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3 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
2 episodes with radical focus
Dans cet épisode, 2ème de la série des 3 épisodes pour vous aider à préparer 2025, nous explorons une méthode reconnue et largement utilisée dans le monde des entreprises pour atteindre des objectifs ambitieux : la méthode des OKR (Objectifs et Résultats Clés). Conçue pour aider les entreprises à rester alignées, cette méthode vous permet de définir des objectifs inspirants et mesurables, qui permettent à chaque membre d'une organisation de contribuer à la réussite collective.Jean-Luc Koning, expert en OKR, nous éclaire sur la manière dont cette méthode, qu'il considère comme "un véritable levier pour la stratégie et l'exécution", peut transformer votre manière de travailler en 2025.Jean-Luc a récemment traduit l'ouvrage Radical Focus de Christina Wodtke, un bestseller mondial qui a popularisé l'utilisation des OKR. Ce livre vous éclaire sur la manière de concentrer vos efforts sur l'essentiel, de mesurer vos progrès, et d'ajuster votre trajectoire pour maximiser votre impact.Dans cet épisode, vous apprendrez :Comment fixer des objectifs ambitieux pour 2025 qui vous guideront tout au long de l'année.Pourquoi les OKR sont la clé pour transformer vos ambitions en actions concrètes et mesurables.Comment suivre vos résultats clés et ajuster vos stratégies pour garantir l'impact de vos actions.Vous découvrirez pourquoi les OKR sont aujourd'hui considérés comme une méthode éprouvée, largement utilisée par des entreprises innovantes et performantes, pour rester alignées et atteindre leurs objectifs de manière agile et mesurable. Bonne écoute !_____________Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Liens pour la précommande : Fnac : https://tidd.ly/4flSgSGAmazon : https://amzn.to/49zYbCiPour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.
Today's guest is the one and only Christina Wodtke - Professor at Stanford and author of several bestsellers, including the famous book on OKRs “Radical Focus”.We covered:* Foundations and misconceptions about OKRs* Prerequisites for successfully use OKR* Why OKRs might not be for you* The importance of psychological safety and strategic context* Outcome-based key results vs. output-based results* Cross-functional team collaboration and shared objectives* Cadences and Principles* Exploratory OKRs* Challenges in large organizations with complex dependencies* And moreChristina is a legend and one of my biggest references.I hope you enjoy this conversation as much as I did!_References:Article: Why context and culture matter in leading with objectivesAligned: Stakeholder Management for Product LeadersTeam Topologies: Organizing Business and Technology Teams for Fast FlowThe Crux: How Leaders Become Strategists This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit afonsofranco.substack.com
Cam Doody knows what it takes to move an early-stage start-up through product fit, function, and successful launch as he has honed in on creating the right environment and formula for success. As co-founder and general partner of Brickyard, a venture capital firm based in Chattanooga, Tennessee, Cam and his team specialize in supporting early-stage tech startups and have built a reputation so strong that they are expecting possibly up to 10,000 pitch decks of founders hoping to enter their program. Cam's philosophy is all about radical focus, grit, and fostering an ecosystem where founders can thrive in the most challenging stages of their journey. His commitment to family and the quality of life in Chattanooga underlines his focus on what truly matters, both professionally and personally, as he strives to back companies that will redefine their sectors and become household names. Here are some highlights: - Cam talks about how his experience scaling Bellhops into a national moving company helped fuel his transition into venture capital, leading to the founding of Brickyard. - Brickyard's unique model requires founders to relocate to Chattanooga, where they spend up to two years in an environment designed for relentless focus on growth and achieving product-market fit. - Cam shares what he looks for in founders—those who understand the long, difficult path of building a company and are willing to make significant sacrifices, including moving to a less tech-dense location. - Brickyard fosters a supportive community of founders, all in the same critical phase of their startup journey, which helps combat the loneliness and stress of building a high-growth company. - Cam outlines his vision for Brickyard to become one of the most exclusive and successful pre-seed and seed-stage investment programs, backing category-defining companies that harness the power of AI and the internet. Cam Doody is the co-founder and general partner of Brickyard, a Chattanooga- based venture capital firm that helps early-stage startup founders get Series A funding. An Auburn University's Harbert College of Business graduate, Cam is no stranger to entrepreneurship and taking risks. In 2011, Cam co-founded another company, Bellhop. Originating in his college dorm room, Bellhop rose to national prominence with $56 million in equity capital. Today, the company has raised over $90m in venture capital and expanded to serve state-wide and long-distance moves in more than 65 cities. Connect with Cam: LinkedIn: https://www.linkedin.com/in/cam-doody-b489a124/ Website: https://www.justlaybrick.com/ Connect with Allison: Feedspot has named Disruptive CEO Nation as one of the Top 25 CEO Podcasts on the web and it is ranked the number 10 CEO podcast to listen to in 2024! https://podcasts.feedspot.com/ceo_podcasts/ LinkedIn: https://www.linkedin.com/in/allisonsummerschicago/ Website: https://www.disruptiveceonation.com/ Twitter: @DisruptiveCEO #CEO #brand #startup #startupstory #founder #business #businesspodcast #podcast Learn more about your ad choices. Visit megaphone.fm/adchoices
10/06/24 You Can Hear From God: Radical Focus - Brett Owen by City Tribe Church
Join us for an insightful episode featuring Christina Wodtke, a renowned author and expert in team dynamics and goal setting. Known for her influential book, "Radical Focus," Christina shares her journey and what sparked her passion for helping teams achieve remarkable objectives. Discover what being a "curious human" means to her and get ready to delve into the art of tackling big goals, team motivation, and the pivotal role of Objectives and Key Results (OKRs).RELATED LINKSFollow Christina here!Check out these YouTube videos detailing BrainSell's consulting work.Follow BrainSell on Twitter and LinkedIn!
Colossians - Part 5 - Paul's Radical Focus - Jean Burger (Sir Lowry's Pass) by GraceLife Podcast
Bio Darren, as the European Managing Director of Cprime, spearheads transformation initiatives in EMEA, leveraging over two decades of experience in banking and IT leadership. As a SAFe Fellow and renowned author, he drives strategic growth by defining innovative go-to-market strategies and deepening client relationships. Darren is responsible for overseeing Cprime's consultancy services, implementing complex programs, and negotiating multi-million pound contracts, positioning the company as a leader in organisational efficiency and performance optimisation. He co-authored the BCS Book “Agile Foundations – Principles Practices and Frameworks” and "SAFe Coaches Handbook". A contributor to the SAFe Reference Guide 4.5 and "The ART of avoiding a Train Wreck". Finally a reviewer of "Valuing Agile; the financial management of agile projects" and "Directing Agile Change” Interview Highlights 01:30 Pandemic impacts 04:00 Cprime 08:00 Wooing clients 09:15 Using the right language 11:00 Doing your research 12:30 Mistakes leaders make 15:30 Changing mindsets 16:00 Ingredients for change 17:30 Reading for knowledge 26:00 Three thirds 28:30 Disruption 31:30 SAFe Coaches Handbook 37:50 SAFe frameworks 40:20 Enterprise strategy Connecting LinkedIn: Darren Wilmshurst on LinkedIn Books & Resources - Strategic Leadership: How to Think and Plan Strategically and Provide Direction, John Adair - Tribal Unity Book, Em Campbell-Pretty, - Drive, Daniel H. Pink - SAFe® Coaches Handbook: Proven tips and techniques for launching and running SAFe® Teams, ARTs, and Portfolios in an Agile Enterprise, Darren Wilmshurst & Lindy Quick - Agile Foundations: Principles, practices and frameworks, Peter Measey - The ART of Avoiding a Train Wreck: Practical Tips and Tricks for Launching and Operating SAFe Agile Release Trains, Em Campbell-Pretty, Adrienne L. Wilson, Dean Leffingwell - Industrial Devops: Build Better Systems Faster Dr. Johnson, Robin Yeman, Mik Kersten, Dean Leffingwell - Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results: Christina R Wodtke - Who Does What By How Much | Jeff Gothelf & Josh Seiden (okr-book.com) Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku It's a huge honour and privilege to have again with me as my guest on the Agile Innovation Leaders Podcast none other than Darren Wilmshurst, Managing Director at Cprime. Darren is an SPCT and a SAFe fellow. So for some context to the audience, Daz was one of the very first people I interviewed for the Agile Innovation Leaders Podcast and this was about five years ago or so, and I actually wanted to have a way of speaking with Daz, and I didn't know how to, so I said, hey, can I interview you for a podcast? And long story short, I ended up heading on a plane to Oman, but that's a different story. So, Daz, what have you been up to since then? Because when we recorded the first one, you were not yet a SAFe fellow, it was afterwards that you became a SAFe fellow and lots of other things must have happened. Darren Wilmshurst Well then the pandemic started, and I think that that changed life for all of us, most of our consultancy work stopped because it was discretionary spend, people were in retreat in terms of trying to buckle down and understand, try and reduce costs as much as possible. I think the biggest impact was then training, because obviously we couldn't do training in person. We weren't allowed by the certificating bodies to train online, so they had to give us permission to do that, which they did, and then we had to think about, well, how are we going to do this online? You know, what conference facilities are we going to use? What collaborative tools are we going to use? And how do we deliver this experience to make it still interactive and engaging? So I think that was a major challenge for us as well, and if I'm honest, whilst we're still doing stuff online, we're starting to see some training, at least moving back in person, but my preference is still in person because it's a different experience. The theatrics in me, the smell of the greasepaint and the roar of the crowd is still really important as well. So I think that's the first thing I think has changed is that we had that period where everything was remote, I think we're back into a world now where we're more hybrid, which I enjoy the in person stuff, but I think we'll probably never go back to pre-pandemic where everything was in person, both consulting and training. So I think that was the major change, I think for us as well. During that time as well, our major founder wanted to retire, so we sold Radtac to Cprime and that all happened during the early days of the pandemic as well. We had a number of suitors, about six suitors, we decided on Cprime for, for me, two critical reasons and this is quite important, I think as well. Number one is that Radtac felt like a really family firm. We had a set of values and principles, there's a DNA to Radtac and we wanted someone that matched our DNA, I think it was so important for us. We could have gone to some other organisations, but we might have ended up selling our soul to the devil in some respects. Cprime, acquired a company in the US called Blue Agility a few years earlier, almost similar size to Radtac, very similar what they did as well, and what was key for me was that all the people in Blue Agility were still in Cprime. In fact, two had left and come back, so that was a good sign to me that we were aligned in terms of values and principles. So that was number one. The second reason was that Radtac had a heritage of all this training, you know, we're back to 1998. We had all this good training, we'd build up the consulting part of our business, so we're really good in terms of training and consultancy, but we were very agnostic about tooling and technology, because we didn't have the capabilities, or the brand awareness around that part of our business, and it used to frustrate me because, we'd go in, we'd do a great job in terms of way of working, somebody else would go in and maybe do the tooling set up, configure it in a way that wasn't aligned, that wasn't working and that was frustrating. Now we could see opportunities to improve the continuous delivery pipeline, but we didn't have the capability to sort it out as well, whereas Cprime had all of that heritage. So for me, it completed that puzzle where now we can do the training, the consultancy, the tooling to visualise the work, configure the ways of working as well, and also really help with that continuous delivery pipeline as well. So that was the defining decision. We completed that acquisition in February 2021, so literally 12 months after the pandemic. Cprime was at the time owned by a French company called Alten, massive company, not well known, but massive company. Cprime probably wasn't really core to Alten, they were a project management engineering company and Alten sold Cprime January 2023 to Goldman Sachs and Everstone Capital, so that's been a change. So again, we've had the pandemic, we've gone through the acquisition, and now we're owned by a private equity as well, which brings different challenges to the organisation as well, and actually the reality was that after the acquisition, after the earn out, I was looking to maybe semi-retire, spending a bit more time in Spain, fishing and playing golf, but actually this next phase is really exciting, so a testament to Cprime and Goldman Sachs as well, that I want to be part of the next part of the journey as well. So, I'm still here Ula. Ula Ojiaku Well, I am glad you are, and it sounds like it's been a rollercoaster ride and a journey, but part of it is the thrills as well. Darren Wilmshurst Look, we're very privileged, aren't we Ula, because I work with great people, I say that genuinely. I work with great clients, I'm very fortunate in that. And although, you know, if I don't want to work with a client, I don't have to do that, but actually all the clients I work with, I really enjoy working with and I love the work that we do. So it's almost like the Holy Trinity, great people, great clients, great work. Why wouldn't I want to carry on doing what I do? So I always think that we're very privileged in what we do. So, I'm very grateful. Ula Ojiaku And I'll say that the little I've worked with you, what I know is you are a genuine person and you're a great person as well. I can't remember who this quote is attributed to, but people tend to be mirrors. So if you're good, people mirror what you show to them. And I'll say that based on my experience with you, I've learned a lot in terms of how to treat people, being genuine and caring genuinely about their welfare, not necessarily about what you get from them, and that's key. So, that's the sort of person you are, that's who you are. Darren Wilmshurst That's very kind. Ula Ojiaku I want say thank you for that, because there are times when I'm in situations and I'm thinking about maybe somebody or potential someone, colleague or clients, and I'll be like, what would Daz do? How would he probably think about this situation? Now, part of what you do as director involves also wooing, wooing and winning the client and the customer. So, what would you say are your go to principles when pitching, to communicate the value you could bring before an engagement and maybe later on, we can talk about during and after the engagements? Darren Wilmshurst Yeah, I'm still Officer of the company, so I'm still Director of Cprime, the UK entity and also the European entity, so I have some corporate responsibilities as well. I'm still a practicing consultant trainer, so I still have to earn my supper every night as well, and that's the bit that I really enjoy. I'm also responsible for developing the capability of our people, and the products or the value propositions that we take to market as well. So that's part of it, but you're right, I do get involved in what we'd probably call pre-sale as well, so pitching as well. And I think the one thing I think I've learned over the last two, maybe three years as well is, is that I'm very conscious of the language that I use. What do I mean by that? We see a lot of stuff on social media about ‘is Agile dead', stuff like that. It's not dead, but actually if I am talking to a client and I use the Agile word or the ‘A word' it can create an allergic reaction, it can trigger them and in the same way that, just talking about a framework, SAFe, as well that can create a same reaction as well. So for me, it's not about Agile, it's not about SAFe, it's about actually what are we trying to do? What is the problem? What are the challenges that you're having as an organisation? And how can we help you overcome those challenges and create value in what you do? Now, what we will do is we will use ways of working, Agile ways of working, lean ways of working, stuff like that to help them, but what I try and do is try and avoid the triggering word, because I've seen it so often where they, well, we've been in agile for ages, well have you? Or we tried agile, it didn't really work, or we spent millions of pounds on agile transformation and we haven't seen the benefit. So sometimes you have to be careful in terms of the context you're going to. So for me, stop talking about frameworks, stop talking about words that might trigger, talk about their problems and their challenges and how you can help them overcome it, and the value that you bring to their organisation to help them overcome that as well. And that's really key for me as well. Ula Ojiaku That suggests to me that there would be some sort of background work to at least understand who you are pitching to, understand what their experience had been in the past, to know what those trigger words are. Is that something you could share about? Darren Wilmshurst It's an interesting question, because I interview a lot of people to want to come and join our organisation, and the first thing I say to them, can you tell me what you know about Cprime? And if they haven't done the research, it's like, so you've come on here, you want a job at this organisation and you have no idea who we are, and what we've done, and that just really frustrates me. So in return, if I was going on to talk to a client, then of course I'm going to try and understand what they do - what's your core business, there's lots of information on their website. If they're publicly listed, then go get their annual accounts because again, that would talk very much about their last training year and some of their issues as well. Having said all of that, we're still seeing the same problems and the same challenges across all organisations, regardless of the industry they're in. Every organisation, we have more demand than we have capacity. Fact. Everyone has that. We don't know how to prioritise our work. We need to reduce our costs, particularly now. That's becoming more prevalent now, certainly in this last six months than previously as well. Our time to market is too slow. Our ability to turn our ideas into actions needs to be faster. So they're the common problems we're seeing is again, too much demand, not knowing how to prioritise, reduce our costs, and we need to be able to be more adaptive and bring our ideas to the market or to fruition quicker as well. Ula Ojiaku What would you then say are the common mistakes leaders spearheading a transformation make? Darren Wilmshurst