B.Bogsnes holds this presentation for years now. I beliefe at least for 3 years. I really hope there is more to say about BB. We need this stuff in big corps like IBM, Siemens, Bayer, BMW etc. But I only here from B.Bogsnes and he always brings the same slides. This is not enough. We need to talk more about the success stories and how to apply the principles life. Best would be a report from a company that did the transformation and is 2-3 years in and can talk about what worked, what the main hurdles had been, and what changes are visible.
GREAT VIDEO ! Absolutely organisations should not be led or managed by KPIs or targets, or even worse by Plans, cost/budgets. They should be led by VALUE (i.e client meaningful value quantitatively driven by OKRs). Then each OKR should have derived work (Initiatives, Epics) and each would have derived Guardrails (% allocation of work, budget and risk). The organisational management would have to experiment and agree, tailor and adjust this allocation on an emergent basis, so value may be achieved, provided the existing (Risk, Budget, Capacity, etc.) which needs prioritisation collectively, (like in a round about)
B.Bogsnes holds this presentation for years now. I beliefe at least for 3 years. I really hope there is more to say about BB. We need this stuff in big corps like IBM, Siemens, Bayer, BMW etc. But I only here from B.Bogsnes and he always brings the same slides. This is not enough. We need to talk more about the success stories and how to apply the principles life. Best would be a report from a company that did the transformation and is 2-3 years in and can talk about what worked, what the main hurdles had been, and what changes are visible.
GREAT VIDEO ! Absolutely organisations should not be led or managed by KPIs or targets, or even worse by Plans, cost/budgets. They should be led by VALUE (i.e client meaningful value quantitatively driven by OKRs). Then each OKR should have derived work (Initiatives, Epics) and each would have derived Guardrails (% allocation of work, budget and risk). The organisational management would have to experiment and agree, tailor and adjust this allocation on an emergent basis, so value may be achieved, provided the existing (Risk, Budget, Capacity, etc.) which needs prioritisation collectively, (like in a round about)