Agile Strategy Development

Many companies suffer from strategic drift. Their strategies fail to catch up with changes in their environment. As a result, they need first aid, or they fail. The good news is that this can be easily avoided. Strategic drift is a variation of the boiled frog theory: the idea that if you put a frog in cold water and heat the water slowly, the frog doesn’t detect the change and will die. In reality, it will actually jump out of the water, but both outcomes illustrate exactly the problem of strategic drift: wait too long and then make a radical move or die. The problem is abundant. And the cause is often either an over reliance on the five-year plan, or a lack of monitoring of what is going on in the industry and the world at large. The solution is straightforward: approach strategy-making as an ongoing, emergent process rather than as an event that has to take place every three to five years. This means: revisit your strategy at least once a year, and more often if necessary. Monitor actively what’s going on within and outside your organization and then consider whether or not your strategy needs a change. And if needed, you make the change. Translated to the picture, it means that the lower line (reflecting your strategy) will move with the upper line (reflecting reality) continuously. The result is that there is no drift (phase 2), no flux (phase 3) and no transform or demise (phase 4). It’s simple in theory and it’s simple in practice. The only thing it requires is actually doing it, rather than insisting on the three or five-year, event-based rhythm that we have become so accustomed to. When will you make the shift to continuous strategy-making? [Featured in The Strategic Leadership Playbook. Originally published in January, 2023] More of this? For 63 more tools like this, plus step-by-step instructions for using them, get The Strategic Leadership Playbook. See link in the comment below. #changeleadership #growthmindset #strategyconsulting

Toyota's Improvement Kata works for manufacturing. I adapted it for product development. Mike Rother designed it to help factory workers solve problems systematically. The same structure applies to product teams that keep shipping features without knowing if they're moving the needle. I call it the Product Kata. Four steps: understand the direction, analyze the current state, set the next goal, then choose your step. It sounds simple. Most teams skip three of the four. The most common skip is the first one. Teams jump straight to initiatives without asking what direction they're actually trying to move in. Vision isn't a slide in a strategy deck. It's the constraint that makes every downstream decision faster. The second skip is the goal. Teams either set goals too broad ("improve retention") or too narrow ("increase day-7 retention by 2%"). Too broad paralyzes because there are infinite ways to attack it. Too narrow limits because you've already decided on the solution before you've understood the problem. What I see when companies actually work through the Product Kata: teams stop confusing strategy creation with strategy deployment. Those are two different activities. Creating strategy means making choices at the leadership level. Deploying it means each level of the organization translates that into work they can actually execute, at the right time horizon. A VP-level goal looks different than a team-level goal. A six-month initiative looks different than a two-week experiment. The Product Kata gives teams a shared language to connect those levels without collapsing them into one big backlog. If your team keeps shipping and keeps wondering why the metrics aren't moving, the problem usually isn't execution. It's that the direction and the goals were never clear enough to know what good execution would look like. What does goal-setting look like on your team right now: too broad, too narrow, or somewhere in between?

I typically do not use the term “change management” (unless I’m working with a partner who wants or needs to use it).  “Managing” change implies order, planning & stability; the ability to forecast, direct & deliver outcomes. Yet very few change or transformation plans deliver what they set out to deliver, in the predicted timescales. We no longer operate in a stable world where we undertake a change project and move back to equilibrium. Our environment moves faster, acts in more interconnected ways & is full of ambiguity. Change is relentless & continuous. We need to focus on building adaptive capacity & creating a collective process, not on "managing" change as a discrete, manageable task.  Michael Hudson talks about shifting from “change management” to “change fitness”. He sets out three core leadership practices for enabling change: 1. Continuous sensemaking: This involves incorporating five minutes of sensemaking into existing team routines, understanding what is different or changing. Over time, this practice builds "complexity capacity" & the ability to hold onto multiple, often contradictory realities without becoming overwhelmed. 2. Strategic energy management: Treating people’s energy as a finite resource that needs to be deliberately managed, like any other resource.  3. Learning from navigation, not just success: Shifting from an outcome-focus to process-focus builds the ability to prevail in situations where the path forward is unclear. https://lnkd.in/eqQQM5FF Via Forbes. Graphic from Corporate Rebels.

