When thinking about the technology talent and capabilities needed for your transformation, try a capability building mindset rather than emphasizing termination.

Adaptive leaders have to overcome this negative connotation associated with not knowing, by expressing it in another way: “I know our vision. I know we will experiment with how to get there and eventually succeed.” Adaptive leaders help teams build confidence in their process and ability to solve difficult problems.

The most profound of these is the change in focus from internal return on investment (ROI) to external customer value, which is fundamentally a change in perspective and your gut-level basis of decision making.

the technology transition has been moving from cost and efficiency to speed and adaptability (of course, customer value is everyone’s primary fitness function). This transition is illustrated by an article and a book published 10 years apart. In 2003, Nicholas Carr wrote a controversial article in the Harvard Business Review titled “IT Doesn’t Matt

As some organizations move to more autonomous teams and agile practices, the link can be lost between executives’ desired customer value and the delivery of the work. The autonomous team relies heavily on the role of product as the “glue” that brings diverse perspectives together and aligns them with the portfolio team and customer expectations.

Being on schedule, budget variance, velocity, and defect count are all examples of measures of activity that provide no directional guidance to the delivery team, and have a tenuous relationship with value. Measures of activity should be used within teams only to enable learning and continuous improvement. Measurements of activity should never be u

Think of traditional organizations in which business analysts, developers, testers, and operations staff operate in separate functional teams. These teams are dependent on each other at a very low level. Even though they may be working toward the same goal, they will inevitably have different priorities. They will also have different processes and

Compliance interactions have very little trust. Therefore, both parties try to protect themselves from “fault” by having a detailed agreement (in many cases, a contract) and following that agreement even when they know it won’t produce the desired outcome.

Autonomous teams should work toward assigned customer value outcomes, rather than being assigned tasks. What to work on is, generally, given to the team through the prioritization of initiatives in the LVT and the backlog. The team, which should include a product person, collaboratively prioritizes what it will work on during the next iteration to