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Agendashift, Cynefin and the Butterfly Stamped

I’ve recently become an Agendashift partner and have enjoyed exploring how this inclusive, contextual, fulfilling, open approach fits with how I use Strategy Deployment. Specifically, I find that the Agendashift values-based  assessment can be a form of diagnosis of a team or organisation’s critical challenges, in order to agree guiding policy for change and focus coherent action. I use those italicised terms deliberately as they come from Richard Rumelt’s book Good Strategy/Bad Strategy …

Lean

How Rally Does… Strategy Deployment

This is another post originally published on the Rally Blog which I am reposting here to keep an archived copy. It was part of the same series as the one on annual and quarterly planning, in which we described various aspects of the way the business was run. Again, apart from minor edits to help it make sense as a stand-alone piece I have …

Lean

How Rally Does… Annual and Quarterly Planning

This post was originally published on the Rally Blog and I am reposting here to keep an archived copy. It was part of a series in which we described various aspects of the way the business was run. Apart from one minor edit to help it make sense as a stand alone piece I have left the content as it was. However, I …

Lean

Strategy Deployment and Directed Opportunism

A fourth post exploring the relationship between Strategy Deployment and other approaches (see Strategy Deployment and Fitness for Purpose, Strategy Deployment and AgendaShift and Strategy Deployment and Spotify Rhythm). Directed Opportunism is the approach described by Stephen Bungay in his book The Art of Action, in which he builds on the ideas of Field Marshall Helmuth von Moltke, Chief of Staff of the Prussian Army for 30 years …

Lean

Strategy Deployment and Spotify Rhythm

This is the third in what has turned into a mini series exploring the relationship between Strategy Deployment and other approaches (see Strategy Deployment and Fitness for Purpose and  Strategy Deployment and AgendaShift). Last month, Henrik Kniberg posted slides from a talk he gave at Agile Sverige on something called Spotify Rhythm which he descibes as “Spotify’s current approach to getting aligned as a …

Lean

Strategy Deployment and Agendashift

Agendashift is the approach used by Mike Burrows, based on his book Kanban from the Inside, in which he describes the values behind the Kanban Method. You can learn more by reading Mike’s post Agendashift in a nutshell. As part of his development of Agendashift, Mike has put together a values based delivery assessment, which he uses when working with …

Lean

Strategy Deployment and Fitness for Purpose

David Anderson defines fitness for purpose in terms of the “criteria under which our customers select our service”. Through this lens we can explore how Strategy Deployment can be used to improve fitness for purpose by having alignment and autonomy around what the criteria are and how to improve the service. In the following presentation from 2014, David describes Neeta, a project manager and mother …

Lean

The X-Matrix Strategy Deployment Model

There is a model for Strategy Deployment that sits behind the X-Matrix that is worth explaining in more detail as a way of understanding why it is designed the way it is, and how to use it. It is built around describing four types of elements – which I call results, strategies, outcomes and tactics – and how they fit …

Lean

Alignment and Autonomy in Strategy Deployment

Following on from my previous What is Strategy Deployment and Dynamics of Strategy Deployment posts, there is a model I like which I think helps to show how the mechanics and the dynamics work together. In The Art of Action, Stephen Bungay describes how Field Marshall Helmuth von Moltke, Chief of Staff of the Prussian Army for 30 years from …

Lean

Dynamics of Strategy Deployment

Following on from my last post, and based on the feedback in the comments, I want to say more about the dynamics of Strategy Deployment. The first point is to do with the directionality. Strategy isn’t deployed by being pushed down from the top of the organisation, with the expectation that the right tactics simply need to be discovered. Rather, the strategy …