Yeah, it's interesting because again, a lot of the work that we're doing now, if we think about the Law of Diffusion of Innovation, and that's a product life cycle as well. If I take that model and apply it to organisations and their adoption, let's call it ‘of modern ways of working' rather than agile, I think we're probably in that late majority. Those large legacy, traditional organisations that maybe even tried the agile transformation years ago, but still haven't mastered it or conquered it, and I'm talking about large banks still, telecoms, pharmaceuticals, automotive, and I really fret for the automotive industry, not just here, but in Europe and across America as well, their time to market from design to launch can be anywhere between five and seven years, and yet the Chinese are doing it in two. Ula Ojiaku Could it be, because you've mentioned financial services, telecoms, pharmaceuticals, and the common thread is that they tend to be highly regulated. So could that be one of the reasons? Darren Wilmshurst I don't think it's regulation. I think they're just such large organisations, the hierarchy within that organisation, is huge, so this is why I come back to the leadership piece as well. Actually, and what happens is the leaders are too far away, they're not connected enough to the organisation systemic changes that they need to make in that organisation to make that organisation more effective. And they need to wake up and smell the coffee because Chinese are coming, they're coming in terms of automotive, they're coming in terms of pharma. True story, my daughter went to university a few years back. She'd been with HSBC for donkey's years as a student, a youth account, and she said, I'm going to university, can I upgrade my account to a university account? And the response from HSBC was yes, you can, but you need to make an appointment, and the next appointment is in six weeks time. And so my son, who's a bit older, he said, just get Monzo or Revolt, just go online, and if they don't wake up, they will just find that the whole generation will go ‘I will not wait'. Now, she waited six weeks, she did it, but a lot of them won't do that, so I think it's a real threat and I think the organisations are so big that, just trying to get into that leadership space so that we can start to work with them to help understand what they need to do. So back to your original question, I think there's three things, and this is hard. We need to move that leadership from a fixed mindset to a growth mindset. They will be of a generation age of mine, so now they would have been schooled back in the eighties and nineties in ways of working, and they will have seen those ways of working as being successful because that allowed them to progress to the senior positions that they're in now, so I understand that, but those ways of working are not appropriate for the complex, adaptive, changing organisations that we now need to be in.We need to get them to move from a fixed mindset to a growth mindset, and that's easier said than done. However, I was inspired, this was one of the most senior guys in the government organisation and he was having lunch with the CEO of HSBC Bank and they're talking about change, and they agreed that there were three core ingredients to change organisations. Number one, a transformed approach to partnerships, and he said the language is really important here as well. Again, I didn't call them suppliers, I call them partners. If we call them suppliers, they will behave as suppliers. The reality is that we call them partners, because we don't have the capability or the capacity, but sometimes when we bring them in, third parties, we treat them as an alien organisation. They wear different badges. They have different privileges. They can't do this, they can't go here, they have to be accompanied, things like that. So he said, we need, a transformed approach to partners. We need to bring them in, they need to be part of our ecosystem, number one. Secondly, he said an agile approach to problem solving, giving power and capability to those closer to the issue, and we talk a lot about decentralised decision making as well. Now, you need to know those that have the information need to make the decision in a timely manner as well. But this is the one that really, really got me. Most importantly, a learning culture, including their leadership, where those with the most influence must do as much or more learning than anybody else. Now that's unusual, because normally, I'm a senior person, I've got to where I am because I know a lot of information, and I wouldn't be where I am, but we need to understand that that information was schooled in a different generation. So what we can't do, we can't say to you, well, okay, you need to come on one of my training events, they say, seriously, you've not read my badge, I'm an important person, I have not got time to go on a two day training event, and we need to recognise that as well, these are senior executives, and their time is precious, and trying to find two days in a diary is difficult, so we need to, I think, as agents of change for organisations, and to bring leadership on the journey in order to move them from a fixed to a growth mindset, not to put them on a two day training event, but find a way of educating them in a in a smaller, bitesize way, almost like a series of small, interactive workshops that happen over a series of weeks, that sort of stuff as well, and we need to make sure that the content tackles their problems and their challenges, and we mustn't get into too much of our, again, the words that might trigger them as well. So that's the first thing. So we need them to understand that they need to go on an educational journey, but we need to find an educational journey that will meet their needs in terms of content and their time. Number one. Once we do that, then they need to lead by example, and it's all very well educating them. One of my colleagues was saying, would I go on a plane with a pilot that's read a book? No, they need to be able to practice their skill and hone their skills. Now that might be difficult, again, because their team members, their employees might be well schooled in this and they might feel uncomfortable practicing a craft that they're not that familiar with as well. So what we try and do is get them to practice in a safe environment, i.e. let's work as an agile team, as a leadership team, as a leadership group. Let's think about having a backlog of work that we need to do as a leadership team. Let's think about how we prioritise that work. Let's work in a small group and then review that work on a cadence and then just retrospective and maybe have someone that steps up and be a Scrum Master or Product Owner for that as well. So again, getting them to operate and start to learn by experiencing within their own environment is a great way, because if we can do that, now they're educated, and they practice their craft in a safe environment, they are better empowered to lead the change. This is what we need to do, and this is what I'm finding is that we need the leadership to step up and lead the change, because if we're going to make fundamental changes to organisations, systemic changes, organisational changes, the leaders need to be able to do that as well. And this is what I find – it's great having teams working at a great way, but without that support from leadership, the impact that they will be able to make will be limited. Ula Ojiaku Yes, I resonate with the last statement you made about the limitation to the impact teams can have if the leadership isn't bought in and if they are not walking the talk. It's not like, go ye and be agile whilst we still do what we've always done. There was something you said about moving from fixed mindset to growth mindset and the need for the leaders to have that continuous learning as in really that continuous learning culture is that they need to learn as much, if not much more than other employees, and that reminds me of this book by John Adair, Strategic Leadership, and in his book, he was saying that the origin of the word strategy comes from the military, and typically people who rise to the ranks are people who have been there, done that. And if people have the confidence that you know the stuff and you've been there, done that, if not better than everyone else, you'd have more respect you'd have more buy in, it's less friction getting the troops and kind of corralling the troops towards that vision. Darren Wilmshurst Yeah, it's interesting because again, at school, I was definitely not a reader. I was into numbers, I was a maths person. I went to university, did a maths degree, stuff like that as well. So I was one of those kids at primary school where I'd be given a book at the beginning of the week, and at the end of the week, I'd hand it back to my teacher and she would say to me, have you read the book, Darren? I go, yes, I have. I hadn't actually read the book. She'd give me another book and I'd move up the ladders that you did back in the day. Never read. It's interesting now, I read now more than I've ever read in the past. And I think what happened was it almost became a bit of a bug. I think going on the SPCT program, there were certain books that you had to read, but the more I read, the more I wanted to learn. So I think that got me into that habit as well. Secondly, I think that if I'm teaching this stuff, then I need to understand the provenance of what I'm teaching as well, and I can't do that without reading. So again, you can't be leader, a strategy leader without having been there and done it. So for me, reading is really important to understand some of the provenance of what we're doing and also giving some of the narrative as well. Ula Ojiaku So what would you say changed? Although you've just painted a picture of you before, back in school, and after, what's changed? Darren Wilmshurst I don't know I think I just started reading, it's a bit sad really, because I go on holiday and then I take business books with me and then I'm sitting around the pool reading these books and people say what are you reading, and I'm reading this book thinking that's a bit sad. And I remember one holiday I was sat in on a lilo in a pool reading a business book and my daughter took a picture of me saying dad what are you doing, you're on a holiday and there you are reading Tribal Unity by Em Campbell-Pretty on holiday as well. I don't know, I think when I started this, I wouldn't say it was an addiction, but it was like now i need to learn more now, I need to learn more and more, and so once you started then you don't stop and I'm still an avid reader Ula Ojiaku It reminds me of this book by what you've just said, Daniel Pink's book Drive. So for me, it sounds like the intrinsic motivation, you knew what you stood to gain by doing it and you didn't need to have your teacher asking you, did you read it and you'd say yes when you didn't, but you knew there was something at stake if you didn't. Darren Wilmshurst Yes, I think it was definitely the SPCT program I had to read, but then once I learned stuff, I wanted to learn more stuff, and so you're right, that intrinsic motivation, you know, I think in the video they talk about, people want to play the piano or guitar and just want to get better at it. I just wanted to really become better as an SPCT and then eventually as a fellow just to understand the wonderful thought leadership that has occurred over the last 20 and 30 years that has informed the way that we think and act and work now. Ula Ojiaku Wow. You've kind of nailed it, because Daniel Pink's book says mastery, autonomy, and purpose. So, the mastery bits, but going back to the original question, and thank you for sharing your experience, there is this saying that you can lead a horse to the water, but you can't force it to drink. So, we could have the edict where, okay, all the leaders can make space for those bite-sized workshops or sessions, but once that ends, is there a way we could encourage them to keep at it, because a two day training or maybe six workshop sessions spread over six months probably wouldn't cut it, or wouldn't be sustainable. So is there something or any tips on how to tap into that intrinsic motivation? Darren Wilmshurst I think Dean Leffingwell said to me, he talked about the third, the third and the third, and I'll talk about that as well, he said, in an organisation, there'll be a third of people that get it and want to do it. He said, there'll be a third that I would call my sceptics, not sure, need to be convinced, and there's the third that say, no, I'm very happy with the way I'm looking at it, I don't want to do anything else as well. He said, I don't care about the first third. He said, I actually I care about the second third, those sceptics, if I can convince one of them to lead the charge, he said, that's great because then the others then will come along as well, and if I can get that sceptic to change in terms of, I understand it, I want it, they're almost like a reformed smoker, they become the greatest advocates of change because they say, I get it now. And he said, now I've got two thirds, now I've got a majority, he said, and that's the tipping point that allows me to make that change as well. And what happens is, he said, there are some in that final third will go, okay, I've seen enough social proof that I will make that change, I need you to convince me, I'll do that as well, he said, but there'll be some that go, I'm not happy with that, and they are the people that will either ride off into the sunset with either retirement or a different career or different organisation as well. So you've got to find someone in that leadership group that's going to be an advocate. You've got to find that one or two that are happy to lead the charge as well, and someone in the sceptic face is great because they become the reformed smoker as well, but you've got to find it and hope that they will then corral and cajole some of the leadership into doing this as well, but without that it's hard, even though the leadership understand the challenges, sometimes they're just reluctant to make that change, and I find that difficult to understand and sometimes quite frustrating as well, because, for me, there are some iconic British brands that I still worry about going forward as well. You know, we've just seen it recently, Body Shop, an iconic brand, again, just lost their way. I mean, retail is just so hard at the moment, with the stuff online, but we'll see it with automotive as well, we'll see it in some other industries as well, where if we don't wake up and smell that coffee, then I do fear for some real British brands. Ula Ojiaku I don't think it's only British brands, I think it's a global phenomenon and the fact is the olden perception of having different sectors or industries is being blurred. So think about brands like Apple. Now they started off building computers, but really they've cut across multiple industries, so before the watch industry, you think about Swiss-made watches with the mechanical things, but the Apple watch, they have this music streaming industry, and one of the things in the strategy course I did from the Cambridge Business School is this, they said, it's really about developing a platform. So if you have a platform where you can get your customers to depend on, it's easy to branch into multiple industries. So Apple, they make watches and their watches serve as healthcare monitoring devices and different other things, there are rumours they're building their own self-driving cars and everything is on that iOS platform, which allows them to branch into anything, they could go into pharmaceuticals, medical. So it's no longer about traditional sectors or segments, and the disruption in life is real and no sector, no country is spared, so it's really about moving from a fixed mindset to a growth mindset and saying, what are the things we're missing, and how can we think differently? How can we reposition ourselves? How do we build a platform that has a fort? Darren Wilmshurst Yeah, I think you're right. Apple has disrupted so many industries, in terms of, you know, who buys a torch anymore, who buys a map anymore, other things as well, I just go on. I think at the last count, there was like 24 different industries disrupted as well, and I think about Jeffrey Moore, who I remember presenting with on stage in Washington, I think that was 2019. And he said, what you can do, as an organisation, you can sit here and wait to be disrupted, and hopefully that you can be a fast follower, providing you're nimble enough and adaptive enough, you might be able to make that change. He said, but what might be better is, rather than we wait to be disrupted, be the disruptor. My worry is that some of these large legacy organisations, they are being disrupted, and I just fear that they are not nimble and active enough to be able to respond, they're so ingrained in the way they have done things for the last 10, 20, 30, 40 years that I just fear for them and you're right, it's not UK, obviously I care about the UK because I'm a UK citizen, but I think it's a global phenomenon. I know my colleagues in North America and their industries are having the same challenges as well, right. It's not just a UK issue, it's definitely a global issue. Ula Ojiaku I'd really like to just touch on your latest book, the SAFe Coaches Handbook. So before we go into some of the contents, could you share what led to your co-authoring this with Lindy Quick? Darren Wilmshurst So it's one of those itches I had to scratch, I suppose is the phrase that you use. I was a very small author of the BCS book called Agile Foundations. Peter Measey was a lead author and there were a number of smaller authors that contributed to that as well, and then I ended up reviewing two books. So again, a recognised review of a couple of books, Agile books as well, one around Agile financial management, one around Agile governance as well, the Em Campbell-Pretty, a fellow SAFe fellow wrote The ART of Avoiding a Train Wreck, which I reviewed and contributed to, so again, I was contributing to that as well, and actually Em's updating that book because that book's five years old as well, so I'm reviewing that as well. And having reviewed a few books, contributed to a few books, being a part author, I suppose I wanted to write my own book. I think that was it as well. That was part of it. The other part was that I've delivered a number of Implementing SAFe courses since 2017, and for me, it's not just about delivering the education, for me doing that course is about, what are the tips and tricks, what's the stories, what's the narrative, how's the best way to do this, and all those things that I deliver in that course that goes way beyond the slideware what I wanted to do was capture all of that stuff that I deliver in those courses in a book. So I got approached by some publishers at Packt, saying, would you fancy being an author, write a SAFe book? And I thought, yes, I would. Then, we've got another author that's also interested in doing it as well. I'd never met Lindy before, we met and, yeah, we wrote the book. We started October 2022, and it got published June last year. It took a bit longer than we thought, but again, I learned in terms of task switching and refactoring, trying to write a chapter during a working day when you've got meetings and stuff like that and messages coming in, couldn't do that, because in the end I needed that concentrated effort to write. I can't do it with interruptions. So task switching was not great for me, so in the end I said, right, if I'm going to do it, everything has to go off, I just have to concentrate on this as well. So writing the chapter was really straightforward, it didn't take that long in reality. What I found was though, the cost of refactoring took a lot longer, as we talk about as well, you know, doing it right first time, doing the rework is a lot harder, and both Lindy and I wanted to make the book as best we probably can. So