Below, are a few BIG questions, for C-level executives that control org. design decisions, budgets, and HR:
- Why did your agile transformation come to a halt?
- Why did not your product operating model work, as expected?
- Why does everything look like an agile theater/circus, with a lot of ‘transactional activities’ but no ROI?
In order to answer the big questions, executives must first think of the following:
1) Have you been receiving guidance from real professional experts or people that sold you the idea that they are experts?
2) Do you measure what matters or just collect vanity metrics?
3) Did you, personally, invest time in learning or did you fast-track?
4) Did you have a chance to step out of your executive office and come down to the trenches
5) Do you feel that internal terminology and jargon are overwhelming and inconsistent with the rest of the industry ?
6) Did you rely on highly expensive and overrated external advisors that later walked away from the responsibility for failure, with zero liability?
7) Did you consider improving career journeys of your employees, while avoiding false dichotomies
8) Did you marginalize your revenue centers (sponsors) in decision making and gave all control levers to cost centers that spent millions?
9) Did your internal champions “jump the ship”, when they realized that a failure was imminent?
10) Is business resilience, something that you care about?