Lab Cortex’s Post

These are the most important tips to start with journey management: BEGIN SMALL 1. Start with one journey and one team (this can be done in few weeks or months) 2. Experiment with this journey 3. Learn how it works 4. Scale up from there ALWAYS - align with departments involved in the transformation - don't let it be a side project - integrate it into the new way of working Be PATIENT Because it can take years for the entire organisation to adopt the new way of working. And MAKE SURE You have commitment from management level. But MOST IMPORTANTLY: Just start.

Product 🆚 Project-Led Organizations: Navigating Strategic IT Decisions 🚀 Opting for a product or project mindset isn’t a binary choice but a strategic decision that aligns with your goals, market position, and operational strengths. This clarity empowers leaders to devise strategies that leverage their organizational model for the greatest impact in the IT world. Distinguishing whether your organization leans towards a product 📦 or project 🔍 mindset is pivotal. This insight shapes your operational approach and influences strategic decision-making, resource allocation, and customer engagement. Here’s why understanding this distinction is essential and how it can guide your strategic choices: Why It Matters: 1️⃣ Aligns with Business Goals: Recognizing your organization's focus ensures efforts complement long-term objectives, be it continuous product innovation or achieving project-specific milestones. 2️⃣ Optimizes Resources: It directs resource allocation, nurturing dedicated product teams or forming flexible project-specific groups. 3️⃣ Enhances Customer Engagement: Product-led models thrive on user feedback for ongoing enhancement, while project-led models prioritize delivering set objectives efficiently. Strategic Decision-Making Insights: Identifying whether you're more project or product-oriented aids in honing strategies that play to your strengths, be it project delivery excellence or product innovation and user experience. Spotting Your Organizational Mindset: Project-Led 🛠️: 1️⃣ Goal-Oriented: Clear projects with set goals and deadlines define your strategy. 2️⃣ Team Flexibility: Teams are dynamic, assembling for projects and disbanding post-delivery. 3️⃣ Success Metrics: Measured by timely, budget-conscious delivery and stakeholder satisfaction. Product-Led 💡: 1️⃣ Ongoing Evolution: Emphasis is on the product's continuous growth with dedicated teams. 2️⃣ User-Centric Approach: Decisions are driven by user feedback and market demands. 3️⃣ Growth Indicators: Adoption rates, market presence, and product enhancements gauge success. #ITManagement #StrategicInsights #ProductMindset #ProjectLeadership #Innovation

When discussing requirement hierarchies I noticed that most people are trapped in old thinking, we first need to understand the whole solution before we act. Yet, all of them do say that even the smallest parts should provide value to its users... I think this thinking might be a waste of time, too much output focussed. What if we forget about hierarchies and just talk about the value without any notion of solution? Why would we think about the bigger output to deliver while that's highly uncertain? Solutions based on thousands of hypothesises? Let's define the outcome and then grow a feature instead, based on feedback loops, both qualitative and quantitative. #ProductDiscoveryAndDeliveryAsOne #AgileAsItShould #OutcomesFirst

When discussing requirement hierarchies I noticed that most people are trapped in old thinking, we first need to understand the whole solution before we act. Yet, all of them do say that even the smalles part should provide value to its users... I think this thinking might be a waste of time, too much output focussed. What if we forget about hierarchies and just talk about the value without any notion of solution? Why would we think abouty the bigger output to deliver while that's highly uncertain? Based on thousands of hypothesises? Let's define the outcome and then grow a feature instead, based on feedback loops, both qualitative and quantitative. #ProductDiscoveryAndDeliveryAsOne #AgileAsItShould #OutcomesFirst

🚀 Building for Scale: Product vs. Process I'm currently working on systems to enable our organisation's efficient entry and establishment into new markets. To this end, I had a great conversation with a colleague around product Vs process. I am team process, in this context, here's why; ➕Simply put (over simplified), in a sales driven business, if you start on product your scalability may be limited by the product, but if you start on process then any product can fit into your process. ⭐From a people perspective, developing the organisation around process brings the best out of your people as the focus is on building around a sound process of execution, and providing the right tools to your people to execute this process within a data rich environment. ⭐ You are also able to quickly see what skills are missing in the organisation and what is or isn't working in the process (#agility).  The interventions required in such a scenario would be easy to identify and resolve, allowing for iteration to happen faster on the products. ⭐ Culture is the bedrock of effectively implementing process. It allows you to attract and more critically, retain the right talent. The process approach will clearly highlight undesired behaviour early. Inefficient bureaucracy, lack of collaboration, absence of feedback among others have no place to hide. What's team are you on? It would be great to hear your thoughts. #Leadership #Scaling #ProcessImprovement #OrganizationalDevelopment #AgileLeadership #CultureChange #Agile

When discussing requirement hierarchies I noticed that most people are trapped in old thinking, we first need to understand the whole solution before we act. Yet, all of them do say that even the smalles part should provide value to its users... I think this thinking might be a waste of time, too much output focussed. What if we forget about hierarchies and just talk about the value without any notion of solution? Why would we think abouty the bigger output to deliver while that's highly uncertain? Based on thousands of hypothesises? Let's define the outcome and then grow a feature instead, based on feedback loops, both qualitative and quantitative. #ProductDiscoveryAndDeliveryAsOne #AgileAsItShould #OutcomesFirst

Management by measurement is the key to achieving organizational goals, especially in the tech sector. Once the company strategy is defined, it must translate into project goals for each team. These goals need to be measurable and monitored over time. Good measurements can change team behavior and lead to desired outcomes. I once experienced the power of management by measurement in a strategic shift to reduce customer churn. By changing the metric from number of features delivered to number of bugs incoming for each code area, we saw a significant reduction in field issues and increased reliability in the production environment. This shift in focus led to a more intentional approach to problem-solving and prevention. How can we use management by measurement skills to achieve organizational goals? By setting clear and measurable targets, regularly reviewing progress, and creating feedback loops, teams can align their efforts towards achieving the desired outcomes. It's about fostering a culture of continuous improvement and accountability. #ManagementByMeasurement #OrganizationalGoals #TechSectorSuccess