I reviewed her chapters, she reviewed mine, her reviews were great. Again, we have some other reviewers as well that are listed in the book as well, and all those reviewers really contributed to making the book better, but having to incorporate and refactor the chapter took me longer than writing the chapter in the first place. So it ended up taking a bit longer than we thought as well. So two valuable lessons. Task switching is real and refactoring takes longer than doing it right the first time as well. Ula Ojiaku So with this realisation, would you do anything differently in terms of how you approached writing the book? Darren Wilmshurst I don't think so. We were pretty good because again, we'd write a chapter and we'd get it reviewed, and the chapters are not particularly long, so that was pretty okay as well, and then what we found there, even though we had a high level design of the book and the chapters and the content, as we went through there as well, we realised there was some stuff missing as well, so again, there was no concluding chapter, there was no preface, we realised that we split the chapter into part one, part two, part three, part one was all about the team stuff, part two is all about the art level stuff, and part three was all about the portfolio stuff. Ula Ojiaku Well it sounds to me like you were following the agile principles, breaking it in small chunks, getting the review, and to be honest, having spoken with other authors that you started, writing in October 2022 and got published in June 2023, that was speedy, maybe not by your standards, that was fast. Typically it takes them like three, five years, and it's just them writing the book with everything else going on. Darren Wilmshurst Yeah, I don't think I could cope with that. I think it's great that the publisher had quite a forcing function, if it dragged on that long, I think you lose that motivation and I was on a roll and when you're on a roll, you want to get it done and dusted. Ula Ojiaku And I think the key thing, and what I noticed is, like you said, that the chapters are kind of not too long and easily digestible and it's easy to write, but it's about refining it in such a way that is to the point and, packed with lots of invaluable insights, that's an art and it does take time to refine from just having a mass of words to something that's simple. Darren Wilmshurst We didn't want to make it a reference guide, the framework is the reference. You go on the website, that's the reference guide. I suppose our target audience was SPCs that are newly qualified, if you're thinking about training this, here's some tips and tricks, here's some narrative, here's some stories you can use here's some support, and some of the things that we have made mistakes and learnt from as well. So it really is trying to be a practical guide to newly minted SPCs in terms of those that want to be able to train or implement a scaling framework. Ula Ojiaku It's definitely something I wish I had after I'd attended your training. So in the preface, you and Lindy were saying you can't implement SAFe to the letter you don't implement it like a rulebook, it's something you implement with your brain switched on and I was like, yes. Can you expand on that please? Darren Wilmshurst I get very frustrated. You see it on social media about SAFe is bureaucratic, it's a prescription, it's overly governed, stuff like that as well, and it's a framework, not prescription. For me, it's a wonderful toolbox, and every organisation we go into is different. They're not the same. They have different project and product, different risk profiles and budgets to plug different people, to create different things. So how can you have something that is an ABC guide, a recipe book, it can't be that as well. So I always say that if I'm putting a picture on a wall, I'll use a hammer and a nail. I won't use a chainsaw, but a chainsaw in the wrong hands can be very dangerous. So for me, it's a framework. So there are some fundaments in there, but you have to understand the context, you have to understand the appetite for change and how much disruption you want to bring, because if you bring too much disruption, you could end up traumatising the organisation. We don't want to do that as well. So, but, and then you think about, okay, what would be the most appropriate tools that I need to bring to change the organisation as well? And then I remember Dean saying this word that then, if you implement SAFe, or the appropriate tools out of the framework as well, and you're doing the same thing a year later, you're doing it wrong because you're not inspecting adapting about how you could then improve on that, and the way that the framework has improved since 1.0 back in 2011 to 6.0 last year as well, is through practitioners and organisations implementing SAFe, finding new ways, and experimenting with new ways and things as well, and bringing that back to the party and that being part of the evolution of the framework as well. And that includes myself, again, this is myself as a fellow, is part of it is bringing my thoughts in terms of what I've done with organisations back to the framework as well. So for me, it's a framework, not a prescription. In terms of scaling, there's some fundaments in there, there are always some fundaments as well, but you have to implement it with your brain switched on and every time I've implemented it, all the validation has always been different, with some underlying principles that support me in that ways of working. Ula Ojiaku Thanks for that, Daz. And there is a chapter in your book on enterprise strategy, which I think is interesting, but I have a question for you, which one would come first, enterprise strategy, or the adoption of skilled at being SAFe, which one comes first and why? Darren Wilmshurst Look, you've got to have a strategy. One of the things we say as SPCs and even probably SPCTs to some extent, we're not strategy experts. The framework is not there to talk about how you create strategy. There is some guidance on what we expect to see in a strategy but as we go into an organisation, we expect there to be some sort of strategy in place. If not, then we'd highly recommend that a strategy is created, and there are great organisations out there that can help organisations create that strategy as well, because we need to know what's the strategy of the organisation, and then from that, we can then think about how then we align what we're doing to deliver that strategy, and then when we talk about alignment and scaling the organisation, that is right from the top of the portfolio, through to maybe the teams of teams and the team as well. So that strategy and that works to a point where a person at the team level can understand how the work they're doing is connected all the way back up in delivering that strategy as well. So we need that strategy in place. Ula Ojiaku Definitely. I agree, and there are some SPCs who have that training and background in strategy, so it helps if that's there. Darren Wilmshurst Yeah. Yeah. Again, as an SPC, if you've got that, that's great. It's just that SAFe as a framework, that's not what we're looking to, but we expect it to be in place. Ula Ojiaku Exactly. So what are the key things then, in terms of the enterprise strategy and making sure that the teams are aligned with the strategy, what are some things when you are consulting with the leadership and saying, okay, giving them the guidelines of what the framework is saying, what are some key pointers for them to look out for and to be mindful in how they make sure the strategies align with the adoption and the rollout of the framework or the sustained implementation of SAFe? Darren Wilmshurst I hear a lot from execs that we have no idea what our team are doing, we have no visibility, we have no transparency what they're doing, so I think there's a couple of things that we need to talk about here as well. We need to make sure that the work that the teams are doing is visible in a way that is consumable by the executives as well. So we need to create the right dashboard. We go into organisations and the number of tool chains that exist in organisations that are not connected, there is no one version of the truth as well, is disconcerting. In a world where we're trying to reduce costs as well, the money spent on licensing stuff like that is phenomenal. So I think for me, having the right tool set that allows that work to be visible from the team all the way up to executive is really important, and so we need to make that work visible, but then also the leadership needs to come to the party as well. I think it's a two way thing, so we can make the work visible, but part of it is that one, we start doing our reviews of the work that we're doing, either a team level or at a team of teams level or at a large solution level, we need to be able to make sure that the leadership are involved in those reviews, and also in terms of prioritising and directing the direction of travel for the next cadence of work as well. I think that that's important. Ula Ojiaku Well said, Daz, I couldn't say it any better than you, you're the expert here. Dare I say that it's also important that the leadership would make the strategy visible to the organisation and in a way that can be consumed at the appropriate layers. So, this for this time frame, this is what we are trying to achieve, and that would help, so it's kind of almost like a virtuous cycle and complimentary, they are making their priorities visible and well in advance, whilst the team also work to make their work visible. Darren Wilmshurst You're right. It's bi-directional, isn't it, and we see it so often where a firm will go and create a strategy and then it's locked away in a drawer, no one ever sees it, and that strategy is a direction of travel. So then we think about, okay, what do we need to do to deliver that strategy, but you've got to make that visible and you need the support of the leaders, next leaders down to almost decompose that work into smaller chunks that that can be delivered, that then deliver that strategy as well. But you're right, we need to make sure that that strategy is communicated, again, in a way that inspires the people in the organisation. That's important as well, because you want to be, again, once you're inspired by the organisation and the work that you're doing, and you understand the work you're doing is connected to that strategy, I mean, how motivating is that? Ula Ojiaku Thanks for that, Daz. So in addition to your fantastic book, SAFe Coaches Handbook, which I would highly recommend to RTEs, coaches, business owners, what other books have you found yourself recently recommending to people? Darren Wilmshurst So the one that I'm really quite passionate about at the moment, we talked at the beginning about that agile and SAFe can create allergic reactions, become trigger words as well, and increasingly, I'm working in organisations that, and Agile is a small part of what we do, Agile ways of working, yeah, it's important, but it's a small part. When you think about, if we're working with automotive, lean manufacturing, something I call cyber physical DevOps as well, we have cyber physical machines building cyber physical products as well. How do we automate more of that as well? And then there's the whole thing around system thinking and all that stuff as well. So, two of my colleagues from the SAFe world, Suzette Johnson and Robin Yeman, have written a book called Industrial DevOps, and that for me is gold dust. I like the rebranding, it's about industrial DevOps, so it's how do we take all our learning from lean manufacturing, Agile ways of working, cyberphysical DevOps, and bring it together to help those big organisations be more effective. So if I was to recommend one book at the moment, how do we build better, complex, industrial systems faster, then Industrial DevOps, Dr. Suzette Johnson and Robin Yeman, for me, is the book. Ula Ojiaku Thank you for that. Any other book? Darren Wilmshurst There's a lot of people talking about OKRs, objectives and key results, and on CVs people saying I'm an OKR consultant. I think, okay, well, okay, well that's great, but it's almost like they're saying OKRs, if we go in and implement OKRs, it is the panacea, it will solve all your ills. Look, it's just, it's another tool in the toolbox as well. One I read last year was Radical Focus, really good, talks about yes, it's great creating OKRs, but there's so much more to that than just creating the OKRs. People think if I create the OKRs, then the world would change, no, it doesn't. Ula Ojiaku Oh, wow. Thank you for that, and I guess I agree, OKRs is a is a tool, and it's really a great tool for connecting strategy with the implementation, and back to what you said about the transparency of strategy and the work of the teams OKR is a good way of actually helping with measuring, okay, is the work we're doing moving the needle for the enterprise and vice versa. How do we as the leadership team clearly communicate in a digestible way what our priorities are, what the strategy is over a time frame. So, yeah. Another one on that note I would recommend would be, well it's in the pre-release, but Jeff Gothelf, actually he and his co-author Josh Seiden have gone to do what you've just done with the SAFe Coaches Handbook, which is, okay, yes, there's all this buzzword about OKRs, but actually, what does it mean in practical terms, Who Does What By How Much: A Practical Guide to Customer- Centric OKRs, it's highly recommended. Just like yourself, I respect Jeff and the sense it's practical and actionable. And any final words for the audience? Darren Wilmshurst Well I think it's tough at the moment, we're seeing a lot of the big organisations, big SIs, laying off a lot of people as well, we're seeing a lot of the consultancy work is discretionary spend, and I think we're seeing a lot of people in the market that have not been engaged, but what I would say is that all these things are cyclical. We've seen it before where, certainly with the pandemic, no one was for six months, things stopped, but then the thing came back a vengeance as well, but if we focus on trying to solve the organisational challenges, if we focus on making sure that we are helping them solve those challenges, and we can demonstrate the value of what we're doing, then we'll be in a good place. Ula Ojiaku Thank you for those wise words Daz. And on that note, where can the audience find you if they want to get in touch with you? Darren Wilmshurst Darren Wilmshurst on LinkedIn is the easiest way to find it, always reach out to me on there as well, message me on LinkedIn as well. Normally what I do is I ask people to convert to email because I'm a bit old fashioned, email is my inbox is my to do list as well, so yeah, Darren Wilmshurst on LinkedIn. I think I've got a profile picture up there, so if you see this picture here, hopefully my profile picture looks something like this, what you're seeing here as well. Ula Ojiaku And if you're listening to the audio version only, the picture on the podcast art cover for this episode, that's the Daz you should be looking for. Well, thank you so much Daz for your time. It's always a great honour and I always learn a lot whenever I speak with you. So thank you for making the time for today's conversation. My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!
Ever wondered how a small brand can harness the power of TikTok to skyrocket its growth? In this episode, I chat with Paul Jauregui from BK Beauty, who, along with his wife Lisa, has transformed their beauty and cosmetics brand into a sensation on TikTok. Paul shares their journey over the last five years, emphasizing the explosive growth they've experienced in just the past 12 to 18 months. Listen in as Paul reveals the strategies behind their success on TikTok, including key insights on SKU selection, leveraging the halo effect, and the critical balance between commissions and discounts. He also discusses how they manage a booming business while maintaining an enriching family life, including frequent travels and adventures. You can find show notes and more information by clicking here: https://bit.ly/3WeZdyy Interested in our Private Community for 7-Figure Store Owners? Learn more here. Want to hear about new episodes and eCommerce news round-ups? Subscribe via email.
Where do entrepreneurs go wrong when they're trying to hit the next level in their coaching business? They lack what I call Radical Focus. As I reflect on the coaching I've been doing in my Mastermind, there's a common theme coming up over and over in clients I'm onboarding, and if it's happening to them, it will be happening all over the industry. However, the top-performing coaches out there all embody Radical Focus each and every day. Discover what Radical Focus is and why it's a habit of the most successful coaches in the industry. I discuss why Radical Focus isn't as simplistic as it seems, and you'll learn how to bring Radical Focus to the table every single day in your coaching business. Get full show notes and more information here: https://amandakarlstadcoaching.com/240
This is a special archived episode of Brave UX. Christina Wodtke reminds us to stop carrying the weight of the world, to start giving others the benefit of the doubt, and to make the most of the gift that is feedback. Highlights include: What did you learn about collaboration from swing dancing? Why do we need to give other people the benefit of the doubt? What was it like being an executive in big tech? Where can people start to develop more confidence? What is important to remember when giving feedback? ====== Who is Christina Wodtke? Christina is one of the most impactful, established, and original thought leaders in Silicon Valley. There won't be many of you listening who haven't at least heard of her groundbreaking and bestselling book on OKRs, Radical Focus - now in its second edition! A self-described “curious human” with a serious big-tech resume, her work in design and product has included redesigns and IPOs at companies such as LinkedIn, MySpace, Zynga, and Yahoo! But those big names only scratch the surface of Christina's professional story. She has co-founded a tech startup, co-founded the Information Architecture Institute, founded and was the original publisher of Boxes and Arrows, and is the founder Women Talk Design. Christina is currently preparing the next generation of product and game designers, as a full-time lecturer at Stanford University. Previously, Christina was an Associate Professor at California College of the Arts, where she taught creative entrepreneurship. ====== Find Christina here: LinkedIn: https://www.linkedin.com/in/christinawodtke/ Twitter: https://twitter.com/cwodtke Website: https://cwodtke.com/ Blog: https://eleganthack.com/ Christina's books: Radical Focus (Second Edition) - Achieving Your Most Important Goals with Objectives and Key Results: https://amzn.to/3Sc82o4 Information Architecture - Blueprints for the Web: https://amzn.to/3UknzUL Pencil Me In - The Business Drawing Book for People Who Can't Draw: https://amzn.to/2WOBNP7 The Team That Managed Itself - A Story of Leadership: https://amzn.to/3QRyXo6 Women Talk Design: Website: https://womentalkdesign.com/ Twitter: https://twitter.com/womentalkdesign LinkedIn: https://www.linkedin.com/company/women-talk-design/ ====== Liked what you heard and want to hear more? Subscribe and support the show by leaving a review on Apple Podcasts (or wherever you listen). Follow us on our other social channels for more great Brave UX content! YouTube: https://www.youtube.com/TheSpaceInBetween/ LinkedIn: https://www.linkedin.com/company/the-space-in-between/ Instagram: https://www.instagram.com/thespaceinbetw__n/ ====== Hosted by Brendan Jarvis: LinkedIn: https://www.linkedin.com/in/brendanjarvis/ Website: https://thespaceinbetween.co.nz/ Twitter: https://twitter.com/brendanjarvis/
