkable results and drive organisational change.

Identifying the customer and understanding their needs is another critical aspect of effective teaming. The team should clearly understand who the customer is and what they expect from the project. This involves regular interactions with the customer to gather feedback and ensure that the team’s efforts are aligned with the customer’s requirements.

Additionally, the team needs to interact and integrate with other stakeholders and departments to deliver success. This could include working closely with marketing, IT, and customer service teams to ensure that all aspects of the project are covered and that there is a unified approach to achieving the project’s goals.

By understanding the team’s role, fostering collaboration, and maintaining clear communication with the customer and other stakeholders, teams can build a cohesive unit that is well-equipped to deliver successful outcomes.

Objectives: Setting Clear and Achievable Goals

Clear and achievable objectives are the foundation of any successful project. Objectives provide direction and a sense of purpose, helping teams stay focused and motivated. In Agile, objectives are often defined as user stories or epics, which outline the desired outcomes and the steps needed to achieve them.

When setting objectives, ensure they are specific, measurable, achievable, relevant, and time-bound (SMART). This approach helps teams understand what is expected of them and how their efforts contribute to the project’s overall success. Regularly review and adjust objectives to align with the organisation’s values and the team’s capabilities.

The Synergy of Value, Teaming, and Objectives

The true power of alignment lies in the synergy between value, teaming, and objectives. When these elements are harmonised, teams can work more efficiently and effectively, delivering high-quality results that drive success. Organisations can create a continuous improvement and innovation culture by focusing on value, building strong teams, and setting clear objectives.

In conclusion, aligning values, teaming, and objectives is essential for achieving success in today’s dynamic business environment. By prioritising value, fostering effective teaming, and setting clear objectives, organisations can ensure that every effort contributes to their overall goals. This alignment drives success and creates a positive and productive work environment where teams can thrive.

Categories
Change Management Delivery Leadership

Digital Transformation Success: Key Steps and Remember the People

Digital change is no longer a choice; it’s a necessity. In today’s fast-paced business environment, staying competitive and relevant hinges on embracing digital transformation. But navigating this ever-evolving landscape can feel overwhelming. To truly succeed, organisations need to focus on three core elements: understanding their people, being clear on what they are trying to change, and having a plan.

1. Understand Your People: The Heart of Digital Transformation

Before diving headfirst into new software or platforms, take a step back and truly understand your people. It’s crucial to know what they do. Understand what they think the purpose of their work is. Learn what their daily tasks involve. This understanding will help you determine if what they are trying to do is needed. You may find an opportunity to eliminate a process. You might automate it entirely or make the human intervention more valuable.

  • Empathy is Key: Observe how your employees currently work. Understand their pain points, what they do not want to change, and why. Identify areas where technology can streamline tasks, reduce frustration, and unlock more significant potential.

For example, consider a financial institution implementing a new digital loan processing workflow. Initially, employees resisted the change, fearing it would complicate their tasks. The institution’s leadership conducted interviews. They observed the employees’ daily routines. They discovered that employees struggled with redundant data entry and cumbersome approval processes. The employees’ workload was significantly reduced by introducing an automated system that eliminated these inefficiencies. This change improved job satisfaction. It also sped up the loan approval process. Both the staff and the customers benefited from these improvements.

  • Purpose and Motivation: Engage with your employees to understand what they think the purpose of their work is. This engagement is not just a conversation, it is an essential tool in building your strategy. It’s a way to involve your staff in the digital transformation process, making them feel more connected and motivated. Knowing their motivations can help align digital transformation efforts with their goals and aspirations.
  • Tool Preferences: Find out why employees like or dislike their current tools. This insight can guide the selection of new tools that better meet their needs and preferences. To gather this information, consider using surveys or focus groups. Surveys can provide quantitative data on employee satisfaction with current tools. Focus groups can offer deeper qualitative insights by allowing employees to discuss their experiences and preferences in more detail. Be aware of peer pressure and groupthink when collecting data, look for outliers and trends and try to understand the root cause of each.
  • Concerns and Aspirations: Listen to your employees’ concerns and aspirations. Address their worries about the changes and highlight how the new technology can help them achieve their professional goals. This will make them feel valued and considered, enhancing security and trust in the process.
  • Collaboration is Crucial: Involve your team in the digital transformation process. Seek their input, address their concerns, and ensure they feel heard and valued throughout the transition. This will make them feel involved and integral to the change, increasing a sense of ownership and commitment.
  • Training is Essential: Provide comprehensive training. Offer ongoing support to equip your employees. They need skills and confidence to thrive in the new digital environment. Implement varied training methods, such as interactive workshops, online courses, and one-on-one coaching sessions, to cater to different learning needs. This multifaceted approach ensures that all employees feel well-equipped and confident, creating a sense of empowerment and readiness for the change. Equally important is involving key team members in co-developing the training programs. This collaboration ensures that the training addresses real, rather than perceived, needs and incorporates practical insights from those who understand the day-to-day challenges. Ongoing support, including regular check-ins and a dedicated helpdesk, will encourage a culture of continuous learning and adaptation, which is crucial for long-term success.