Adaptability is not just about adjusting plans, it’s about how you lead when plans change. It's the ability to respond thoughtfully and quickly when circumstances shift , without losing sight of people or purpose. 👩🏭 It's the plant manager who adjusts production schedules in response to supply chain issues without blaming the team, and involving them in finding solutions. 👨🏭 It's the site foreman who calmly adjusts plans when weather delays hit, reassigning tasks to keep the crew productive instead of standing still. 👩💼 It's the store manager who rotates staff across departments during a sudden staffing shortage, while keeping morale high and communicating clearly. I've worked with people in all of these positions, and more. And every single person who showed real adaptability had a few things in common: 📌 They stayed steady 📌 They stayed human 📌 They brought people with them 📌 They kept things moving. And underneath that... 📌 They were curious 📌 They were willing to unlearn 📌 They paused to reflect 📌 They shared their ideas 📌 They didn't try to have it all figured out Are we developing these competencies in ourselves and others? How can we improve our approach? Leave your comments below 🙏

SMART goals don’t seem to work anymore. The approach that once seemed clear and effective is now falling short. Many organisations are realizing this: “It’s too rigid for today’s challenges.” “It doesn’t align teams in real time.” “It forces us to stay reactive instead of proactive.” These are the common challenges I’ve heard from leaders of Fortune 500 companies I’m currently working with. 📉 The business environment is more unpredictable than ever. 📅 Static goal-setting doesn’t address year-round adjustments. 🤝 Teams struggle with alignment across priorities. These concerns are valid. But they don’t mean we should abandon goal-setting altogether. Instead, it’s time to embrace FAST goals: ➤ FREQUENT discussions keep teams flexible and adaptive. ➤ AMBITIOUS targets inspire innovation and growth. ➤ SPECIFIC metrics ensure clarity and focus. ➤ TRANSPARENT tracking builds trust and alignment. Leaders who’ve adopted FAST goals are seeing real results. From sharper execution to better team engagement, the shift makes an impact. If you’re feeling stuck with outdated frameworks, consider starting with these steps: ❇️Hold regular goal check-ins. ↳ Discuss progress and adjust to new realities. ❇️Set bold yet achievable targets. ↳ Push yourself and your team beyond the status quo. ❇️Make tracking visible to everyone. ↳ Align efforts by keeping priorities clear and transparent. When goals become FAST, organizations don’t just survive. They thrive. What do you think- Is it time to rethink goal-setting in your organization? Catherine • ♻️ Share to inspire more. Connect with Catherine Li-Yunxia (Transforming leaders, Moving the world) to elevate CEO impact

When traditional leadership approaches hit the wall of 21st century change, many organizations stagnate, with innovation grinding to a halt and talent heading for the exits. Fast forward to transformative leaders — their organizations thrive amid disruption, turning unprecedented change into competitive advantage while competitors struggle to keep pace. The difference? These leaders abandoned the outdated "know-it-all" paradigm for a "learn-it-all" mindset — treating adaptation not as an occasional necessity but as their core leadership function. The Lesson? Leadership is no longer about maintaining the status quo—it's about continuous transformation and navigating complexity with agility. Common Leadership Adaptation Pitfalls: 📍 Cognitive Rigidity — Clinging to past success strategies instead of embracing new paradigms. 📍 Fear-Based Decision Making — Creating defensive cultures that suppress innovation. 📍 Resistance to Technology — Dismissing disruptive technologies instead of leveraging them. 📍 Hierarchical Thinking — Maintaining control rather than empowering collaborative innovation. 📍 Status Quo Comfort — Avoiding necessary changes until crisis forces action. ✅ How to Develop Adaptive Leadership Capacity: 📍 Intellectual Humility — Acknowledge knowledge gaps and actively seek diverse perspectives. 📍 Technological Fluency — Develop deep understanding of AI, automation, and digital transformation. 📍 Intrapreneurial Mindsets — Create safe spaces for calculated risk-taking and bottom-up innovation. 📍 Emotional Intelligence — Navigate complex human dynamics with empathy and self-awareness. 📍 Continuous Learning — Invest in personal and organizational growth as a strategic priority. Adaptation isn't a leadership challenge — it's the essence of modern leadership itself. 📩 Get practical leadership strategies every Sunday in my free newsletter: CATAPULT. 🧑💻 Want to become the best LEADERSHIP version of yourself in the next 30 days? Book a 1:1 Growth Strategy Call: https://lnkd.in/gVjPzbcU #Leadership #AdaptiveLeadership #FutureOfWork #ExecutiveCoaching #OrganizationalChange