In this episode of Dreams With Deadlines, host Jenny Herald interviews Tim Herbig, a seasoned expert on Objectives and Key Results (OKRs). They unpack the deeper facets of this management tool that's taking the corporate world by storm:Key Things Discussed: Journey with Tim as he retraces his formative years with OKRs, shedding light on the challenges of top-down implementations. Emphasizing utility over form, he makes a case for the importance of day-to-day applicability of OKRs in organizations. Delve into the resistance faced by product teams towards OKRs, especially when established strategies are in place. Tim's pragmatic approach champions the integration of OKRs with current team practices, ensuring they bring tangible value to daily operations. Navigate the intricate relationship between OKRs and product strategy. With a spotlight on the essence of strategy, Tim guides listeners on making strategic choices that can be tracked effectively with OKRs, bridging the gap between grand visions and actionable metrics. Show Notes [00:00:31] Discovering OKRs: A Personal and Professional Evolution. Tim Herbig's journey with OKRs began at XING, evolving through challenges and insights. He underlines the issue of top-down OKRs without clarity and stresses their day-to-day utility. [00:02:37] Bridging the Gap: Ensuring OKRs Reflect Everyday Utility and Purpose. Tim Herbig dissects the outcomes vs. outputs debate, emphasizing OKRs' bridge role between mission and daily tasks. OKRs should be flexible tools, reflecting real team tasks and challenges. [00:05:44] Marrying OKRs with Established Practices: Pragmatism Over Dogma. Jenny and Tim explore why product teams resist OKRs. Tim advocates for intertwining OKRs with current practices like sprint planning, emphasizing their practical day-to-day value. [00:08:56] Making Pragmatic Choices: How OKRs Bridge Product Strategy to Everyday Work. The dialogue between Jenny Herald and Tim Herbig delves deep into the intersection of OKRs and product strategy. Tim highlights recognizing strategy's essence, making impactful choices, and then tracking progress with OKRs. [00:14:06] Marrying OKRs with Product Discovery: From Outcomes to Behaviors. Jenny and Tim discuss tracking team/user behaviors and predicting product success using OKRs. [00:20:54] Embracing 'Better' Practices in OKRs Over 'Best' Practices. Jenny Herald and Tim Herbig delve into the nuances of better practices (adaptive and relative methods) as opposed to rigid best practices, highlighting five critical 'better practices' for effective and practical application of OKRs. [00:24:11] Aligning OKRs with Organizational Capabilities and Structures. Jenny Herald prompts Tim Herbig to share insights on the challenges faced by organizations when their desired objectives do not align with their current capabilities or structures. Tim elaborates with stories that exemplify the discrepancies between organizational structures and the application of OKRs. [00:28:52] Aligning the Cadence of Product Delivery with Outcomes. Jenny Herald and Tim Herbig discuss the challenge of synchronizing the cadence of product delivery with the desired outcomes. They ponder on the nuances of how teams should approach measuring meaningful progress, especially when direct results may not be immediately evident. [00:30:07] The Art of Developing Leading Indicators in Product Delivery. Jenny Herald and Tim Herbig delve deeper into the concept of leading and lagging indicators in relation to key results. They discuss the challenges, conceptual considerations, and the dynamism of creating proxies and leading indicators. [00:35:37] Quick-Fire Questions for Tim: What is your dream with a deadline? Tim's dream with a deadline is to do a solo travel to Tel Aviv in the next two years. When someone says they failed with OKRs previously and want to try again, what's your advice? Tim advises them to first clarify why they want to use OKRs in the first place. What's a good reason for using OKRs? The ideal reason is to enable team autonomy and outcome thinking. A more pragmatic reason is to ensure people work on the right things and maintain strategic focus. Which book largely shaped how you think? Both in general and related to OKRs. For general thinking, "Radical Acceptance" by Tara Brach influenced him the most. Regarding OKRs, he credits "Radical Focus" by Christina Wodtke and "OKRs at the Center" co-written by Natalija and Sonja. Relevant links: “Radical Acceptance,” book by Tara Brach “The Courage to Be Disliked: How to Free Yourself, Change your Life and Achieve Real Happiness,” book by Ichiro Kishimi and Fumitake Koga “Radical Focus,” book by Christina Wodtke, American businessperson and specialist in the area of design thinking, information architecture and Management Science (specializing in objectives and key results (OKR) and team productivity.) “OKRs At The Center: How to use goals to drive ongoing change and create the organization you want,” by Natalija Hellesoe and Sonja Mewes Linked Better Practices over Stacked Best Practices About the Guest:Tim Herbig is a seasoned Product Management Coach and Consultant. He is passionate about helping product teams develop better practices to measure the progress of their decisions. Tim masterfully connects Strategy, OKRs, and Product Discovery. Tim has worked on solving hard business problems and driving user behaviors in diverse product contexts.Follow Our Guest:Website | LinkedIn | YouTubeFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter
Hey there, listeners, members, and subscribers! We're stoked to bring you the sixteenth episode of our Moonshots Master Series. After the thrilling Achieving Your Goals ride, we dive headfirst into Leadership and Goal Setting – where the magic happens.Become a Moonshot Member https://www.patreon.com/MoonshotsWe kick things off with a bang as we chat with the guru himself, John Doerr. He's here to tell us why picking the right goals, for all the right reasons, is the secret sauce – whether you're running a biz or just doing life. Get ready for inspiration as we unravel how Google, Bono, and The Gates Foundation rocked the world with their OKRs.Ever wondered what it's like to snag an Olympic Gold? Olympic gold medalist Laura Wilkinson spills the beans on goal-setting and why victories like that don't fall from the sky. Hint: it's all about intention.Now, let's dive deep with Christina R Wodtke. She spills the beans on 'What Matters' and how to weave those OKRs through your crew. And guess what? Empowerment is the name of the game. Expert Program Management is on deck, giving us the lowdown on keeping cool while setting goals. Plus, why self-assessment is the ninja move?But wait, there's more! Kim Scott walks us through Radical Candor – a nifty way to navigate communication and relationships. Trust us; you'll want to hear about these four quadrants.And guess what? We're wrapping up with the dynamic duo – Terrence Donahue and Michael D Watkins. They're spilling the beans on planning and owning the Next 90 Days.And if you're hungry for more wisdom, we've got a reading list that'll blow your mind from Amazon.com:1. John Doerr, "Measure What Matters" https://geni.us/MeasureWhatMatters2. Christina R Wodtke, "Radical Focus" https://geni.us/RadicalFocus3. Kim Scott, "Radical Candor" https://geni.us/KimScottRadicalCandor4. Michael D Watkins, "The First 90 Days" Watkins5. Michael Hyatt, "Your Best Year Ever: A 5-Step Plan for Achieving Your Most Important Goals" https://geni.us/bestyeareverWe're dying to know – what's the biggest lesson you're taking away from the Master Series? Drop us a line and spill the beans! Thanks for hanging with us. Catch you on the flip side! Thanks to our monthly supporters Brian Mullins Zachary Phillips Vanessa Dian Antonio Candia Dan Effland Nelson Mulemba Pinto Mike Leigh Cooper Daniela Wedemeier Bertram O. Gayla Schiff Corey LaMonica Smitty Laura KE Denise findlay Krzysztof Diana Bastianelli Nimalen Sivapalan Roar Nikolay Ytre-Eide Ana Beatrice Trinidad Roger von Holdt Marco Silva venkata reddy Karthik Tsaliki Hari Birring Emily Krzemienski Dirk Breitsameter Ingram Casey Ola Nicoara Talpes PJ Veldhuizen rahul grover Karen Petersburg Evert van de Plassche Ravi Govender Andrew Hyde Daniel Alcaraz Craig Lindsay Steve Woollard Lasse Brurok Deborah Spahr Chris Way Eric Reinders Andrei Ciobotar Barbara Samoela Christian Jo Hatchard Kalman Cseh Berg De Bleecker Paul Acquaah MrBonjour Sid Liza Goetz Rodrigo Aliseda Konnor Ah kuoi Marjan Modara Dietmar Baur Ken Ennis Marjolijn de Rooy Bob Nolley ★ Support this podcast on Patreon ★
Hvordan møter vi morgendagens utfordringer allerede i dag? Og hvordan går en bedrift med mål om å bli nordens største energiselskap frem? Denne episoden gjester Mari Moxnes Karlsen, chief product officer og Lars-Ive Gjærder, UX designer i Aneo som snakker om muligheter og utfordringer for fremtiden. Vi ønsker å utvikle det som kunden faktisk vil ha, istedenfor hva stakeholders tror vi trenger.Dette lørner du: Forretningsutvikling UX-design SkaleringProduktutviklingAnbefalt literature: Det er en veldig buss om dagen å jobbe med OKRs (objectives og key results)Dette handler egentlig bare om å sette seg høye ambisjoner, at alle drar i samme retning mot disse målene- og at det vi gjør på vei mot dette kan måles og tallfestes.Anbefaler en liten, nett og lettleselig bok om dette som du tygger igjennom på et par timer: Radical Focus av Christina WodtkeI tillegg liker jeg Marty Cagans Inspired, som gir oss en leksjon i hvordan strukturere en velfungerende produktorganisasjon. Hosted on Acast. See acast.com/privacy for more information.
Transcript: Joe Krebs 0:20 Welcome back to another episode of Agile FM, my first recording of 2023. I'm going into my second decade of agile FM. And I'm super, super happy to have Jeff Gothelf back to Agile FM, author doesn't really need an introduction, but he's the author of Lean UX, Sense and Respond and Forever Employable and Lean vs Agile versus Design Thinking. And maybe there is another one in the making, we can talk about. First and foremost, Jeff, welcome to the podcast again. Jeff Gothelf 0:53 It's a pleasure to see you. We were just talking before you hit record how long we've known each other. And it's fun, it's fun to keep chatting all these years and seeing where these conversations go. Because because they do get interesting. Like they don't they don't get stale. And it all evolves, you know, Joe Krebs 1:08 thank you. Yes, and we go all the way back, I mean, to today's we're agile are very, very different. You wrote several books in between. I've been active not only here on the podcast, but also through work. And so our paths constantly cross. And obviously, you always have interesting content to share. Today, we want to talk a little bit about our OKR's. On social media, I see you a lot of responses and material you're releasing on OKR's. And you are obviously very, very interested in this topic. And it's not brand new. So there are some people that are talking about OKRs. What is OKRs? But I did some research on it. It's It's It's old, but obviously it hasn't really taken off at that time. So it really started like, way before, but Google really started introducing OKRs as far as that's my understanding, but even at that time, it wasn't really popularized. What's what's attracted you to OKRs? Jeff Gothelf 2:11 Yeah, super interesting, right? So it's a technique, it's been around for more than 40 years, Andy Grove at Intel. And for him, you know, managing by walking, management by objective, sorry, management by objective was kind of the first name for it. And then Google popularized it. What's interesting to me about it, and it's kind of like the same thing that happened with with sort of Lean and Agile and Lean startup and all these different things is that I think the reason why objectives and key results are having their moment in the sun right now. And everybody's interested, is because the technology that we use to deliver products and services, and build businesses on top of today is continuous. And it allows us to learn continuously, and at the pace of the market. So whereas if you think about, you know, when I started working professionally, in the late 90s, I worked in America Online, you know, it was far from continuous, right? We, it was very much not continuous, we worked for nine months to build software, and then print 15 million CDs, and then send them out, and then wait to see what happens, right? I think OKRs would have failed, because it would take too long to get feedback on whether or not you had a meaningful impact on the people who used your, your product or your service. And so as a goal setting framework, it would have been too bad. But today, you can get feedback instantaneously, if you've got enough of an audience size, and certainly very quickly in in a in the majority of cases. And so this is why this is an interesting topic. For me. Number one, I think this is why it's getting a lot of attention. The interesting thing here is that, in my opinion, and I can explain this in a minute, I think objectives and key results are the gateway to agility. Right? So if we can keep capital A agile out of it for just a second, right? And we talk about the the noun agility. I think that objectives and key results, when done correctly, demand that an organization behaves in an agile way that they increase their agility, we can explain why. But to me, that's why I'm so passionate about it these days, is because for all the organizations that have implemented some version of agile some version of Lean UX for Lean startup or design thinking, and I've struggled with it. I believe that if now if they if they kind of give it another shot and they start with OKR's as their goals, they stand a better chance of succeeding.Joe Krebs 5:02 Goal setting. And I actually like your your comment about the entry point or the the access point for for agility. That aside, I've been in my career I've been goal setting and goal and strategies and etc. I've been listening to this for a long, long time in organizations since I can think of in my professional career. Why is it so difficult? There? What do you think why, from a leadership perspective? Why does it seem so, so hard? The goal setting piece, I think, and I don't want to speak for everybody, but it feels like we're pretty good whether, you know, agile on the team level, building a product, maybe scaling, things like that. So there's a lot of things we have, but it's like the goal setting piece seems to be like, struggling, why do you think that is? Jeff Gothelf 5:52 Yeah, look, I think leadership has been trained on 100 years of management, Canon that's based heavily in production, right. And we've I know, we've talked about this in the past, but their managers are trained to optimize production even today, which doesn't make sense in a software based world as, as you know. And so you've got the, the staff of a team of an enterprise or an organization trying to work in an agile way. And they have demands being put on them that are very linear, that are production oriented, that are very prescriptive, go build me this thing, make sure it does these three things, doesn't mean this way, and just try to get it done by Friday, if you can, and that grinds the gears grind there, right? You got agile sort of turned teams trying to go one way, and the organizational and leadership demands going the other way. And but but it's first of all, management's comfortable with that way of setting goals. It's super easy to measure. It's binary. Right? But it's it's you know, did you make the thing? Yeah, here's the thing. I made it, right. Yeah. So if you made the thing, then you did a good job, and I should reward you and I can, and it's easy to measure, right? I didn't make the thing that didn't make the thing, easy to measure, easy to manage, easy to reward. When we change the goal. And this is what OKR's does, right? This is OKR's. At its core, when done correctly, and why it's powerful is the goal changes from output to outcome, it changes from making a thing to positively impact the behavior of the person using the thing, right. Now, the interesting thing about that is that that is not binary. So for example, let's talk, you know, you could say, an output goal could be build a mobile app. Okay, maybe we built the mobile app, okay. And outcome version of that said, we'd like to get at least 50% of our revenue to come through the mobile channel. Like we'd like people to spend at least 50% of the money that they spend with us through the mobile channel, right? That's a behavior change. Right? The goal is not deliver a mobile app, the goal is get folks to spend at least half of their of their, you know, lifetime value, whatever you want to call it. Through the mobile channel. Yeah. Now, let's say, let's say that you give that goal to a team. And at the end of a quarter, six months, they come back and say, look, we got you know, about 27% of the revenues coming through the mobile channel. What do you do with that team? Did they do a good job? They do a bad job? Did you fire them? Like they didn't they didn't hit 50%. And that becomes really difficult. That's one of the ways why this becomes difficult, right? Is this sense of... Well, I don't know what to do with that. Because like, what if they hit 42%? Or 27? May be right. But if they got to 42%, or 43%? What do you do with that as a manager? Right. And I don't think that leadership is the folks who are in leadership positions are necessarily equipped to deal with that today. And I think that's, that's one of the main reasons why this goal setting is challenging. The other reason why this is challenging is because I think leaders are used to telling people what to do. Go make this thing, build it this way and ship it by Friday, when you change that when you change from output to outcome, or build me the mobile app. Clear, super clear in the sense that like, okay, and I want the mobile app to enable online commerce and search and make sure everybody's got a profile. Okay. Right. Drive 50% of revenue through the mobile channel, does not tell the team what to do. And that is really scary for people in a leadership position. Because all of a sudden, they don't really have an answer to the question. Well, what is the team doing right now? What's the team working on? And that's terrifying, because they feel like they should know that and a certain degree they should. And they also feel like they should be telling them that. So there's that there's a trust that they have to have in a team that the team is making good decisions. Joe Krebs 10:14 Seems to be like a cultural changes is needed, not only for OKR, but also for everything that follows the OKR. Right? Because it's the it's not only the framework of understanding how to set goals differently, but it's also how to work differently, right, to your point like 42%. I mean, is that a negative result? You know, in 50%, we are on you know, if that was a lengthy process, let's say, of building a product, there could be many things could happen, that could be still a success, right? So it's an interesting thing. In terms of leadership, there is another tool for for leaders to acquire. Right? That's, I think that's what I'm hearing. Like, it's not only you understand OKR, but also to understand the Agile piece entirely working with teams. Jeff Gothelf 11:00 It's, it's highly complementary to Agile or Agility. Number one, and we'll talk about that in a second. But the it's such a simple concept. And yet it is so difficult to implement simply by switching from managing the output to managing outcome, right? So overall, if we just I can define it for you in 30 seconds, right? The objective is qualitative, aspirational, inspirational and time bound. The reason we get out of bed every morning, right? We want to be the go to destination for online furniture sales in Europe by the end of the year. Right? That's a qualitative aspiration. Why are we doing this? Because we're trying to be the go to destination for online furniture sales in Europe by the end of the year. Okay, easy enough? How do we know we've done that the key results are measures of human behavior, right, they are the things that people will do