Most OKR reviews function as production sign-offs — executives approve a cycle of statements without gaining a real-time signal on strategic alignment. Executives who shift the governing question from ‘what did you build?’ to ‘what changed as a result?’ convert their review process into a diagnostic instrument.
Most executives use OKRs as a reporting tool when they are a governance instrument. One question — not what did you build, but what changed as a result — converts portfolio reviews from administrative exercises into real-time signals of strategic alignment.
How can you rapidly scale the ability to pivot to disruptive change? Agile transformations can take 3-5 years. While the bigger the system of work the longer it takes, there are some key activities you can do to lead the change, make it more effective, and make it stick.
Align the work of your whole enterprise to realising value with Evidence Based Management.
Matthew Hodgson, CEO of Zen Ex Machina, presented at Gartner Symposium ITXpo on his 5 insights into getting twice as much in half the time in a way that addresses leadership, cultural change and operating models.
Getting started with agile can be daunting. So what are the real questions you should be asking? It all starts with teams and understanding that agile is not just for software or the people that report to you.
Can you predict the future? Can it really be planned in the 21st century? In the face of relentless technological change, disruptive forces in industry after industry, global competition, and so on, strategic planning often seems like pointless wishful thinking.
Really excited that Insights Success named Zen Ex Machina as one of their top 30 innovative companies to watch in 2017. Zen Ex Machina: Simplifying
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