𝗖𝗵𝗮𝗻𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝗻 𝗖𝗿𝗶𝘀𝗶𝘀: 𝗪𝗵𝘆 𝗧𝗿𝗮𝗱𝗶𝘁𝗶𝗼𝗻𝗮𝗹 𝗠𝗲𝘁𝗵𝗼𝗱𝘀 𝗔𝗿𝗲 𝗙𝗮𝗶𝗹𝗶𝗻𝗴 Change is no longer a ripple; it’s a tsunami. And yet, most organisations are trying to tackle it with outdated tools and approaches. 💥 𝗧𝗵𝗲 𝗵𝗮𝗿𝗱 𝘁𝗿𝘂𝘁𝗵? Our way of “doing change” is failing. Over two decades as Head of People, Culture & Change, I’ve witnessed this firsthand. I’ve seen well-intentioned efforts unravel because we’re relying on the wrong playbook. We treat organisations like machines, where we “push” for change and “fix” problems. But in reality, organisations are complex human ecosystems. And these ecosystems require a completely different approach. Here are 7 reasons 𝗜 𝗯𝗲𝗹𝗶𝗲𝘃𝗲 𝗖𝗵𝗮𝗻𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗶𝗻 𝗮 𝘀𝘁𝗮𝘁𝗲 𝗼𝗳 𝗰𝗿𝗶𝘀𝗶𝘀: 1️⃣ 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴: We look for quick fixes instead of recognising the complexity of human systems.
 2️⃣ 𝗟𝗮𝗰𝗸 𝗼𝗳 𝗚𝗿𝗼𝘂𝗽 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲: We rely on IQ and EQ but neglect GQ—Group Intelligence—(sitting at the individual collective levels) which is the key to successfully intervening in adaptive ecosystems. 3️⃣ “𝗗𝗼𝗻𝗲 𝘁𝗼” 𝗖𝗵𝗮𝗻𝗴𝗲: Change is implemented to people, rather than with or by them. 4️⃣ 𝗢𝘃𝗲𝗿-𝗿𝗲𝗹𝗶𝗮𝗻𝗰𝗲 𝗼𝗻 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀: Thinking that software, training, or new processes alone will drive transformation. 5️⃣ 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗠𝗶𝗻𝗱𝘀𝗲𝘁: Believing upskilling is enough, without rewiring underlying patterns in the system. 6️⃣ 𝗟𝗶𝗻𝗲𝗮𝗿 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀: Focusing on step-by-step plans rather than embracing the emergent, nonlinear nature of transformation.
 7️⃣ 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝗮𝗹 𝗙𝗼𝗰𝘂𝘀 𝗢𝗻𝗹𝘆: Targeting individual behaviors (the “what”) while ignoring how the system operates (the “how”). The truth is, meaningful change can’t be forced. It must be emerged. Here’s what needs to change in Change Management: * 𝗙𝗿𝗼𝗺 𝗮 𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗟𝗲𝗻𝘀 𝘁𝗼 𝗮𝗻 𝗘𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺 𝗟𝗲𝗻𝘀. * 𝗙𝗿𝗼𝗺 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗙𝗶𝘅𝗲𝘀 𝘁𝗼 𝗦𝘆𝘀𝘁𝗲𝗺𝗶𝗰 𝗜𝗻𝘁𝗲𝗿𝘃𝗲𝗻𝘁𝗶𝗼𝗻𝘀. * 𝗙𝗿𝗼𝗺 𝗟𝗶𝗻𝗲𝗮𝗿 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝘁𝗼 𝗘𝗺𝗲𝗿𝗴𝗲𝗻𝘁 𝗗𝗲𝘀𝗶𝗴𝗻. * 𝗙𝗿𝗼𝗺 𝗗𝗿𝗶𝘃𝗶𝗻𝗴 𝗖𝗵𝗮𝗻𝗴𝗲 𝘁𝗼 𝗛𝗮𝗿𝗻𝗲𝘀𝘀𝗶𝗻𝗴 𝗚𝗿𝗼𝘂𝗽 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲. Change Management needs an overhaul. It’s time to align it with the complexity we face in today’s world. If we’re serious about building organisations that deliver, grow, and adapt, we need to move beyond the old ways. It’s time to embrace a systemic lens and build Group Intelligence. 𝗖𝗵𝗮𝗻𝗴𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: 𝗜𝘁’𝘀 𝘁𝗶𝗺𝗲 𝗳𝗼𝗿 𝗰𝗵𝗮𝗻𝗴𝗲. Do you agree or disagree? 📘 Want to learn more? Discover the next horizon for Change Management in my book, 𝗧𝗵𝗲 𝗛𝗶𝘃𝗲 𝗠𝗶𝗻𝗱 𝗮𝘁 𝗪𝗼𝗿𝗸 (available on Amazon). #changemanagement