differently, that tell us that we are the go to destination for online furniture sales in Europe. Right? That is that, that that's critical. And it's things like, it could be average order value, could be repeat customer, the percentage of repeat customers, it could be referrals as plus lots of different behaviors that we could measure. They're super easy concept. But as you start to implement it, this is where it gets difficult. So we talked about measurement, right? We talked about the fact that you're not telling teams, what to build, and then and then on top, but the compatibility here with agile ways of working and agility is, is it's nearly an overlapping circle. Because essentially, what you're saying is team, I need you to go out and discover continuous learning and improvement and iteration, the best combination of code, copy, design, value proposition, business model, that will affect behavior change in this way. So the team conceives hypotheses, begins to do discovery work and discovery work is design thinking, Lean UX, lean startup research, etc. And then based on that evidence, they start to invest in the hypotheses that deliver the behavior change that they're looking for. And they remove effort or or pivot or kill the hypotheses that don't deliver the behavior change that we're looking for. And to be clear, changing course, based on evidence is being agile. So it's highly, highly compatible. But it takes this tremendous, to your point, cultural and organizational shift in understanding how, how work has to shift to to account for this new goal.Joe Krebs 14:00 We got the leadership, there's definitely a different kind of engagement and involvement is needed, right? Coming in, you know, using OKR's. And working with agile teams, if we're going on to the agile team level. So what I hear is, the teams are focusing on outcomes rather than output. Right. And but you also and this is very interesting, because I think that brings out the self-organization, part of an often team really clearly is the team's should not be focused on the features. So we shouldn't be focusing on features we should be focusing on the on the outcome. How do we have to see that that's an interesting piece. I came across one of your LinkedIn in posts recently, and it was it was quite interesting why so not to focus on the features but to focus on the outcomes that really drives a total behavioral change on a team level? Jeff Gothelf 14:53 Yeah.Joe Krebs 14:56 And so let's explore a little bit. Jeff Gothelf 15:00 Go back 20 years in time, the delivery of software to production 20 years ago, even 10 years ago, for the majority of organizations out there was an event. Right? It was a thing. Like, I mean, honestly, we had parties. Literally, we literally threw parties when we delivered software to production, because it took nine months to get there. Right. Right. And, and you know, and we get a t-shirt with the name of the project on and we celebrate the delivery of software, right? Today, you can ship software to production, if you choose to as an organization as fast as you want. There's literally no limit on it, Amazon's doing it once every second. That's, that's kind of the speed. And so the delivery of software is a non event at this point, right? Our ability to get ideas into the hands of customers, to learn whether or not it positively impacted their behavior in ways that we expect it or not. And then to react to that to ship sense and respond if you'll indulge me a little promotion of our second book, right. Is is it's in everybody's fingertips. Right. And so this, this idea that we're focusing on a feature doesn't really matter, of course, we have to ship the features. But we can ship anything we want as quickly as we want. And so the sooner at end, any of our assumptions or hypotheses are going to be wrong to some extent. And so the sooner that we can find out where we're wrong, and where we're right, allows us to change course, and to adjust more quickly, right, that's the agility that we're looking for. And so that begins. And because the delivery of software is is a non event, the focus isn't on, did we get the thing out the door? It's getting the thing out the door, shift the behavior in the right way? And if it didn't? Let's find out why. And if it did, let's find out why. And do more of that. To me, that's, it's a really difficult conversation for everybody involved in the management and the delivery of products, digital products and services. Because it's really easy to think about features. It's a concrete thing.Joe Krebs 17:20 Well, Jeff, you have so far published 4 books, right, if I counted correctly. And this is not the big reveal, I would assume and in the world of agile books, but there is a book 5 in the making. Jeff Gothelf 17:33 There is there is and I'm super excited to be co-writing with Josh Seidenn again, I've continued to work with Josh Seiden and continuously for 15 years at this point, we wrote Lean UX together, we wrote Sense and Respond together, we've built a couple of businesses together and we continue to deliver work together on a regular basis. And he had a tremendously successful that continue to be successful called Outcomes over Output. And so we decided to join forces again on a book and put out an OKR book, we're still working on a title, but the goal is to get it out in October of this year. And it's designed to be the practical, tactical guide for justifying OKR's and then writing them and kind of what happens next and how to implement them and what what to watch out for in a large organization. So if you think about sort of "Measure What Matters" John Doerr's book, sort of as the kind of the big, lofty introduction to OKRs, which has a few things in it that I don't necessarily agree with. Anything about Christina Wodtke's book, "Radical Focus", and if it was 2.0 is being fantastic. generally focused on a single team, though so it's kind of where's the sort of the practical guide for larger teams and teams at scale? That's what we are going for with this book. Super. Joe Krebs 17:33 Yeah, super exciting right. And you also have a course like a self paced course about OKRs when you do a JeffGothelf.com if you if you had to, you know have like a thread through like in terms of topics and how they are like intertwined and you know, linked together out of those books do you see like, like lean UX obviously was a that was a big book coming out in the beginning of not your career, but authors career, right. And then obviously, now there is a book about OKR how does this all connect with each other? If you had to say like, okay, I wrote Lean UX I wrote sense and respond then lean versus agile versus design thinking and now there comes the other one, maybe even the one from Josh, that book that somehow also topic-wise fits in. But what is the theme here? What is what is it? Jeff Gothelf 19:51 Yeah, it's a good question. And no one's ever asked me that question. So I liked this question. So lean UX was a sharing back of ways that we had figured out through trial and error for practicing design, user experience and design in Agile software development environments. That's kind of where it started in its first edition. And it's third edition. Now, it's a bit more broad about kind of how to how to teams design and build great products in an agile environment. The feedback from Lean UX since the day it came out was generally speaking. "I love the book", would love to work this way. My boss doesn't want let me my company doesn't work this way. And so to Josh and I, that was a clear call a sent a signal from the market that said, there's there's something to be done here. People want to work this way. But their bosses don't understand why or how. And so sense and respond was literally a response to the feedback that we sent from Lean UX. It was it was a business book, designed for leaders, I think we've met I think we may be used the word agile in there twice, in 50,000 words, and that was by design, right? It wasn't it was to try to build to write an evergreen book. And that that worked out well. And what's interesting is that, then folks began to take that advice to heart. And they started getting their team's training. And so we're hearing from our clients while we're in their training with with maybe with lean, lean UX, product discovery, design thinking. You know, there's a lot of agile training going on. And the feedback from organizations was looking for training everybody in lean startup and and Lean thinking and design thinking and lean UX and, and Agile and Scrum, and the magic isn't happening. Right? Why isn't the magic happening? And it's interesting, because I felt like we were pretty successful, like, convincing folks that stuff in Lean UX was good stuff in sense and respond was accurate. And now they were trying to make it all happen. But they were kind of buying sort of ad hoc training and trying to make it all together, make it all work together. So that's where Lean versus agile versus Design Thinking came from. And in hindsight, I regret not calling it lean and agile and design thinking, right? Like, that's the only the only change I would make, because fundamentally the the philosophies is the same in my opinion underneath those, those ideas. And so that would have helped people kind of get a better sense of how to unite those processes and build those environments. And then finally, kind of coming full circle to this OKR book today. It feels like, well, it's what we talked about before, right? It feels like the product development parts of an organization get it, right, they get, you know, lean agile and design thinking. But the leadership part of the organization is still making demands on them, that reflect reflect old ways of thinking and old ways of working. So, an OKR book, if it can convince an organization to set goals in this new way, paves the way for the product development teams to be successful with everything else. We've provided them over the last decade. So that's the thread between it all. And it's almost like we should have been done the OKR book first and come his way. But you know, here we are. Joe Krebs 23:26 Yeah, no, it's it's awesome is many of those readers out there listeners, when we have read your material, they will know that not only will you write about it, it was going to be a great book away and as the other ones too. But it's also going to probably going to create a bigger interest in in that topic. So I'm excited about that. Because OKR's from what I understand is also creating a higher level of experimentation. Inspires is something I'm personally very interested about. Right. Soleaders, obviously, as we already pointed out, is is something that that would need to be coming on board with that kind of concept. And I think holistically drive this. This is super interesting. Yeah, that is, so if material out you have you you have training about this topic, you're writing a book about OKRs. And the title is still unknown. We don't know that yet. Jeff Gothelf 24:26 It's TBD. I've been asking Chad GPT to help me and it's done. Okay, it's generated some decent site overall, at least at least. Something has sparked the brainstorm.Joe Krebs 24:39 Yeah. Two quick questions at the at the end here. Before we before we depart. So if some leaders out there it's like is first time I really hear OKRs maybe something's like I've heard about it, but I really have no idea about OKR, what what's your recommendation for Leaders how to get started with that or possibly get warmed up to the topic. And also for maybe the other side, we have touched on in this podcast the teams, right? Like let's say there's a Scrum team. Let's just make it very specific. Right. And let's say there's a scrum team. How does Scrum and OKRs? How does that all link together? In your opinion? Jeff Gothelf 25:21 Yeah. So, look, I think, I think there's a challenge. I wouldn't recommend Measure What Matters any more than what's on every executive desk, just because there's some things in there. Fundamentally, he's okay with, with outputs as key results, and I'm not. So so I have to disagree with that, I'm sorry. But otherwise, and I think like Christina's Wodtk's books are amazing, Christina Wodtke's Radical Focus is amazing. I just, you know, it's generally focused on startups and single teams. And so if you're looking for for sort of a quick primer, there is, first of all, is endless content on my blog, but the OKR course, which is, which is super, in my opinion, super affordable. It's 68 minutes of video. And I think that that's a fair ask, if you're looking for a very short distillation of that. I did a, I did a kind of a video podcast about two years ago, with a show called product beats. Swedish. Okay, folks, I think, and it was like 18 minutes long. And all I did was talk about OKRs for 18 minutes. And so if you just want to invest 18 minutes, that's a great, that's a great little podcast to get into. And that would really kind of break it down very, very clearly as to the what, how the why some of the, the traps and the things to watch out for. So those are good places to start. All those are good places to start. Joe Krebs 26:52 Yeah, maybe people will later refer to this 25 minute podcast of Agile FM and say like that might be the starting point of the starting points, right?Jeff Gothelf 27:00 I hope so.Joe Krebs 27:02 What about teams? What are the changes on a scrum team? For example, if somebody says, Hey, we're going to introduce OKR's into our organization, what's the impact on the scrum team, for example? Jeff Gothelf 27:11 So this is where it gets it. This is where it gets interesting, right? Because again, like, if you don't, if you don't tell the team what to make, they've got to go discover there, they've got to go figure it out. If they don't know how to do discovery, or if they're not allowed to do discovery, then they're just going to retrofit their existing backlog into the goals that you've set for them. And that gets us nowhere, right? Doesn't we've changed nothing at that point, right. And so what changes at the team level is you have to start doing discovery, and then building that into your sprints. So dual track agile, we know that term for a long time, by discovering delivery, with the same team doing both types of work, writing hypotheses, testing them changing things based on evidence, that's key. So if you don't know how to do that, you have to get training for it. If your company won't allow you to do that, but they're setting OKRs as goals, you have to raise your hand, you have to say, look, I appreciate you going down this path. But if we can't go and talk to customers, if we can't run experiments, if you won't allow us to carve time out of every sprint for learning, then we've changed nothing. You're not going anywhere. Joe Krebs 28:21 Oh, that's cool. That's great advice, Jeff. This is, this is awesome. So we learned a lot. Jeff is working on a new book, it's gonna be about OKR's or related content. We heard a little bit about leaders, teams. We got a little bit of advice, and it's all packed into 25 minutes. There's only one sad piece about this podcast, and that is that I heard that we are not having any kind of launch parties anymore, no more printed T shirts those days are over. So for everybody releasing software today, you're missing out. But other than that, we're gonna see great improvements. That's awesome.Jeff Gothelf 29:03 It is sad. I mean, I miss my projects diamond T-Shirt. Project emerald. That was the one after diamond. That was amazing. Joe Krebs 29:13 It's awesome. Thanks, Jeff, for joining me on this podcast. Jeff Gothelf 29:17 My pleasure. Thanks so much for having me. It's great chatting with us. Good to see you again.Joe Krebs 29:23 Thank you for listening to Agile FM, the radio for the Agile community. I'm your host Joe Krebs. If you're interested in more programming and additional podcasts, please go to www agile.fm. Talk to you soon.
Brought to you by Miro—A collaborative visual platform where your best work comes to life | Dovetail—Bring your customer into every decision | Writer—Generative AI for the enterprise—Christina Wodtke is an author, Stanford University professor, and speaker who teaches strategies for building high-performing teams. She's also the author of Radical Focus, which some consider the de facto guide to OKRs. In today's episode, we dive into OKRs and how they can be used to help your team achieve better results. Christina shares her expertise on crafting OKRs, how she uses them in her personal life, and common mistakes you should avoid when you sit down to write your own. She discusses effective goal setting and outlines a systematic approach to achieving key results. Finally, Christina gives some specific tips on how to improve your storytelling and drawing skills and explains why it's smart to set ambitious goals.Find the full transcript here: https://www.lennyspodcast.com/the-ultimate-guide-to-okrs-christina-wodtke-stanford/Where to find Christina Wodtke:• Twitter: https://twitter.com/cwodtke• LinkedIn: https://www.linkedin.com/in/christinawodtke/• Website: https://eleganthack.com/Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/Referenced:• Yahoo's peanut butter memo: https://www.wsj.com/articles/SB116379821933826657• The Five Dysfunctions of a Team: A Leadership Fable: https://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756/• Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results: https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives/dp/0996006087• Pencil Me In: https://www.amazon.com/Pencil-Me-Christina-Wodtke-ebook/dp/B075Z8J35G?• The Back of the Napkin: Solving Problems and Selling Ideas with Pictures: https://www.amazon.com/Back-Napkin-Expanded-Problems-Pictures/dp/1591842697/ref=sr_1_1• The Minto Pyramid Principle: https://www.barbaraminto.com/• Lane Shackleton's guest post on Lenny's Newsletter: https://www.lennysnewsletter.com/p/how-coda-builds-product• The Product Trio by Teresa Torres: https://www.producttalk.org/2021/05/product-trio/• Ken Norton's website: https://www.bringthedonuts.com/about/• The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth: https://www.amazon.com/Fearless-Organization-Psychological-Workplace-Innovation/dp/1119477247• The Overstory: https://www.amazon.com/Overstory-Novel-Richard-Powers/dp/039335668X/• Cloud Atlas: https://www.amazon.com/Cloud-Atlas-Novel-David-Mitchell/dp/0375507256• Black Panther: Wakanda Forever: https://www.imdb.com/title/tt9114286/• The Team That Managed Itself: A Story of Leadership: https://www.amazon.com/Team-that-Managed-Itself-Leadership-ebook/dp/B07ZG5Y689In this episode, we cover:(00:00) Christina's background(04:54) How Christina uses OKRs to manage her personal life(07:42) The purpose of OKRs(16:15) Mission, vision, roadmaps, and OKRs(20:57) How strategy ties in(22:39) Why OKRs should be kept simple, and the ideal way to express key results(23:45) The importance of customer satisfaction and why you need a qualitative researcher(24:58) Common mistakes people make when writing OKRs(26:14) An example of writing OKRs for an online magazine about interior design(29:28) The importance of repetition(33:17) The 5 whys(36:40) Why you should start OKRs with your best multi-disciplinary team(38:44) Christina's book, Radical Focus(40:26) The importance of storytelling and drawing (even badly!)(43:21) Tips to become a better storyteller(44:29) Using the Minto method for storytelling(46:02) The cadence of OKRs and the importance of celebrations(51:09) A different kind of approval process to get OKRs done more efficiently(53:01) Why the focus on learning is more important than grading(54:29) Why you should set ambitious goals(57:47) Where to start(1:00:48) The overemphasis of UX in product management education and the importance of business sense(1:03:01) Advice for people seeking a career in product management(1:05:44) Lightning roundProduction and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
Thank you for joining us as we continue our sermon series "Radical"Major Lynn Stewart shares her sermon "Radical: Focus".
