Using System Thinking & Modelling to Solve Tough Organizational Problems, with Gene Gendel

The actual registration page is HERE. Please, RSVP there, to get a zoom link (24 hours before the event)

Details

Is your company facing some of the below listed challenges?

If the answer is 'yes', and you are of the people who has been asked to resolve these challenges, you may wish to start attending these series.

The below challenges will be discussed, using a system modelling (thinking) approach that helps identifying most important cause & effect relationships and find resolutions quicker.

We shall be covering the below challenges gradually (it is a long list), as we progress to the series of meetings.

Known Challenges:

• In a rush, to become agile, did your organization adopt an "operating model", by incorrectly copy-pasting something that has been well known in the industry for year but required a much deeper understanding, before implementing?
• In a rush, to become product-centric organization very fast, did your end end up with tons of products-wanna-be, such as: “area products”, sub-products, technical products, "tech-for-tech" products, "no_real_customers_no_human_users" products?
• At your company, are large products defined by a technology department, instead of business people? Does this lead to a lack of user/customer centricity?
• Do multiple back-end applications get integrated into a single product way too late in the process, resembling a classic waterfall?
• Does it feel that coordination between so many, so-called, products is unreasonably difficult, time consuming and expensive?
• Does it feel that the financial/budgeting aspect is missing from product management/ownership and is handled by org structures that are too distant from product management/ownership/development?
• Does it feel that product managers and products owners, "manage and own" in spirit only, while being, mostly, disempowered?
• Do you feel that technology people lack basic understanding of business, whereas business people have lost their trust in technology and its guidance in "what is agile"?
• Do you feel that too many locally optimized, mid-level managers are overly focused on their own, local successes that frequently do not add up to a collective success?
• Does it seem that there are too many local initiative owners, whose priorities compete for budget, and whose personal agenda prevails over collective agenda?
• Does it seem that legacy resource management/sharing and skill set capacity allocation are being applied to agile (adaptive) ways of working and do not work?
• Is executive management disengaged from strategic discussions that define value and set priorities?
• Is there a lack of effective collaboration among technology teams, and between business and technology?
• Are people still confused with how to focus on products in the environment of portfolio-to-program-to-project management?
• Is there a confusion between portfolios of true-real products and traditional budgeted work, called "portfolios"?
• Is there a misalignment between strategic goals, product roadmaps and product backlogs?
• Is there a confusion between outputs and outcomes, defined by short-term and long-term plans?
• Is there a confusion between true product/feature teams and component/application/delivery teams?
• Is there a gap between financial decisions/costs and product prioritization decisions?
• Is there a lack of synergy between business strategic goals and technology strategic goals?
• Are there challenges in identifying meaningful metrics and separating them from vanity (gaming) metrics?
• Is there confusion about what should be included in executive reports?
• Is there a confusion when to apply: Scrum, Large Scale Scrum, Team Kanban, Enterprise Kanban?