The Strategy Canvas was developed by Kim and Mauborgne, the authors of Blue Ocean Theory. It was originally intended as a business strategy tool to discover new markets. What if we apply the canvas to individual products to help us differentiate our products? Here’s how to do it, and an example to go with it.
How can you fix shortcomings on your teams? A common approach is to bring in specific area experts to augment your capabilities, but this can be hard to manage. Too few experts. Too much demand. What do you do then? Do you try to have “visitors” to a team, filling in where the team doesn’t have that capability. Or can you do do better? Here are a few ideas.
One of the arguments used against Scrum and a common misconception at the same time is the idea that quality is traded for speed in Scrum. Does Scrum lead to higher quality products delivered faster than using so called traditional methods, or does the quality really suffer because of speed? Read on.
Building a winning team is still one of the supremely difficult tasks leaders and managers face. As Agile and lean processes have become commonplace, many companies have taken on the values and principles to make their products or service delivery Agile. How about applying Agile concepts to performance management – Agile Performance management. Here’s how.
The rise of digital business, coupled with disruptive innovation, Agile working and new management models place CEOs of some of the largest business in a very difficult position. Acting now might mean destroying profits for years to come, acting now might mean laying off thousands of workers and dropping millions of customer. What do you do? Read on.
What’s the best defence against a sword attack? Probably, running as fast as you could. Away. How does this apply in product ownership? You’d have a few ideas about products and features. What ideas are ideas you should really run away from? How do you evaluate and prioritise? Have a look.
What defines acceptable personal behaviour (let alone behaviour worth emulating) among public officials? Why would executives at so many iconic organisations — Volkswagen, Wells Fargo, FIFA — tolerate behaviour so egregious that it threatens the very future of their organisations? Is dissent optional or should it be an obligation?