By prioritising your people and understanding their work, you’ll create a culture of adoption. This will lead to innovation. These efforts drive the success of your digital transformation.

2. Be Clear on What You Want to Change: Laying the Groundwork for Transformation

Before embarking on a digital transformation journey, it is crucial to know exactly what needs to be changed. Understanding why these changes are necessary is equally important. This clarity will ensure you address the right problems with the right solutions, setting the stage for a successful transition.

  • Identify Where Change is Needed: Conduct a thorough process audit to pinpoint inefficiencies and areas requiring improvement. Understanding these core issues will help determine the necessary changes and ensure they address the real problems.
  • Articulate What Needs to Change: Before implementation, carefully evaluate potential solutions. Ensure the chosen technology or process changes are the best fit for your organisation’s needs and objectives. Clearly communicate the specific changes required and how they will be implemented. Make sure everyone knows exactly what is being asked of them.
  • Understand the Impact on People: Understand and explain the impact of these changes on your team, workflows, and overall operations. Be prepared to address any challenges that may arise during the transition. Articulate how addressing these issues will benefit the organisation and improve workflows while enhancing individual roles. This ensures everyone understands the positive impact the changes will have on their work.
  • Consider the Implications: Fully understand what will be involved in making these changes. Consider the impact on your team, workflows, and overall operations. Be prepared to address any challenges that may arise during the transition period.
  • Set Clear Objectives: Communicate the specific objectives of any changes and how they will impact individuals within the organisation. For instance, explain how a new digital tool will streamline their daily tasks, reduce manual errors, or enhance their productivity. Clearly defined objectives should resonate at a personal level, making it evident how these changes will benefit them directly.

For example, success may look like a smoother workflow with fewer manual interventions. When employees understand the transformation’s personal advantages, they are more likely to embrace and champion the change and provide feedback on modifications to drive further refinement and improvement.

Be clear on what you want to change and know why it is essential. This ensures you solve the right problem with the right solution. This foundational step is essential before planning and engaging your team in the transition process.

3. Have a Plan: Mapping the Route to Success

Digital transformation requires a well-defined roadmap. A clear plan is essential to ensure a smooth transition and minimise disruption.

  • Outline Key Milestones: Break down the transformation process into manageable phases with specific goals and deadlines for each stage.
  • Define Roles and Responsibilities: Identify who is responsible for each aspect of the transformation and ensure everyone understands their role in the process.
  • Establish Communication Channels: Determine how information will be shared and feedback gathered throughout the transformation journey.
  • Develop a Training and Support Strategy: Provide resources and support to help employees adapt to the new technology and processes.
  • Measure Success: Define key performance indicators (KPIs) that align with your transformation objectives. Regularly evaluate your progress against these metrics. Create a clear pathway for your team. Actively manage the transformation process. This approach will set your team up for success and minimise potential roadblocks.

In conclusion, navigating digital change requires a strategic approach. It should prioritise understanding your people. It is essential to define clearly what needs to be changed. Having a well-structured plan is also crucial. By focusing on these three core elements, organisations can create a culture of adoption. This approach encourages innovation. It ensures a successful digital transformation. Remember, the heart of any transformation lies in the people who drive it. Engage with your employees, address their concerns, and provide the necessary support to empower them in this journey. With a clear vision and a collaborative effort, digital change can significantly improve efficiency, customer engagement, and overall business success.

Categories
Agile success principles Delivery Leadership Portfolio Management

Maximizing Delivery Success: The Power of Visibility, Proactive Dependency Management, and Strategic Roadmap Planning

In the fast-paced realm of program delivery, navigating interdependencies, anticipating upcoming challenges, and maintaining transparency across all levels of an organisation is crucial. This article explores the essential elements of effective delivery portfolio management: visibility, active dependency management, and a comprehensive upcoming roadmap, highlighting their significance in achieving success in delivering strategic outcomes.