In this week's episode, Melissa Perri and Christina Wodtke, author of Radical Focus, get into all things OKRs. Christina shares how she discovered the power of OKRs, why she sees OKRs as a “vitamin, not a medicine,” why OKRs aren't synonymous with product strategy, what it looks like to apply key results in the wrong way, how to use OKRs to create “super employees,” and so much more. Here are some key points Christina and Melissa talk about: Christina talks about her professional background and what led her to write the first and second editions of her book, Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results. Christina believes that OKRs are ideally set and implemented at a team level, but they not a safety net that provides your team with product strategy. Christina highlights the differences between an OKR, product strategy, and business strategy and how they work together in the business ecosystem. An excellent product strategy and good annual OKRs can help execute an ambitious five-year plan. Christina and Melissa explore the really difficult question, “When do we stop?” and talk about how checking back in with your OKRs quarter after quarter can help answer it. Resources: Christina Wodtke on LinkedIn | Twitter Radical Focus
In this week's episode, Melissa Perri and Christina Wodtke, author of Radical Focus, get into all things OKRs. Christina shares how she discovered the power of OKRs, why she sees OKRs as a “vitamin, not a medicine,” why OKRs aren't synonymous with product strategy, what it looks like to apply key results in the wrong way, how to use OKRs to create “super employees,” and so much more. Here are some key points Christina and Melissa talk about: Christina talks about her professional background and what led her to write the first and second editions of her book, Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results. Christina believes that OKRs are ideally set and implemented at a team level, but they not a safety net that provides your team with product strategy. Christina highlights the differences between an OKR, product strategy, and business strategy and how they work together in the business ecosystem. An excellent product strategy and good annual OKRs can help execute an ambitious five-year plan. Christina and Melissa explore the really difficult question, “When do we stop?” and talk about how checking back in with your OKRs quarter after quarter can help answer it. Resources: Christina Wodtke on LinkedIn | Twitter Radical Focus
Choses promises, choses dues: OKRhttps://en.wikipedia.org/wiki/OKRhttps://rework.withgoogle.com/guides/set-goals-with-okrs/steps/introduction/ Andrew Grove, Intel… 1970!!!Puis John Doerr (Intel) introduit l'idée chez Google (1999), livres en 2016 (Radical Focus) et 2018 (Measure What Matters)Deux niveaux: objectifs, key-resultsObjectifs:ConcretSignificatifClairement définisInspirant(en gros, du SMART)Key-results: 3-5 KR mesurables (0-100% soit en unités) par objectifBonnes pratiques:OKR Organisation => Départements => Equipes => Départements => Organisations Crawl - Walk - Run Les OKR ne sont pas tout - il y aussi d'autres métriques (de santé, par exemple) Faites-le, même mal, mais faites-le, il n'y a que comme cela que vous apprendrez Les OKR sont publics!Ils peuvent durer plusieurs cycles Mauvais % => affiner OKR, pas punirO Pas "Business as usual" - ambitieux, même peut-être inconfortableClear Business Value! Peu de O! Less is more donc 3 à 5 Pas de vagues objectifs comme "aider", "consulter", "continuer", "maintenir", etc. Pas au niveau individuelKRTaux de succès de 70% Si KR atteints 100% du temps, augmenter la difficulté Prendre des indicateurs avancés (Leading Indicator) plutôt que retardés (Lagging Indicator) R = Résultat (outcome), pas effortChez COAPTA:Objectif 1 Développer une expérience de formation unique en SuisseKR1: établir 4 ou 5 principes pédagogiques COAPTAKR2: définir et contracter avec des espaces de formation permettant la nouvelle pédagogieKR3: concevoir un cursus de formation leadership et management (niveaux, progression) KR4: concevoir les déroulements de formation en fonction de la nouvelle pédagogie (jour de formation, transfert, mentoring) Objectif 2 Mettre en œuvre l'approche services issue du WS stratKR1: Revoir le site internetKR2: Définir la stratégie media (quoi, qui, quand)KR3: Développer une offre de formation en gestion du changement et d'exec coachingKR4: Publier 5 posts LinkedIn et 2 articles/blogs en 2022 Objectif 3 Développer un pipeline de leads réguliersKR1: définir la cible client type, identifier 5 cibles commerciales prioritaires et développer un lead par entrepriseKR2: identifier une personne de LinkedIn Pro à contacter par semaine pour prospection (changement de poste, changement d'entreprise, etc.) et la suivreKR3: développer un mécanisme qui permette de transformer l'audience site internet + podcast + LinkedIn + newsletter comme prescripteurs vers les décideurs Approfondir: https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/watch-googles-OKR-presentation/ Accès gratuit à toutes nos ressources: www.coapta.ch/campusAccès aux archives du podcast: www.coapta.ch/podcast© COAPTA SàrlTous les épisodes disponibles sur www.coapta.ch/podcast ou sur votre plateforme préférée (Spotify, Apple Podcasts, Google Podcasts); cherchez "Leadershift" ou "Vincent Musolino"
![Kode med mening [d:pod]](https://ivyfm.s3.amazonaws.com/i320/1045503.jpg)
I episode 10 får Sverre Coucheron og Hanne Gunby besøk av Thomas Allan Nygaard OKR-er har lenge vært et hett tema, og mange sverger til denne måten å jobbe på, både i team og i organisasjon. Thomas jobber som produkteier i Sparbank1 og har lang erfaring med OKR-er, både praktisk og teoretisk. Hva er egentlig OKR-er? Hvordan implementerer man det i sitt team og sin bedrift? Og hvor lang tid tar det egentlig fra man tester det ut til flyten er der? Lytt og finn ut av dette, og mere til. Ta kontakt med Thomas på LinkedIn herHvis du ønsker å lære med om OKRs så kan artikkelen til Thomas være av interesse. Ellers er de følgende bøkene gode for å være mer:Radical Focus av Christina WodtkeAtomic Habits av James ClearManagement by Objectives av Andrew GroveVi høres!
Radical Focus tackles the OKR movement and better goal setting through the powerful story of Hanna and Jack's struggling tea startup. When the two receive an ultimatum from their only investor, they must learn how to employ Objectives and Key Results (OKRs) with radical focus to get the right things done. Will they be able to accomplish the few critical actions that will save their startup? Or will they end up mired in distractions and choices as their time runs out? Christina Wodkta pulls from her experience with Silicon Valley's hottest companies to teach practical insights on goal setting in fable form. How do you inspire a diverse team to work together, going all out in pursuit of a single, challenging goal? How do you stay motivated despite setbacks and failures? Ready to move your team in the right direction? Read this book together, and learn Wodtke's powerful system of decision making to create your focus and find success. ★ Support this podcast on Patreon ★
Every organization strives to have teams that perform well. However, the process of designing such high-performing teams and creating an environment in which people can thrive, is often an overlooked process. Why is that the case? Aren't people your most important resource after all? So, what are high-performing, empowered teams? And, how can you create such a work environment with the help of OKR? We spoke to https://www.linkedin.com/in/christinawodtke/ (Christina Wodtke), ex-OKR consultant, and author of https://www.google.com/search?q=Radical+Focus:+Achieving+Your+Most+Important+Goals+with+Objectives+and+Key+Results&stick=H4sIAAAAAAAAABXGsQrCMBAA0EEEHVwcnQ5Hl7SgHbK5KCIidHMqaRra2CSnuUslv-OXim96i9l6Kbwo9sU7--1K9KIstT9wbKpmtxm1FC3iKFTiAaP8nwCDy995XavOauXghDqRhKMerJls6OGBKcINieHiXxhZBYYzKkfwsTzAvX0azXYyBCp0cDUZakPJMf0AcePzN40AAAA&sa=X&ved=2ahUKEwis0qy4m7r6AhUdXvEDHR86ARgQ9OUBegQIDxAD&biw=1440&bih=694&dpr=2 (Radical Focus) and https://www.google.com/search?sa=X&biw=1440&bih=694&si=AC1wQDAXKblb4YtxZaDquKpQ5Js55CVph8NS1FIwBhgs6qyyHmENkHLZ_1sb5Wt8uN15b61o6gE5XQBmKooUtVyvHhTtyjearrOKHPPzr9xjYS1nGwtqv3UbsPozUGekkE30xqD8tcUxkqtXKSALJtVqPdWWgh9YTczHdy6FVTPrtP8pO58sTB3oZF3hvckZlhHv_XV973WcQod6TKcEygEEax3jnn3f3Kw_iDSbUXV4uuTo6Yx52qJrP8RG3SrrJfvInbZ1VtHA&q=The+Team+That+Managed+Itself:+A+Story+of+Leadership&lei=EKw1Y9fbIcmHxc8Ps4m0-AM (The team that managed itself), about: What the meaning of an empowered team is? What does it mean to consciously design and maintain a high-performing empowered team? How do you design such a team? What do organizations get wrong when designing their teams? What role do goals (eg. OKRs) play in the empowerment of teams? And what is the process of goal grading in such teams? Tune in to learn more! - Want to track your OKRs (and KPIs)? Head over to Perdoo and https://www.perdoo.com/#get-started (create a FREE account). Learn more about strategy, goals (OKRs & KPIs) & growth — visit the https://www.perdoo.com/resources (Perdoo Resources Hub). Copyright 2022 Perdoo
Christina Wodtke reminds us to stop carrying the weight of the world, to start giving others the benefit of the doubt, and to make the most of the gift that is feedback. Highlights include: ⭐ What did you learn about collaboration from swing dancing? ⭐ Why do we need to give other people the benefit of the doubt? ⭐ What was it like being an executive in big tech? ⭐ Where can people start to develop more confidence? ⭐ What is important to remember when giving feedback? ====== Who is Christina Wodtke? Christina is one of the most impactful, established, and original thought leaders in Silicon Valley. There won't be many of you listening who haven't at least heard of her groundbreaking and bestselling book on OKRs, Radical Focus - now in its second edition! A self-described “curious human” with a serious big-tech resume, her work in design and product has included redesigns and IPOs at companies such as LinkedIn, MySpace, Zynga, and Yahoo! But those big names only scratch the surface of Christina's professional story. She has co-founded a tech startup, co-founded the Information Architecture Institute, founded and was the original publisher of Boxes and Arrows, and is the founder Women Talk Design. Christina is currently preparing the next generation of product and game designers, as a full-time lecturer at Stanford University. Previously, Christina was an Associate Professor at California College of the Arts, where she taught creative entrepreneurship. ====== Find Christina here: LinkedIn: https://www.linkedin.com/in/christinawodtke/ Twitter: https://twitter.com/cwodtke Website: https://cwodtke.com/ Blog: https://eleganthack.com/ Christina's books: Radical Focus (Second Edition) - Achieving Your Most Important Goals with Objectives and Key Results: https://amzn.to/3Sc82o4 Information Architecture - Blueprints for the Web: https://amzn.to/3UknzUL Pencil Me In - The Business Drawing Book for People Who Can't Draw: https://amzn.to/2WOBNP7 The Team That Managed Itself - A Story of Leadership: https://amzn.to/3QRyXo6 Women Talk Design: Website: https://womentalkdesign.com/ Twitter: https://twitter.com/womentalkdesign LinkedIn: https://www.linkedin.com/company/women-talk-design/ ====== Liked what you heard and want to hear more? Subscribe and support the show by leaving a review on Apple Podcasts (or wherever you listen). Follow us on our other social channels for more great Brave UX content! YouTube: https://www.youtube.com/TheSpaceInBetween/ LinkedIn: https://www.linkedin.com/company/the-space-in-between/ Instagram: https://www.instagram.com/thespaceinbetw__n/ ====== Hosted by Brendan Jarvis: LinkedIn: https://www.linkedin.com/in/brendanjarvis/ Website: https://thespaceinbetween.co.nz/ Twitter: https://twitter.com/brendanjarvis/
015 - We're kicking off Season 2 with Design Director of IBM Consulting, Founder of the Quiet Achiever and proud introvert, Tim Yeo. In this episode, Tim shares his personal journey in his career as an introverted designer and design leader and the learnings he picked up along the way to be comfortable with his introversion and do the things that don't come naturally to him as an introvert. Tim now helps other introverts like himself have impact and influence without pretending to be extroverts in a world that desires the extroverted ideal.In this episode:We're all ducks, calm on the surface, paddling furiously underneath and that's okEmbracing your introversion rather than pretending to be an extrovertHow experience helps you recognise repeatable patterns and increases your confidenceWhy our definition of what a successful leader looks like is flawedWhy you don't have to wait to speak up till you think you're 100% rightBuilding a strong design team remotelyAnd much more!Links and resourcesThe Quiet Achieverwww.thequietachievr.comTim Yeo on Twitterhttps://twitter.com/timyeoTim Yeo on LinkedInhttps://www.linkedin.com/in/timyeo/Susan Cain's Book ‘Quiet'https://susancain.net/book/quiet/Scott Berkun's Book ‘Confessions of a Public Speaker'https://scottberkun.com/the-books/confessions-of-a-public-speaker/Christina Wodtke's books ‘Radical Focus' and ‘The Team that Managed Itself'https://cwodtke.com/writing-2/Patrick Lencioni's Book ‘The Five Dysfunctions of a Team: A Leadership Fable'https://www.goodreads.com/book/show/21343.The_Five_Dysfunctions_of_a_TeamSituational Leadership® Modelhttps://situational.com/situational-leadership/Oliver Burkeman's Book ‘Four Thousand Weeks: Time Management for Mortal'https://www.goodreads.com/book/show/54785515-four-thousand-weeksShow creditsIllustrations by Isa Vicentehttps://www.instagram.com/isadezgz/Music by Brad Porterhttps://prtr.co/
Today, I am excited to share a conversation with Christina Wodtke, a celebrity in agile leadership and team dynamics. Christina is the author of popular books like The Team that Managed Itself and Radical Focus. Christina brings a wealth of agile knowledge in the agile space, having worked with tech companies like LinkedIn, Zynga, and Yahoo!, not to mention having founded three startups. Christina is an executive leadership coach who teaches techniques to create high-performing teams at the prestigious Stanford University. I am excited to share that Christina will share her new thoughts and ideas concerning nimble and stable teams. In this conversation, you will hear Christina talk about the importance of Psychological Safety. If you are unfamiliar with the topic, I suggest you locate the podcast just before the one you are listening to now. It is titled Building a Culture of Psychological Safety and contains a fantastic conversation with Alla Weinberg as an introduction to the topic. Christina will also talk frequently about OKRs -- or objectives and key results. If you are unfamiliar with the topic, you can listen to my conversation with Christina's friend and colleague, Jeff Gothelf. You can find that conversation in the Agile in Action podcast titled "Introducing Objectives and Key Results." Psychological Safety Episode Objectives and Key Results Episode The team that managed itself Radical focus Twitter Website
Today, I'm joined by author, Stanford professor, and speaker Christina Wodtke. Christina's book, “Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results” breaks down the OKR Process when beginning your entrepreneurial journey. Radical Focus spoke to me and the challenge that comes with bringing a venture to life, and I hope this episode educates and inspires you. Be sure to subscribe to the Transition Newsletter on Substack here: https://bit.ly/37Bb8Ne Connect with Christina on Twitter: https://twitter.com/cwodtke
"This week on the OKRs Q&A Podcast, we are rereleasing an incredible episode with a major industry thought leader and the author of Radical Focus & Radical Focus 2.0 - Christina Wodtke. Tim and Christina discuss the simplicity of OKRs, how to launch a pilot program that works and where to begin with an OKR implementation. Tim and Christina do a deep dive into some of the most complex OKR issues in the world today.An established thought leader in Silicon Valley, Christina is a “curious human” with a serious resume. Her past work includes re-design and initial product offerings with LinkedIn, MySpace, Zynga, Yahoo! and others, as well as founding three startups, an online design magazine called Boxes and Arrows, and co-founding the Information Architecture Institute. She is currently a Lecturer at Stanford in the HCI group in the Computer Science department.Christina teaches worldwide on the intersection of human innovation and high-performing teams. She uses the power of story to connect with audiences and readers through speaking and her Amazon category-bestselling books. Christina's work is personable, insightful, knowledgeable, and engaging.Her books include Information Architecture: Blueprints for the Web, Pencil Me In, and The Team that Managed Itself. Her bestselling book is a business fable called Radical Focus, which tackles the OKR movement through the powerful story of Hanna and Jack's struggling tea startup. When the two receive an ultimatum from their only investor, they must learn how to employ OKRs and radical focus to get the right things done.To connect with Christina or to get more information on how to become a whole-mind, high performing team, visit http://cwodtke.com/ or Eleganthack.To purchase Radical Focus - https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0YIf you interested in working with the Atruity team or downloading our free e-book The Seven C's To OKR Success - click this link: https://linktr.ee/atruity
Travis, Nick, and Brandon discuss the word "accountability". What does it mean? Why has it developed a negative connotation? What's the connection between "trust" and "accountability"? They discuss the sometimes uncomfortable conversations that must take in place before a conversation about accountability can bring real results. They also talk about how remote culture changes the shape of this conversation by removing shortcuts some leaders have leaned on in offices. Show Notes:The Five Dysfunctions of a Team by Patrick Lencionihttps://en.wikipedia.org/wiki/The_Five_Dysfunctions_of_a_TeamStart with Why by Simon Sinekhttps://simonsinek.com/product/start-with-why/Radical Focus by Christina Wodtkehttps://www.amazon.com/Radical-Focus-SECOND-Achieving-Objectives-ebook/dp/B091ZL2SRLRemote by Jason Fried and DHHhttps://basecamp.com/books/remote
"This book is useful, actionable, and actually fun to read! If you want to get your team aligned around real, measurable goals, Radical Focus will teach you how to do it quickly and clearly." - Laura Klein, Principal, Users Know A actionable business book in the form of a fable. Radical Focus tackles the OKR movement and better goal setting through the powerful story of Hanna and Jack's struggling tea startup. When the two receive an ultimatum from their only investor, they must learn how to employ Objectives and Key Results (OKRs) with radical focus to get the right things done. Will they be able to accomplish the few critical actions that will save their startup? Or will they end up mired in distractions and choices as their time runs out? The author pulls from her experience with Silicon Valley's hottest companies to teach practical insights on goal setting in fable form. How do you inspire a diverse team to work together, going all out in pursuit of a single, challenging goal? How do you stay motivated despite setbacks and failures? As you see through Hanna and Jack's story, it's about creating a framework for regular check-ins, key results, and most of all, the beauty of a good fail.
