The executive group were using a separate hour-long weekly meeting to report on each of their own branches to the CIO.
While traditional reports provided a comprehensive view of the individual branches work, there was:
The meeting was run with each General Manager reporting on their own branch outputs without looking at what value was being delivered as a whole. ZXM’s challenge was to implement a faster and easier way for the CIO to be updated on what value was being delivered by the Division rather than just looking at the branches individually so that the Executive could make informed decisions on business priorities from a whole of organisation value perspective.
ZXM focused the group on the value that was being sought by the division and how this value required the combined efforts of multiple branches to truly be realised. With this in mind the focus was shifted from Branch level outputs to value delivered by the entire division. ZXM established an ‘outcome wall’ outside the CIO’s office to help focus the meeting and set the following guidelines for the meeting:
Conversations between the executive team are now more targeted and address the CIO’s concerns about what value is being delivered from the whole division. The focus is on value and outcomes rather than outputs – is highlighting issues they can resolve from a whole-of-division perspective instead of just within their own branches. The meeting time is also dramatically reduced from 4 hours to 30 mins. This is the first time the organisation has transparency of all the work within the enterprise and this visibility is enabling executives to make strategic decisions on where effort, resources and people should be focused to deliver more value to the organisation.
Testament to the success of these meetings, the COO is now also attending the meeting as a succinct and effective way of ensuring value is delivered through agile.
Less time spent in meeting. Less time documenting and reporting on non value adding tasks. More time to spend on enterprise outcomes.
Dependencies and a clear line of sight from activities to their outcomes and its value to the enterprise.
Pivoting is easier with senior executives engaged in a lightweight practice focussed on value over demonstrating how busy everyone is.
Setting up a Product Management Group provided visibility of the whole pipeline in priority order across the whole program and clear governance around responsibilities and decision making process
To improve coordination of dependencies with external teams in different branches, the Nexus framework was able to scale to meet this need for end to end integration of delivery for organisation wide product initiatives.
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