𝗧𝗵𝗲 𝗚𝗼𝗮𝗹-𝗦𝗲𝘁𝘁𝗶𝗻𝗴 𝗧𝗿𝗮𝗽: 𝗛𝗼𝘄 𝗡𝗼𝘁 𝘁𝗼 𝗙𝗮𝗹𝗹 𝗜𝗻𝘁𝗼 𝗜𝘁 𝗧𝗵𝗲 𝗧𝗿𝗮𝗽: Setting ambitious goals is crucial, but the pitfall comes when these goals aren't fully understood or when they're borrowed from external benchmarks without real personal insight. The biggest hurdle? Not properly planning the time and resources needed to achieve these goals. 𝗧𝗵𝗲 𝗖𝗼𝗺𝗺𝗼𝗻 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲: Time estimation. It's easy to underestimate how much time tasks will really take, especially when your schedule is already packed. Our experience at OwnersUP, working with over 1,000 entrepreneurs, has highlighted time estimation as a critical hurdle in goal realization. 𝗢𝘂𝗿 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: 𝗧𝗵𝗲 𝗖-𝗕𝗥𝗜𝗖𝗦 𝗠𝗲𝘁𝗵𝗼𝗱𝗼𝗹𝗼𝗴𝘆 Transform your goal-setting with our structured 𝗖-𝗕𝗥𝗜𝗖𝗦 approach: • 𝗖larify Your Objective: Ensure your goal resonates with your personal and business vision. • 𝗕reak It Down: Segment your goal into 30-minute actionable tasks. • 𝗥esources Identification: Evaluate necessary resources for each task—time, money, assistance. • 𝗜mplement Daily Commitment: Carve out 1.5 hours every day to focus on these tasks. • 𝗖heck-Ins Regularly: Assess progress and fine-tune your strategy continuously. • 𝗦tay Flexible: Be prepared to pivot based on new insights and challenges. 𝗪𝗵𝘆 𝗧𝗵𝗶𝘀 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗪𝗼𝗿𝗸𝘀: 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹𝗶𝘁𝘆: It breaks down lofty goals into manageable actions. 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Encourages a realistic assessment of time and effort. 𝗖𝗹𝗮𝗿𝗶𝘁𝘆: Fosters a deeper understanding of the path to your goals. 𝗗𝗶𝘁𝗰𝗵 𝘁𝗵𝗲 𝗗𝗼𝘂𝗯𝘁𝘀: No more wondering why goals aren’t met or making excuses. We're talking clear steps, manageable tasks, and real timelines. It’s the step so many miss, then wonder why success seems just out of reach. Say goodbye to the guesswork and hello to hitting those milestones. 𝗜'𝗺 𝗰𝘂𝗿𝗶𝗼𝘂𝘀: Is time estimation your biggest hurdle in achieving your business goals? ----------------------- Hi, I'm Tanya Alvarez. I help B2B service-based entrepreneurs scale profitably and reclaim their time. Need help? Send me a DM.