Craig thinks everyone spends too much time, money, and effort on their products. Even extremely bad products can be incredibly successful. So, should focus be put on hiring more salespeople, marketers, or developers? Craig recommends reading, Radical Focus. Craig updates listeners on how the two new AEs at Castos are two months in and doing ... Read more
Craig thinks everyone spends too much time, money, and effort on their products. Even extremely bad products can be incredibly successful. So, should focus be put on hiring more salespeople, marketers, or developers? Craig recommends reading, Radical Focus. Craig updates listeners on how the two new AEs at Castos are two months in and doing ... Read more
On this episode of the Scaleup Valley podcast, Mike Dias speaks with Larry Robertson, Author and Speaker. Key takeaways: - How to overcome the "superhero syndrome" - How to thrive in uncertain times - "Leadership keeps moving, it's a collective task"
Radical Focus - we need to talk about it? and the lovely Christina Wodktke joined the programme to do that.
Recorded live at BURN YOUTH. --- Send in a voice message: https://anchor.fm/burnyouth/message
Idea to Value - Creativity and Innovation with Nick Skillicorn
In today's episode of the Idea to Value podcast, we speak with Christina Wodtke, author and lecturer at Stanford. Her resume includes re-design and initial product offerings with LinkedIn, MySpace, Zynga, Yahoo! and others, as well as founding three startups. See the full episode at https://wp.me/p6pllj-1Bj #OKR #focus #productivity #creativity We speak about the value of Radical Focus and Objectives and Key Results (OKRs). Topics covered in today's episode: 00:02:30 - How she began using OKRs and discovered their value 00:04:30 - When and how to use OKRs 00:09:00 - The challenges of setting OKRs, and how important Psychological Safety is 00:13:00 - What prevents people from meeting their goals 00:17:30 - The similarities of creativity in an Arts School and Startups 00:20:30 - Real creative people are productive Links mentioned in today's episode: Book: Radical Focus: https://amzn.to/3wzClud Christina's website: https://cwodtke.com/ Elegant Hack: https://eleganthack.com/ Bonus: This episode was made possible by our premium innovation and creativity training. Take your innovation and creativity capabilities to the next level by investing in yourself now, at https://www.ideatovalue.com/all-access-pass-insider-secrets/ * Subscribe on iTunes to the Idea to Value Podcast: https://itunes.apple.com/gb/podcast/idea-to-value-creativity-innovation/id1199964981?mt=2 * Subscribe on Spotify to the Idea to Value Podcast: https://open.spotify.com/show/4x1kANUSv7UJoCJ8GavUrN * Subscribe on Stitcher to the Idea to Value Podcast: http://www.stitcher.com/s?fid=129437&refid=stpr * Subscribe on Google Podcasts to the Idea to Value Podcast: https://podcasts.google.com/?feed=aHR0cHM6Ly9pZGVhdG92YWx1ZS5saWJzeW4uY29tL3Jzcw Want to rapidly validate new ideas and innovative products and GROW your online business? These are the tools I actually use to run my online businesses (and you can too): * The best email management and campaigns system: ActiveCampaign (Free Trial) http://www.activecampaign.com/?_r=M17NLG2X * Best value web hosting: BlueHost WordPress http://www.activecampaign.com/?_r=M17NLG2X * Landing pages, Sales Pages and Lead collection: LeadPages (Free Trial) http://leadpages.pxf.io/c/1385771/390538/5673 * Sharing & List building: Sumo (Free) https://sumo.com/?src=partner_ideatovalue * Payments, Shopping Cart, affiliate management and Upsell generator: ThriveCart https://improvides--checkout.thrivecart.com/thrivecart-standard-account/ * Video Webinars for sales: WebinarJam and Everwebinar ($1 Trial) https://nickskillicorn.krtra.com/t/lwIBaKzMP1oQ * Membership for protecting content: Membermouse (Free Trial) http://affiliates.membermouse.com/idevaffiliate.php?id=735 * eLearning System for students: WP Courseware https://flyplugins.com/?fly=293 * Video Editing: Techsmith Camtasia http://techsmith.z6rjha.net/vvGPv I have used all of the above products myself to build IdeatoValue and Improvides, which is why I can confidently recommend them. I may also receive affiliate payments for any business I bring to them using the links above. Copyright https://www.ideatovalue.com
Christina Wodtke is a professor, speaker, and author of "Radical Focus" and "The Team That Managed Itself". In this episode, she walks us through her product career, the power of communication, how to empower teams through continuous feedback and setting effective OKRs.Get the FREE Product Book and check out our curated list of free Product Management resources here
My favorite book about OKRs is Radical Focus by Christina Wodtke. Christina recently updated her book with a second edition which is the topic in this episode. We also talk about her dream job at Stanford University, why OKRs are not for every business, why some CEOs go wrong with OKRs, and why having a healthy culture is the starting point for implementing OKRs of any scale.
An interview with Christina Wodtke. Christina is the award-winning author of a variety of seminal books, including "The Team That Managed Itself" and "Radical Focus". Christina is passionate about creating empowered, high-performing organisations and helping them to focus on their most important strategic goals using OKRs (Objectives & Key Results). We talk about a lot, including: How "Radical Focus" came about in the first place, and why now is the time for the Second Edition How her book differs from "Measure What Matters", whether John Doerr is riding on her coat tails and whether they talk at parties How she set out to write a practical OKR playbook rather than a theoretical document, and why she felt the need to put tons and tons of examples in the second edition The circumstances that led her to realise that OKRs were the way forward and why she became so passionate about teaching them Why you shouldn't use OKRs to manage everything but use them as a strategic tool to focus on what's most important, and deciding what not to do Why companies shouldn't just jump straight to OKRs without having some of the prerequisites and a culture to support them The importance of empowered teams, letting go of micromanagement and thinking that your job is to tell people what to do Why setting a good OKR review cadence is often more important than agonising over setting perfect OKRs How the concept of a fixed mindset applies not to just people but companies too, and how companies have to be comfortable with failure Where you shouldn't use OKRs, the types of team or companies where it just doesn't make sense, and why OKRs aren't just rebadged task lists And much more! Buy Radical Focus (2nd Edition) "The award-winning author of The Team That Managed Itself and Pencil Me In returns with a new and expanded edition of her landmark book on OKRs. Struggling to adopt Objectives and Key Results? Radical Focus teaches you everything you need." Visit the book website or check it out on Amazon or Goodreads. Contact Christina If you want to catch up with Christina, you can reach her on Twitter or her website wodtke.com.
It's not enough to resolve to be focused, but you have to be specific about how you will put it into practice and then do it.
In this episode, we're talking with Christina Wodtke. Christina wrote a book that's called Radical Focus, and it's all about OKR objectives and key results. So we're going to be digging into the strategic accountability for your company and how you can do better with goal setting. Christina has helped grow numerous companies in Silicon Valley, like LinkedIn and Yahoo, Zynga, and the New York Times. And through that, she's learned a lot about this management system called OKRs. In addition to Radical Focus, she wrote a couple of others books including The Team That Managed Itself and Pencil Me In. She also teaches over at Stanford. What I loved about this episode is that we get really tactical about how you can start OKRs is for the first time, what makes a good objective from a bad objective, how you can have key results that are actually measurable and quantitative, and then how to build this into the culture of your company so that you're not just setting goals and forgetting about them. Find the show notes for this episode here! Watch this episode on Youtube here. Host: Chris Ronzio
Christina Wodtke worked in the product development space in companies such as Zynga, MySpace, LinkedIn, and Yahoo. She is also a Stanford professor and author of several books, most notably The Team That Managed Itself and Radical Focus. Her experience in developing teams is precious - we talked about empowered teams, OKRs, and the 2nd edition of her bestseller Radical Focus.Subscribe to 0800-DEVOPS newsletter here.Show notes:This interview is featured in 0800-DEVOPS #24 - Empowered teams with Christina Wodtke.The 2nd edition of Radical Focus went public on April 20th, 2021
In this episode of the OKRs Q&A Podcast, Tim Meinhardt interviews Christina Wodtke, author of the legendary OKR best seller - Radical Focus. Tim and Christina discuss the simplicity of OKRs, how to launch a pilot program that works and where to begin with an OKR implementation. Tim and Christina do a deep dive into some of the most complex OKR issues in the world today.An established thought leader in Silicon Valley, Christina is a “curious human” with a serious resume. Her past work includes re-design and initial product offerings with LinkedIn, MySpace, Zynga, Yahoo! and others, as well as founding three startups, an online design magazine called Boxes and Arrows, and co-founding the Information Architecture Institute. She is currently a Lecturer at Stanford in the HCI group in the Computer Science department.Christina teaches worldwide on the intersection of human innovation and high-performing teams. She uses the power of story to connect with audiences and readers through speaking and her Amazon category-bestselling books. Christina's work is personable, insightful, knowledgeable, and engaging.Her books include Information Architecture: Blueprints for the Web, Pencil Me In, and The Team that Managed Itself. Her bestselling book is a business fable called Radical Focus, which tackles the OKR movement through the powerful story of Hanna and Jack's struggling tea startup. When the two receive an ultimatum from their only investor, they must learn how to employ OKRs and radical focus to get the right things done.To connect with Christina or to get more information on how to become a whole-mind, high performing team, visit http://cwodtke.com/ or Eleganthack.To purchase Radical Focus - https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0YIf you interested in working with the Atruity team or downloading our free e-book The Seven C's To OKR Success - click this link: https://linktr.ee/atruity
Planning is key to the success of any business. But how do you actually put a good plan in place? Today’s guest, Tim Meinhardt, is an expert on a goal-setting management system: OKRs. It stands for Objectives and Key Results. It’s something that I’ve implemented in the past, and I can’t wait to find out what you can do today. Tim leads a team of OKR experts at Atruity. They provide OKR Consulting to numerous organisations ranging from publicly traded companies to start ups. Through their proven methodology and numerous OKR Programs, they ensure effective implementation and management of OKR journeys. In this discussion we explore how OKRs have been helping businesses thrive during the pandemic. Tune in as we discuss why plans fail, striving for simplicity, remote working trends and business epiphany moments. This year is giving us the opportunity to reset, so let's start implementing some OKR strategies. Links: Atruity1.com: https://atruity1.com/ (https://atruity1.com/) ‘Measure What Matters’ by John Doerr: https://www.amazon.co.uk/Measure-What-Matters-Simple-Drives/dp/024134848X/r (https://www.amazon.co.uk/Measure-What-Matters-Simple-Drives/dp/024134848X/r) The UN’s 17 Goals: https://sdgs.un.org/goals (https://sdgs.un.org/goals) ‘Radical Focus’ by Christina Wodtke: https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0Y (https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0Y) OKRs Q&A Podcast: https://podcasts.apple.com/us/podcast/okrs-q-a/id1526358254#:~:text=The%20OKRs%20 (https://podcasts.apple.com/us/podcast/okrs-q-a/id1526358254) ‘The Service Profit Chain’ by James L. Heskett, W. Earl Sasser, Leonard Schlesinger: https://www.amazon.com/Service-Profit-Chain-James-Heskett/dp/0684832569 (https://www.amazon.com/Service-Profit-Chain-James-Heskett/dp/0684832569) Atruity’s resources: https://atruity1.com/resources/ (https://atruity1.com/resources/) ‘Good To Great’ by Jim Collins: https://www.amazon.co.uk/Good-Great-Jim-Collins/dp/0712676090/ (https://www.amazon.co.uk/Good-Great-Jim-Collins/dp/0712676090/) Ep. 1: Going from Manager to Leader using OKRs | Leif Ulstrup: https://podcasts.apple.com/us/podcast/ep-1-going-from-manager-to-leader-using-okrs-leif-ulstrup/id1526358254?i=1000487106945 (https://podcasts.apple.com/us/podcast/ep-1-going-from-manager-to-leader-using-okrs-leif-ulstrup/id1526358254?i=1000487106945) tim@atruity1.com #60 Join The Dots with Martin Johnson, Founder of YourBigPic: https://hospitality-mavericks.captivate.fm/episode/60-join-the-dots-with-martin-johnson (https://hospitality-mavericks.captivate.fm/episode/60-join-the-dots-with-martin-johnson) Connect with the podcast: https://colossal-designer-2784.ck.page/40ada1483a (Join the Hospitality Mavericks newsletter): https://rb.gy/5rqyeq (https://rb.gy/5rqyeq) https://www.facebook.com/groups/hospitalitygamechangers (Join the GameChanger Facebook Group): https://www.facebook.com/groups/hospitalitygamechangers (https://bit.ly/2GAvr2W) Please help us getting better by filling out the feedback survey on the podcast show here: https://bit.ly/37aIm5n (https://bit.ly/37aIm5n) A big thank you to our sponsor Bizimply who are helping progressive leaders and operators making every shift run like clockwork. Head to our website at https://www.bizimply.com/?utm_source=partner&utm_medium=referral&utm_campaign=mavericks (www.bizimply.com) or email them directly at advice@bizimply.com. This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy Chartable - https://chartable.com/privacy Support this podcast
We interview the best minds in human behaviour, design, business and tech space. The information you hear here can be applied to building products and experiences that make a difference in the world. In this episode, we speak to Benson Low Senior Manager, Product Design and UX Research at REA Group.SPECIAL OFFERListeners of this podcast can get one free month when they sign up for the monthly or yearly subscription via the link here.ShownotesRice Method - https://www.productplan.com/glossary/rice-scoring-model/Why do great solutions fail? - https://indiyoung.com/Designing Business, and the Business of Design - http://eleganthack.com/Radical Focus - https://www.amazon.com.au/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0YThe Designing Behaviour Community LinkedIn FacebookSPECIAL OFFERListeners of this podcast can get one free month when they sign up to the monthly or yearly subscription via the link here.
Did you realize the first book written on OKRs was Radical Focus by Christina Wodtke? She's our guest along with Ben Lamorte who joins us for his second appearance on the show. We talk about when and when to never use OKRs.
“What we need to figure out though, is what is our relationship to these boxes on our computer that we're locked into for so many hours a day. I think it's time for us to just acknowledge that no human being should be in front of a screen for eight to 10 hours a day, that's just not healthy.” Christina Wodtke is the author of the best-seller Radical Focus, which uses the power of story to build a new approach to OKRs, as well as The Team that Managed Itself and Pencil Me In. Christina currently teaches at Stanford in the HCI program in Computer Science. She speaks worldwide about humanity, teamwork, and the journey to excellence. I had the pleasure of having Christina as a guest on this episode of the Control the Room podcast. We speak about influencing the influencers, psychological safety online, and re-evaluating our relationship with our computers. Listen in to find out why it’s okay to miss your OKR’s.
Radical Focus tackles the OKR movement and better goal setting through the powerful story of Hanna and Jack's struggling tea startup. When the two receive an ultimatum from their only investor, they must learn how to employ Objectives and Key Results (OKRs) with radical focus to get the right things done. Will they be able to accomplish the few critical actions that will save their startup? Or will they end up mired in distractions and choices as their time runs out?
In that episode of Le Podcast, I had the great pleasure to receive Christina Wodtke. Christina is an author, lecturer at Stanford, and speaker who teaches techniques to create high performing teams. Christina is the author of four books, including Radical Focus and The Team that manages itself. Find all the references in the companion blog post.
Sam teaches on the primary focus of a man/woman after God's own heart as modeled in the life of David.
Welcome to the first podcast of the new decade! We're talking NYE at Delilah, Luke from Grand AC Run Club is on, Justin Bieber's new Youtube Docuseries, YG apology to LGBTQ community, Illinois legal weed sales hit $3.2m in a day, Juul can't stop their employees from vaping in the office, Obama and Trump tie for most admired man in 2019, Amazon threatened to fire climate activists, Pete's random facts and winners/losers/content! Are NYE resolutions over? [3:46] Group Chat talks about NYE festivities and parties. [6:50] Grand AC Run Club January Challenge: How a community makes an impact. [14:02] Can Justin Bieber make a comeback? [27:26] YG apologizes to the LGBTQ community on old views. [32:26] Illinois becomes the next state to legalize weed. [37:32] Is Juul having a vaping problem in their offices? [41:20] Who is the Most Admired Man in 2019? [46:29] Has being impeached lit a fire under the Donald Trump campaign? [51:53] Should Amazon employees ‘shut up and dribble’? [55:34] Weekly Winners & Losers. [58:50] Hottest Content for the Weekend. [1:06:15] Pete’s an Idiot. [1:11:24] Related Links/Products Mentioned Luke Gledhill (@lukedaxgledhill) • Instagram Justin Bieber YG apologizes to LGBTQ community The Accidental Billionaires Illinois legal weed Juul Most Admired Man in 2019 Trump campaign Amazon threatened to fire climate Duolingo (Dee’s Rec.) Kevin Hart: Don't F**k This Up (Drama’s Rec.) Radical Focus book (Drama’s 2nd Rec.) Group Chat Newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices
Many companies such as Zynga and Google use OKR to track progress and achieve objectives and many more are trying to introduce the metrics. Why people normally fail to achieve their goal and how OKRs can help focus on their objectives? I'll review this book and explain what is OKR, how to set and run it, and the common mistakes.
