Once we have a prioritized list of target conditions and impact maps created collaboratively by technical and business people, it is up to the teams to determine the shortest possible path to the target condition.

In his revolutionary work Pedagogy of the Oppressed, published in 1970, Paulo Freire describes what is still the dominant model of teaching today. In this model, students are viewed as empty “bank accounts” to be filled with knowledge by teachers — not as participants who have a say in what and how they learn. This model is not designed to enable s

Gallup’s Q12 survey asks what they believe are “the only 12 questions that matter” to measure employee engagement. You can find the questions, along with more information, at http://q12.gallup.com/

The Business Model Canvas, shown in Figure 4-3, was created by Alex Osterwalder and Yves Pigneur along with 470 co-creators as a simple, visual business model design generator. It is a strategic management and entrepreneurial tool that enables teams to describe, design, challenge, invent, and pivot business models. Instead of writing a business pla

What my NUMMI experience taught me that was so powerful was that the way to change culture is not to first change how people think, but instead to start by changing how people behave — what they do. Those of us trying to change our organizations’ culture need to define the things we want to do, the ways we want to behave and want each other to beha

We separate out several concerns which can each be addressed independently at the correct level of the organization: What is the economic metric we are trying to optimize? (Remember the One Metric That Matters from Chapter 4.) Communicating this metric is the responsibility of leadership. What is the impact on this metric of delaying each piece of

Enterprises must ensure they have a pipeline of new ideas to provide the basis for growth in future years. Effective enterprise portfolio management requires that we create and apply an economic model to balance investments across all three horizons. For further reading on portfolio management, we recommend Geoffrey Moore’s Escape Velocity: Free Yo

Bungay argues that friction creates three gaps. First, a knowledge gap arises when we engage in planning or acting due to the necessarily imperfect state of the information we have to hand, and our need to making assumptions and interpret that information. Second, an alignment gap is the result of people failing to do things as planned, perhaps due

The purpose of the OMTM is to gain objective evidence that the changes we are making to our product are having a measurable impact on the behavior of our customers. Ultimately we are seeking to understand: Are we making progress (the what)? What caused the change (the why)? How do we improve (the how)?