Skeletal structure for this publication
To help me keep track of the areas I want to cover and the specific threads I plan to pick up again in more detail this post will live as…
To help me keep track of the areas I want to cover and the specific threads I plan to pick up again in more detail this post will live as an evolving outline, chapter summary, index and whatever other book analogues I have missed out.
I plan to have some guest writers to contribute as well. If you have something to share on one of these themes please reach out! I will keep updating this as I identify threads and work out better organising structures.
Causality and Outcomes
Cause and effect
Causal chains
Many chains!
Thinking holistically about an organisation and linking goals to the purpose and long-term success
Different approaches to capturing relationships to Outcomes (Impact mapping, Result Maps, Opportunity Trees, Bet maps etc.)
The role of goal frameworks in balancing organisational investment
OKRs
OKRs are a powerful yet incomplete idea
How popular approaches to OKRs to sacrifice impact
Set better objectives by starting with WHY
How to write an OKR focused on an outcome
Writing Key Results when improving quality
Planning over different Timeframes
Result Maps
Horizon planning
Building the right thing
Rush to solve bias and why it can be an obstacle to doing what is right
Certainty bias, why it matters and how to address it
Building the thing right
A holistic approach to Customer Experience (fan of qualities)
How does how we organise ourselves affect the quality of customer experience?
More on quality and service — prioritisation (from harm to delight)
What can a crisis teach us about prioritisation?
Building the right thing right
Anatomy of a feature factory
What is wrong with a feature factory?
Prioritising to actual importance (supporting path to serving the organisation’s purpose)
Pace and quality
Continuous improvement, agility and pace (inc. pitfalls).
We are too busy == We do not value
Value > utilisation
Headroom and how it applies to pace
Addressing risk
‘How much effort is it?’ vs ‘How much would you spend?’
Is estimation valuable?
Managing work
A task list does not scale for teams of teams
Alignment
Learning and adaption
Scaling quantum release planning
Are projects a useful construct?
Approach to budgeting