,
7 tweets,
2 min read
Read on Twitter
Most organisations I speak to say: we can’t deliver stuff fast enough.
But when we work with their teams we cut delivery time (drastically), even though we spend more time on some activities.
What’s going on? (thread)
1/7
But when we work with their teams we cut delivery time (drastically), even though we spend more time on some activities.
What’s going on? (thread)
1/7
1. Smooth not quick
Telling people ‘work faster’ is bad. They stop playing as a team. They get stressed and make mistakes. They trip over each other.
Instead, we coach teams to work together smoothly. It works for medical teams, Formula 1 pit crews, and our digital teams.
2/7
Telling people ‘work faster’ is bad. They stop playing as a team. They get stressed and make mistakes. They trip over each other.
Instead, we coach teams to work together smoothly. It works for medical teams, Formula 1 pit crews, and our digital teams.
2/7
2. Stakeholder alignment
If teams are trying to make sense of competing agendas and messages as they work, they get pulled out of shape and waste time.
We invest time helping stakeholders align and speak with one voice. Not easy, but it pays for itself many times over.
3/7
If teams are trying to make sense of competing agendas and messages as they work, they get pulled out of shape and waste time.
We invest time helping stakeholders align and speak with one voice. Not easy, but it pays for itself many times over.
3/7
3. Ditch the annual planning cycle
Most annual planning activities are a beauty contest for projects. That’s a problem.
The sense of scarcity undermines cooperation. People inflate scope (increasing risk). They write business cases before the facts are clear (more risk).
4/7
Most annual planning activities are a beauty contest for projects. That’s a problem.
The sense of scarcity undermines cooperation. People inflate scope (increasing risk). They write business cases before the facts are clear (more risk).
4/7
But you still need to manage your programme and hit your targets.
So we work with managers to create roadmaps that continually improve performance and reduce risk.
5/7
So we work with managers to create roadmaps that continually improve performance and reduce risk.
5/7
4. Ask the question that matters
Don’t ask: when will it be ready?
Ask: is this the best way to deliver value this release?
That focusses your team’s attention, makes them think about alternatives, and invites creativity.
Smart, focussed teams get results faster.
6/7
Don’t ask: when will it be ready?
Ask: is this the best way to deliver value this release?
That focusses your team’s attention, makes them think about alternatives, and invites creativity.
Smart, focussed teams get results faster.
6/7
Most of these require orgs to do things that are counter-intuitive. Fixing them isn’t easy. And there are many tactics to make those changes.
Bottom line: those four things always make a difference.
7/7 (ends)
Bottom line: those four things always make a difference.
7/7 (ends)