As we step into 2025, goal-setting conversations are at their peak—be it personal resolutions or professional objectives. For Scrum Masters, the topic of goals is particularly intriguing because it sits at the crossroads of motivation, measurement, and team dynamics. But here's the kicker: poorly crafted goals can backfire. •The Competition Trap of Individual Goals
When individual goals overshadow team objectives, they can unintentionally foster a culture of competition, weakening the collaboration that teams rely on to succeed. Research shows that focusing too heavily on individual targets reduces discretionary behaviors, such as helping teammates, and ultimately drags down overall performance. Scrum Masters must prioritize creating a culture where team success is the ultimate goal. •Intentional Metrics for Continuous Improvement
Not all metrics are created equal, and certainly, not all are worth measuring. Remember, they're about enabling smarter decisions and refining goals over time. Scrum Masters should intentionally select metrics that systematically improve team performance while fostering learning and adaptation. Ask yourself: o What behaviors will this metric drive? o Could this behavior have unintended side effects? Remember, it's not about tracking outputs like story points or velocity—it's about creating sustainable value and ensuring continuous alignment with desired outcomes. •Metrics as a Foundation for Self-Managing Teams
 Self-management needs meaningful, accurate, up-to-date metrics. Without the correct data, retrospectives lose power, planning sessions lack focus, and decision-making becomes guesswork. Scrum Masters facilitating events with incomplete or outdated data, don't just miss opportunities—they undermine the team's ability to hold themselves accountable. •Intrinsic Motivation Drives Long-Term Success
Organizations often lean heavily on extrinsic incentives like bonuses & hikes, but intrinsic motivation is far more impactful. Teams thrive when their environment offers: o Freedom to make choices. o Opportunities to develop skills. o Work that feels meaningful. o A sense of connection with others. Scrum Masters are uniquely positioned to design and nurture an environment that supports these motivators, helping teams achieve their best. The Conclusion: The Goal - Compass Every goal or metric should be treated as a compass rather than a destination. It should guide your team in the right direction while avoiding unnecessary stress or competition. Some helpful tips when deciding the metrics: •Set team-centric, outcome-driven goals. •Choose metrics that inspire the right behaviors. •Ensure metrics provide a solid foundation for self-management. •Foster intrinsic motivation and meaningful connections. As we embrace the possibilities of 2025, let's ensure our goals drive performance and strengthen the Agile values we hold dear.

💡 𝐆𝐫𝐞𝐚𝐭 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬 𝐚𝐫𝐞𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐜𝐫𝐞𝐚𝐭𝐞𝐝; 𝐭𝐡𝐞𝐲’𝐫𝐞 𝐫𝐞𝐟𝐢𝐧𝐞𝐝. 𝐒𝐤𝐢𝐩 𝐫𝐞𝐟𝐢𝐧𝐞𝐦𝐞𝐧𝐭, 𝐚𝐧𝐝 𝐲𝐨𝐮 𝐫𝐢𝐬𝐤 𝐟𝐚𝐢𝐥𝐮𝐫𝐞. Have you ever seen a bold strategy crumble because it missed the mark on the 𝐫𝐞𝐚𝐥 𝐩𝐫𝐨𝐛𝐥𝐞𝐦? 🤔 Or watched a leader dive headfirst into execution without testing the waters? 🌊 These missteps happen more often than we admit—and they’re entirely avoidable with strategy refinement. 𝐇𝐨𝐰 𝐭𝐨 𝐑𝐞𝐟𝐢𝐧𝐞 𝐘𝐨𝐮𝐫 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐟𝐨𝐫 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 🔍 Invest in Refinement Techniques: Use tools to identify critical leverage points and validate your approach before scaling. Here’s how you can start refining: 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐓𝐞𝐬𝐭𝐢𝐧𝐠: 🎯 Begin with the smallest, most impactful slice of your strategy. 🔄 Iterate on it and use metrics to confirm it’s working. ✅ Validate the approach before making a larger commitment. 🧮 𝐔𝐬𝐞 𝐒𝐲𝐬𝐭𝐞𝐦𝐬 𝐌𝐨𝐝𝐞𝐥𝐢𝐧𝐠: 🔎 Break down the system to uncover key leverage points. 📈 Focus your efforts where they’ll have the biggest impact. 🔧 For example, prioritize reducing bottlenecks or friction points. 🗺️ 𝐈𝐧𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐖𝐚𝐫𝐝𝐥𝐞𝐲 𝐌𝐚𝐩𝐩𝐢𝐧𝐠: 🖋️ Map the evolving ecosystem around your strategy. 🌍 Study how changes in technology or market dynamics may influence your approach. 🔄 Adapt your strategy to align with future trends. 💡 My Advice: Build your refinement toolkit. Start with one technique, apply it to a current problem, and share your learnings. As you grow, so will your ability to tackle complex challenges with clarity and focus. #strategy #Leadership #Innovation #engineering