Visibility: The Foundation of Trust and Alignment

Visibility in program and project management extends beyond tracking tasks. It involves providing clarity and transparency of program status, progress, and challenges to ensure every team member, stakeholder, and leader can access real-time information. This transparency is pivotal in nurturing trust, enabling informed decision-making, and aligning efforts towards strategic objectives. Tips to enhance visibility include:

  1. Implement Visual Management Systems: Utilise tools and platforms that offer real-time visibility into project statuses, progress, and challenges. For example, creating dashboards displaying key performance indicators (KPIs) and project milestones can assist stakeholders in staying informed and making data-driven decisions. These tools include Jira (Atlassian) and Azure DevOps (Microsoft). They are lightweight, cost-effective, and easy to scale across teams.
  2. Regular Planning Sessions and Stand-ups: Embrace agile practices such as fortnightly planning sessions and daily stand-ups to increase team transparency and alignment. This approach enables teams to align priorities and manage workloads effectively, creating a culture of openness and continuous improvement.
  3. Regular Planning Sessions and Stand-ups: Embrace working practices such as fortnightly planning sessions and daily stand-ups to increase team transparency and alignment. This approach enables teams to align priorities and manage workloads effectively. When incorporated with other practices that showcase work to obtain feedback and reflection to drive continuous improvement, teams go from being busy to delivering the right value.
  4. Mission Control Spaces: Establish dedicated visual management boards where project information is consolidated and centrally accessible. These boards provide easily understood information on progress, risks, and dependencies. Such physical or virtual boards create a single source of truth for always on project status, facilitating better decision-making and problem-solving. Examples of effective tools are Jira Align (Atlassian) and Miro.

Active Dependency Management: Navigating the Web of Interdependencies

Active dependency management involves proactively identifying, tracking, and resolving dependencies between tasks, teams, and resources to prevent bottlenecks and delays. The challenge lies in systematically identifying and resolving these interdependencies, necessitating a proactive stance to anticipate potential issues and devise mitigation strategies. Understanding each role and responsibility is crucial for effective dependency management to ensure unforeseen interdependencies do not derail projects.

  1. Map and Monitor Dependencies: Develop a systematic approach to identifying and tracking dependencies across projects. Tools like Jira Align can help visualise and manage dependencies to address potential bottlenecks proactively.
  2. Cross-Functional Collaboration: Nurture a culture of collaboration across different teams and departments. Encourage regular cross-functional meetings to discuss dependencies, share insights, and develop joint risk mitigation strategies. Approaches can also include co-creating solutions and leveraging shared resources to overcome challenges.
  3. Build an organisation around the flow of work: Organise teams into agile Tribes (programs) and Squads (teams) aligned around common objectives while minimising dependencies. This structure promotes autonomy and faster decision-making and reduces the complexity of managing interdependencies.

Upcoming Roadmap: Charting the Course Forward

An upcoming roadmap is not just a document outlining future directions; it’s a strategic tool that guides teams, clarifying priorities and expectations. It ensures that all efforts are aligned with strategic goals, facilitating a unified approach to achieving them. The roadmap serves as a beacon, guiding teams through the complexities of project delivery and ensuring that every step contributes towards the overarching objectives. Aligning the business roadmap with customer journeys and strategic initiatives is crucial for delivering value and securing a competitive advantage.

  1. Co-create roadmaps: Engage key stakeholders in the roadmap creation process to ensure strategic goals and priorities are aligned. This collaborative approach ensures that the roadmap reflects the organisation’s collective vision and objectives, enhancing buy-in and commitment.
  2. Quarterly Business Reviews (QBRs): Conduct QBR planning sessions to review progress against the roadmap, adjust priorities based on new insights, and set clear objectives for the upcoming quarter. This iterative process allows flexibility in responding to changes and ensures the roadmap remains relevant and aligned with strategic goals.
  3. OKRs and Performance Metrics: Implement Objectives and Key Results (OKRs) to link strategic goals with specific, measurable outcomes. This goal-setting framework helps track progress against the roadmap, ensuring efforts focus on achieving high-impact results.

In summary…

Visibility, active dependency management, and a well-defined forward-looking roadmap are crucial for successfully managing a delivery portfolio. These elements enhance operational efficiency and develop a culture of transparency, collaboration, and strategic alignment. By prioritising these aspects, organisations can navigate the complexities of project delivery with greater agility and predictability, ultimately driving better outcomes and value.