In previous posts, I have described a high-level way of thinking about Agile Tactics for the TASTE model and the X-Matrix. This post follows them by introducing a generic way of thinking about Aspirations. What are Aspirations? On the X-Matrix template, I describe Aspirations as the “results we hope to achieve”. Aspirations are just hopes and desires, and that is an important point. They describe ambitions and the size of those ambitions. As such, aspirations are intended to help provide a sense of the magnitude and scale of the journey, along with the direction set by the True North. I somet ..read more

A regular discussion topic when working on Strategy Deployment with the X-Matrix and TASTE is the difference between strategies and tactics. It’s not unusual for items to bounce between the two as people debate the various relationships and characteristics. Similarly, strategies and aspirations get confused, as do tactics and evidence. A warning sign is often when people want to place the same thing in multiple places, which isn’t a helpful conversation. Development and Deployment Related to this is the difference between strategy development and strategy deployment. I’ve already described my ..read more

Wyre Estuary This is in part a follow-up to the two recent posts on a typology of tactics and the associated triads. I was initially inspired to write those posts while attending a series of training sessions on Estuarine Mapping. Having completed that training, I now want to reflect on what I learned and how it relates to Strategy Deployment. Estuarine Mapping First, a very quick review of the Estuarine Mapping process for context. For more depth, I’d recommend starting with this description by Dave Snowden, and this experience report by Tom Kerwin. There are three basic steps. Describe wher ..read more

Triads I’ve joined an online training with Dave Snowden yesterday about his latest thinking on Estuarine Mapping. That is one of the ideas which inspired my last post on a Terrific Typology of Transformation Tactics. In particular, Estuarine Mapping uses two typologies with triads to “generate a list of things which can be managed” – constraints and constructors. Estuarine Mapping Triads I’m not going to go into any detail about those typologies here. I would recommend reading the latest posts from Dave on the subject. However, I will describe the general triad pattern Dave is using, and how i ..read more

Desperate Tactics When I posted the Ultimate X-Matrix for your Agile Transformation, it was only an example because strategy is always contextual. The whole point of Strategy Deployment is that there are no pre-determined answers. Therefore, we cannot simply pre-define and implement transformation tactics. Having said that, I have recently come around to the idea that I can describe something at a high level of abstraction which could be useful for Lean and Agile transformations. Typology I have previously written about Agility as a Strategy itself, with some slightly more granular possibiliti ..read more

Everybody’s Free (To Wear Sunscreen) Background In June 1997, Mary Schmich published an essay in the Chicago Tribune titled “Advice, like youth, probably just wasted on the young“. It was a hypothetical graduation speech as a “Guide to Life for Graduates”. She also encourages readers to try it themselves, which begs the question of what agile advice might be. The speech is probably best known through its use as lyrics for the song Wear Sunscreen by Baz Luhrmann. There’s an interesting Switched on Pop podcast episode that describes the history and references a BBC documentary. When I listened t ..read more

Tensegrity model I recently came across the concept of Tensegrity. I alluded to this in my last post on Why Strategy Deployment when I referred to elasticity. In this post, I want to expand on that and describe why I think tensegrity might be relevant. I believe it provides an interesting way in which we can think about Strategy Deployment. What is tensegrity? The word tensegrity is a portmanteau of “tensional integrity”. A simple definition is that it is: a way of designing structures that rely on tension, rather than compression for their integrity. https://tensegrityworld.com/what-is-tense ..read more

Why? I’ve written a lot about the “what” and the “how” of Strategy Deployment, but never really about “why”. That is probably slightly ironic, given the reasons I’m so passionate about it. The “why” of strategy is often missing from most transformations I am asked to help with. In this post, I hope to address that. I will describe three reasons why you would want to use Strategy Deployment for a transformation, and what the challenges are that it addresses. Strategy is not deterministic Firstly, you can’t know everything upfront. Implementing a strategy is not simply a case of putting a plan t ..read more

Icebreaker Jim Benson recently wrote a blog post on how Icebreakers Can Actually Be Useful. I have similar feelings to Jim about icebreaker activities that are contrived and awkward. Many seem to be tailored towards creativity and extroversion and rarely seem relevant to the work at hand. Having said that, a good icebreaker can be useful, and I’ve recently found myself reusing the same basic format in different workshops. It’s very simple, and this is it. … is like what? The ellipsis at the start is replaced with something relevant to the workshop. For example, in a value stream mapping work ..read more

What is the best way of accounting for costs as different types of expenditure with agile development teams? This is a question that comes up every now and again, particularly during more significant transformations. I usually respond by explaining that I’m not an accountant. It’s also not a topic I particularly care about. However, I heard Johanna Rothman make a comment which struck me during the recent Drunk Agile Holiday Special. At least I’m pretty sure it was Johanna! I now understand why I don’t care and can give a much better answer. Value and Cost Before I get to that though, it’s wor ..read more