When discussing requirement hierarchies I noticed that most people are trapped in old thinking, we first need to understand the whole solution before we act. Yet, all of them do say that even the smalles part should provide value to its users... I think this thinking might be a waste of time, too much output focussed. What if we forget about hierarchies and just talk about the value without any notion of solution? Why would we think abouty the bigger output to deliver while that's highly uncertain? Based on thousands of hypothesises? Let's define the outcome and then grow a feature instead, based on feedback loops, both qualitative and quantitative. #ProductDiscoveryAndDeliveryAsOne #AgileAsItShould #OutcomesFirst

As project leads, we often create detailed project plans without considering the humans who will interact with our work. This can lead to flawed results and outcome bias. Today, let's challenge ourselves to think about our work differently. Instead of jumping straight into planning, take the time to understand the humans involved. By doing so, we can ensure that our work is tailored to their needs and ultimately results in more successful outcomes. Remember, being an expert doesn't mean you have all the answers. Take the time to get to know your audience and break those process norms. Let's start putting people first. #processimprovement #humancentereddesign #innovation

Navigating organizational goals without a clear framework can be intimidating. Earlier this year, our team embarked on the journey of implementing OKRs (Objectives and Key Results) with a client. While we're still in the process, we've already gained valuable insights worth sharing. 𝐒𝐞𝐭𝐭𝐢𝐧𝐠 𝐂𝐥𝐞𝐚𝐫 𝐎𝐛𝐣𝐞𝐜𝐭𝐢𝐯𝐞𝐬: One of our key discoveries is the importance of setting clear and concise objectives. These objectives need to be ambitious yet achievable, providing a clear direction that motivates the team without overwhelming them. Sometimes, less is more—focusing on a few critical objectives can lead to better outcomes. 𝐃𝐞𝐟𝐢𝐧𝐢𝐧𝐠 𝐌𝐞𝐚𝐬𝐮𝐫𝐚𝐛𝐥𝐞 𝐊𝐞𝐲 𝐑𝐞𝐬𝐮𝐥𝐭𝐬: We’ve learned that key results must be quantifiable and directly linked to the objectives. This clarity helps in tracking progress and maintaining accountability, ensuring everyone knows how close they are to achieving their goals. 𝐂𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐀𝐜𝐭𝐢𝐨𝐧𝐚𝐛𝐥𝐞 𝐈𝐧𝐢𝐭𝐢𝐚𝐭𝐢𝐯𝐞𝐬: Breaking down key results into actionable initiatives has proven crucial. These initiatives act as a roadmap, guiding the team's daily tasks and efforts toward achieving the key results. Clear initiatives help in translating broad goals into manageable, day-to-day activities. 𝐀𝐥𝐢𝐠𝐧𝐢𝐧𝐠 𝐆𝐨𝐚𝐥𝐬 𝐀𝐜𝐫𝐨𝐬𝐬 𝐭𝐡𝐞 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧: We’ve seen firsthand the power of alignment. Synchronizing individual and team goals with the organization’s mission fosters a sense of unity and shared purpose, enhancing engagement and ensuring everyone is moving in the same direction. 𝐄𝐦𝐛𝐫𝐚𝐜𝐢𝐧𝐠 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤: A significant insight has been the need for regular touchbases and input from first-hand users or those directly affected by the OKRs. This continuous feedback loop allows us to adjust objectives and key results as needed, making the process dynamic and responsive to their needs. Our journey with OKRs is ongoing, and each step brings new insights learning valuable lessons. These early lessons are shaping a more structured approach to goal-setting and performance management for our client. 𝘍𝘰𝘳 𝘵𝘩𝘰𝘴𝘦 𝘪𝘯𝘵𝘦𝘳𝘦𝘴𝘵𝘦𝘥 𝘪𝘯 𝘥𝘦𝘭𝘷𝘪𝘯𝘨 𝘥𝘦𝘦𝘱𝘦𝘳 𝘪𝘯𝘵𝘰 𝘵𝘩𝘦 𝘸𝘰𝘳𝘭𝘥 𝘰𝘧 𝘖𝘒𝘙𝘴, 𝘐 𝘩𝘪𝘨𝘩𝘭𝘺 𝘳𝘦𝘤𝘰𝘮𝘮𝘦𝘯𝘥 𝘵𝘩𝘦 𝘣𝘰𝘰𝘬 𝑴𝒆𝒂𝒔𝒖𝒓𝒆 𝑾𝒉𝒂𝒕 𝑴𝒂𝒕𝒕𝒆𝒓𝒔 𝒃𝒚 𝑱𝒐𝒉𝒏 𝑫𝒐𝒆𝒓𝒓. 𝘐𝘵'𝘴 𝘢𝘯 𝘪𝘯𝘴𝘪𝘨𝘩𝘵𝘧𝘶𝘭 𝘳𝘦𝘢𝘥 𝘵𝘩𝘢𝘵 𝘤𝘢𝘯 𝘧𝘶𝘳𝘵𝘩𝘦𝘳 𝘦𝘯𝘩𝘢𝘯𝘤𝘦 𝘺𝘰𝘶𝘳 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥𝘪𝘯𝘨 𝘢𝘯𝘥 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘢𝘵𝘪𝘰𝘯 𝘰𝘧 𝘖𝘒𝘙𝘴. #OKRs #PerformanceManagement #ContinuousImprovement