Contact Christina:Her websiteTwitterLinkedInChristina's books:The Team That Managed Itself (consider leaving a review here if you enjoy it)Radical FocusPencil Me InPeople, articles, resources mentioned:Reboot your teamDesigning the team you needThe dreaded weekly status emailRich Mironov lessons on people and systemsENLIVEN ep with Rich Mironov on creating a thriving product orgNicky Case - parable of the polygons on diverse neighborhoods"I drink your milkshake"Stanford GSB's most popular class: Interpersonal DynamicsGoogle's findings on psychological safety"The Executioner's Tale" — Radical Focus book MVPBOOKSThe Wisdom of TeamsThe Culture Map - Erin MeyerThanks for the FeedbackThe Fearless OrganizationA Theory of Everything (Integral Theory) - Ken WilberFlourish - Martin SeligmanThe Inner Game of Tennis & The Inner Game of StressTurn the Ship AroundThe Five Dysfunctions of a TeamQUOTES"I am sneakily trying to bring more humanity to it""There's no such thing as 'those people,' there's just people."" 'I'm not in charge' is just an excuse, an excuse for being afraid...somebody's got to go first"SHOW NOTESComing to California [0:03:23]Christina's start in tech [0:06:39]How did Christina get here? [0:07:36]How do older & younger students affect each other in Christina's classes? [0:11:11]What is Christina learning from her students lately? [0:12:41]Christina's "unfortunate" personal quality [0:16:48]Managing and teaching — do you need answers? [0:18:58]What had Christina write THIS book? [0:20:16]Treating your life like a startup & finding Product-Market Fit in your life [0:20:37]How to validate a book idea, lean startup style [0:21:15]Christina's big realization - what made OKRs work? [0:24:03]The 3 things teams actually need [0:24:41]What types of teams are there? [0:26:37]Moving from a workgroup to a team [0:28:05]What makes a team into a learning team? [0:28:49]What makes a mindful, autonomous team? [0:30:16]Radical Focus vs OKRs [0:32:56]Trust & psychological safety [0:33:25]The kinds of trust [0:34:25]How trust is built differently across cultures [0:36:17]In America, do we act like everyone is a robot? [0:37:11]How can I chip away at cultural constructs? [0:38:50]When is each type of team/group the right choice? [0:40:50]What does it take to be a mindful team? [0:45:02]How should people approach implementing these ideas? Giving feedback? [0:49:29]Christina's "GASP" feedback framework [0:50:31]Integral theory: I-We-It [0:57:51]How long is this going to take? [0:59:50]Where to start turning around a culture: compensation [1:02:20]How does this team-level model integrate with the surruonding company environment? [1:05:48]Can you make a healthy team in a dysfunctional company? [1:06:38]Which team to start with [1:09:39]Team health red flags to look out for [1:13:09]GASP vs GROW? [1:16:15]Your job as a leader [1:19:58]The 9X process [1:22:30]Goals, roles, and norms — and what people miss [1:23:41]Isn't this too many meetings? [1:27:07]How to create a lightweight meeting structure [1:29:28]The thing that really makes the difference in goals [1:31:51]Isn't this stuff all too "touchy feely"? [1:38:12]Engineers are humans too [1:40:32]The reality of work: nobody is in charge [1:41:59]How to make a mindful team happen [1:42:47]What impact does Christina want this book to have? [1:44:00]
หนังสือเล่มนี้แปลโดย ศ.ดร. นพดล ร่มโพธิ์ และดร.บรรจงเจิด ร่มโพธิ์ ที่แปลมาจาก Radical Focus เป็นหนังสือที่พูดถึง OKR หรือ Objectives and Key Results ตัวเนื้อเรื่องอ่านง่ายเหมือนอ่านนวนิยาย หนังสือเหมาะสำหรับ Startup หรือ องค์กรที่ต้องการพัฒนาตนเอง --- Send in a voice message: https://anchor.fm/sakol/message
EP 462 หนังสืออยากสำเร็จต้องโฟกัส ด้วยแนวคิด OKRs Episode นี้ผมมาเล่าประสบการณ์การแปลหนังสือเล่มแรกของผม จากหนังสือ Radical Focus มาเป็นหนังสือ "อยากสำเร็จต้องโฟกัส ด้วยแนวคิด OKRs" ท่านใดว่างพบกันได้ที่งานเปิดตัวหนังสือที่งานสัปดาห์หนังสือ ที่อาคาร Challenger 2 เวลา 14-16 น. วันอาทิตย์ที่ 13 ตุลาคม 2562 นี้ครับ
EP 462 หนังสืออยากสำเร็จต้องโฟกัส ด้วยแนวคิด OKRs Episode นี้ผมมาเล่าประสบการณ์การแปลหนังสือเล่มแรกของผม จากหนังสือ Radical Focus มาเป็นหนังสือ "อยากสำเร็จต้องโฟกัส ด้วยแนวคิด OKRs" ท่านใดว่างพบกันได้ที่งานเปิดตัวหนังสือที่งานสัปดาห์หนังสือ ที่อาคาร Challenger 2 เวลา 14-16 น. วันอาทิตย์ที่ 13 ตุลาคม 2562 นี้ครับ
ใน EP นี้อยากจะมาเล่ามุมมองเกี่ยวกับ OKR ที่สามารถนำไปใช้กับการทำงาน จากหนังสือ Radical Focus ซึ่งเป็นหนังสือเล่มหนึ่งที่แนะนำให้ทุกคนได้มีโอกาสอ่าน เพราะนอกจากจะนำไปใช้กับองค์กรที่เราทำงานแล้วยังสามารถนำไปประยุกต์ใช้ในการดำเนินชีวิตของเราได้
ใน EP นี้อยากจะมาเล่ามุมมองเกี่ยวกับ OKR ที่สามารถนำไปใช้กับการทำงาน จากหนังสือ Radical Focus ซึ่งเป็นหนังสือเล่มหนึ่งที่แนะนำให้ทุกคนได้มีโอกาสอ่าน เพราะนอกจากจะนำไปใช้กับองค์กรที่เราทำงานแล้วยังสามารถนำไปประยุกต์ใช้ในการดำเนินชีวิตของเราได้
“Auch uns hat man damals gesagt, Möbel übers Internet zu verkaufen geht nicht. Aber wie man sieht geht es doch....” - Der Weg dorthin war aber lang und beschwerlich. Wie es Connox geschafft hat sich als Pure-Player im premium Home & Living Segment zu etablieren, hört Ihr im neuen ChefTreff Podcast mit Gründer und Geschäftsführer Thilo Haas. Wir besprechen unter anderem, warum der Möbelhandel in der letzten Meile geknackt wird und warum es sich auszahlt einen klaren Fokus auf sein Kerngeschäft zu haben. // We CREATE. We CONNECT. We INSPIRE. Überzeuge dich selbst und besuche uns auf der K5 Future Retail Conference, dem Top-Event im E-Commerce! >> www.k5.de // Podcast Übersicht: Wer bist Du und was machst Du? [ab 01:52] Viele Eurer Mitbewerber haben stationäre Läden eröffnet, um an premium Marken wie Vitra oder Bauhaus zu kommen. Warum seid Ihr einen anderen Weg gegangen? [ab 03:30] Wie viel Umsatz macht Connox und wie begründest Du Euren Wachstum? [ab 04:40] Der europäische Markt für Home & Living liegt bei ca. 180 Milliarden Euro. Wohin könnt Ihr hinkommen? [ab 06:10] Einer Eurer Wachstumshebel ist die Internationalisierung. Welche Möglichkeiten siehst Du bei der Sortimentserweiterung? [ab 07:52] Welche Bedürfnisse haben Eure Kunden und wie sieht eine typische Customer Journey bei Euch aus? [ab 15:10] Als eigenfinanziertes Unternehmen unterscheidet Ihr Euch stark von einem Home24 oder Westwing. Welche Vorteile ergeben sich dadurch für Connox? [ab 17:50] “Ab 20 Million Euro Umsatz beginnt in unserem Umfeld die Todeszone” - Wie schafft Ihr es trotz steigender Komplexität zu skalieren? [ab 25:20] Stichwort “Logistik”: Welche Versandarten bietet Ihr an und wo siehst Du die größte Herausforderung im Möbelhandel? [ab 28:10] Wie begegnet Ihr dem Fachkräftemangel? [ab 36:00] Was ist Eure Vision für 2025 und was treibt Dich an? [ab 39:45]
Episode 3 of Learning on the Job was a discussion with Stanford Professor Christina Wodke. Her latest book Radical Focus shows how to set better goals and create a rhythm of execution in order to achieve great things. She keynotes and runs workshops on: Design Thinking for Product Innovation, Team Dynamics and Excellence, Objectives and Key Results, and Story for Product Strategy and Persuation. Host: Kaila Lim and Aksum Turner Guest: Christina Wodke Music: Stylo-Vera
Mike Cottmeyer on Leading Agile, Daniel Goleman on Coaching For Leaders, Christina Wodtke on Build by Drift, Joe Vallone on Agile Amped, and Cindy Alvarez on Product Love. I'd love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting February 4, 2019. These podcast episodes may have been released much earlier, but this was the week when I started sharing links to them to my social network followers. MIKE COTTMEYER ON LEADING AGILE The Leading Agile podcast featured Mike Cottmeyer with host Dave Prior. To kickoff 2019, Dave and Mike got together to talk about the year ahead. What I liked most about this conversation is how it got into a discussion of how to introduce Agile to an organization that is just beginning to move away from traditional waterfall methods. Mike talked about how meal prep services got his wife interested in cooking for the first time and contrasted this with the way Agile is often introduced to enterprises: exclusively showing the end state and leaving out details about what Agile looks like when you’re just starting. Just as the meal prep services show more respect for people beginning to take up cooking, Mike says that the Agile community needs to show more respect for people beginning their Agile journey. iTunes link: https://itunes.apple.com/ca/podcast/kicking-off-2019-w-mike-cottmeyer/id995790407?i=1000427423678&mt=2 Website link: https://www.leadingagile.com/podcast/kicking-off-2019-with-mike-cottmeyer/ DANIEL GOLEMAN ON COACHING FOR LEADERS The Coaching For Leaders podcast featured Daniel Goleman with host Dave Stachowiak. As a fan of Daniel’s work on Emotional Intelligence, I was eager to hear this interview. Daniel talked about three different kinds of empathy: cognitive empathy, emotional empathy, and empathic concern and compared and contrasted them. I loved what Daniel had to say about distinguishing between a healthy and an unhealthy showing of vulnerability, especially since I read so much advice telling leaders they need to be vulnerable. iTunes link: https://itunes.apple.com/ca/podcast/391-getting-better-at-empathy-with-daniel-goleman/id458827716?i=1000428075330&mt=2 Website link: https://coachingforleaders.com/podcast/391/ CHRISTINA WODTKE ON BUILD BY DRIFT The Build by Drift podcast featured Christina Wodtke with host Maggie Crowley. Christina’s book, Radical Focus, has been showing up on the recommended lists of most of the people I follow, with some saying that it was the first book they read that really showed how to apply Objectives and Key Results or OKRs, so I was quick to hit play on this new-to-me podcast. What I heard was a great conversation on high-performing teams, avoiding traps in setting OKRs, and most importantly, the fact that OKRs are supposed to be stretch goals. iTunes link: https://itunes.apple.com/ca/podcast/build-15-christina-wodtke-on-radical-focus-living-your/id1445050691?i=1000426996091&mt=2 Website link: https://www.drift.com/blog/christina-wodtke-okrs/ JOE VALLONE ON AGILE AMPED The Agile Amped podcast featured Joe Vallone with host Adam Mattis. While there was a lot of talk about the Scaled Agile Framework in this conversation and I’m still working out how I feel about that, there was also a great conversation about lean startup ideas, particularly innovation accounting and Joe provided concrete examples from the SR21 Blackbird to self-driving cars to make his point. iTunes link: https://itunes.apple.com/ca/podcast/innovation-accounting/id992128516?i=1000427846817&mt=2 Website link: https://solutionsiq.podbean.com/e/innovation-accounting/ CINDY ALVAREZ ON PRODUCT LOVE The Product Love podcast featured Cindy Alvarez with host Eric Boduch. Cindy Alvarez is the author of a book in Eric Ries’ Lean series: Lean Customer Development. I loved how Cindy took the old saw about Henry Ford and the faster horse and talked about how maybe Ford should have rephrased the question to get the customers to talk about problems instead of solutions. I also loved her emphasis on good listening techniques and how this can mean having to tolerate an uncomfortable amount of silence. iTunes link: https://itunes.apple.com/ca/podcast/cindy-alvarez-joins-product-love-to-talk-about-customer/id1343610309?i=1000428744289&mt=2 Website link: https://productcraft.com/podcast/product-love-podcast-cindy-alvarez-product-manager-at-microsoft-and-author-of-lean-customer-development/ FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/channel/UCysPayr8nXwJJ8-hqnzMFjw Website:
Today on Build, host Maggie Crowley sits down with Christina Wodtke, author of the legendary book Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results, which Maggie describes as the best book on goal setting – ever.In the episode, Maggie and Christina, dive deep into Christina’s experience in product roles at MySpace, Zynga and Linkedin, her transition out of industry and into academia as a lecturer at Standford, and of course using Objectives and Key Results (OKRs) as a framework for achieving your team and company-wide goals.So if you’re looking to start 2019 off on the right foot, this episode is for you.Before you go leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! Be sure to check out more insights on the Drift blog at drift.com/blog and find us on Twitter @maggiecrowley, @drift, @seekingwisdomio and @cwodtke.
Book review of Radical Focus by Christina Wodtke which introduces the concept of OKRs - Objectives and Key Results
Today I talk to the wisest warrior on the planet, Former Navy Seal Commander Mark Divine. We discuss how to 20x performance, find your purpose, Focus and Kokoro Yoga. “The warrior in you is that part of you that is very clear about why you do things, is willing to take a stand for things you believe in, and is willing to fight for what you believe is right in your life.” - Mark Divine Learn more about this episode of Inside Mastery at www.martinsoorjoo.com/07
In this sermon, Curtis spoke on the call to plant churches.
In his sermon from Vision Sunday at Cypress, Curtis spoke on being a church with a radical focus on Jesus.
In this Vision Sunday sermon, Curtis spoke on how our church strives to focus on Jesus.
Christina Wortke on her book Radical Focus and OKRs
Radical Focus on the Bible stems from an understanding of the place that God's Word holds in our lives. Once we understand that we realize that Radical Focus means we look to the Bible as God's Word for how we are to live our lives. As we do we will more and more realize that the result is an attention to the needs of the people around us. God's Word commands those who have been gripped with Radical Grace to meet both the physical and spiritual needs of the lost in any way we are able.
Radical Focus on the Bible stems from an understanding of the place that God's Word holds in our lives. Once we understand that we realize that Radical Focus means we look to the Bible as God's Word for how we are to live our lives. As we do we will more and more realize that the result is an attention to the needs of the people around us. God's Word commands those who have been gripped with Radical Grace to meet both the physical and spiritual needs of the lost in any way we are able.
Today on Build, host Maggie Crowley sits down with Christina Wodtke, author of the legendary book Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results, which Maggie describes as the best book on goal setting – ever. In the episode, Maggie and Christina, dive deep into Christina’s experience in product roles at MySpace, Zynga and Linkedin, her transition out of industry and into academia as a lecturer at Standford, and of course using Objectives and Key Results (OKRs) as a framework for achieving your team and company-wide goals. So if you’re looking to start 2019 off on the right foot, this episode is for you. Before you go leave a ⭐⭐⭐⭐⭐⭐ review and share the pod with your friends! Be sure to check out more insights on the Drift blog at drift.com/blog and find us on Twitter @maggiecrowley, @drift, @seekingwisdomio and @cwodtke.
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