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CAJ 051-Craig Cockburn-Visualizing the Why-Strategy and Roadmaps in Context

CAJ 051-Craig Cockburn-Visualizing the Why-Strategy and Roadmaps in Context

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CAJ 051-Craig Cockburn-Visualizing the Why-Strategy and Roadmaps in Context

  1. 1. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Hello, I’m Craig Cockburn* www.craigcockburn.com Twitter: @siliconglen #strategymaps *Same pronunciation as Alistair, Agile Manifesto co-author Visualising the “Why” - Strategy and Roadmaps in context How to form an agile strategy and visualise it in a complex landscape licensed under a Creative Commons Attribution 4.0 International license
  2. 2. Strategy matters to all of us • People who create strategy • Review strategy • Implement any part of a strategy • Have strategic insight • Coach others in strategy • At any level of the organisation 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Audience
  3. 3. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 1. What strategy is 2. Why this matters 3. A worked example 4. A visualisation template 5. Practices to build strategy 6. Key takeaways 7. Any Questions What I’ll cover
  4. 4. Intro Problem Using the proposal Recap OngoingProposed solution Structure of the talk
  5. 5. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps A story of discovery via Roman Pichler’s roadmaps and Simon Wardley’s mapping
  6. 6. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Battle of Thermopalae 480BC “Corporate strategy”: • Be the leading army! • Win 3 battles this year! • Expand territory! • Be in the magic quadrant for territory expanders this year! Slide pictures: Simon Wardley
  7. 7. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 1. Understand the landscape where the battle will likely take place 2. Lay traps in the land. 3. Defend ourselves using protective shielded formation (shiltrons) 4. Take the high ground, this conferring an advantage of line of sight and battle attack. 5. Hem the English army in between the Scots army, the boggy ground and the Bannock Burn. 6. This caused them to break rank, lose coordination and flee homeward (to think again!) Landscape, situational tactics, purpose. Only 2 days. Strategy not just for multi year big spends Also, all maps are wrong but some are useful The Scots defeated an English army more than double their size by using an effective strategy Battle of Bannockburn, 23/24 June 1314
  8. 8. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Talk Progress 1/6 How ContentKeyPoints Intro Battles Wardley Roman Pichler Mapping Who is Craig & how this originated
  9. 9. Understanding the strategy problem
  10. 10. Poll: What's your knowledge of strategy?
  11. 11. Start with a common language
  12. 12. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Strategy: A coherent & contextual plan to deliver outcomes Outcome: Has lasting value in realising the vision Vision: The desired future state Tactics: Supporting activities in the strategy which affect the likelihood of success Definitions
  13. 13. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps • Vision (future state) realised by outcomes (or mission or objectives) • Outcomes delivered by Strategy • Strategy supported by Tactics • Progress Measured by key results A “to do list” is not a strategy. Beware cargo cult Definition Context
  14. 14. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Culture Eats Strategy for Breakfast Peter Drucker Common Myths Debunked
  15. 15. Culture Myths Debunked It is your culture which helps your strategy. Therefore, these are complimentary rather than exclusive. Drucker isn’t attributable as the source See http://bit.ly/CultureStrategyQuote and https://quoteinvestigator.com/2017/05/23/culture-eats/ 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps “Culture Eats Strategy for Breakfast”
  16. 16. The seven deadly sins of cargo cult 1. Copying what other people do without context 2. Copying what other people do without context 3. Copying what other people do without context 4. Copying what other people do without context 5. Copying what other people do without context 6. Copying what other people do without context 7. Copying what other people do without context 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Even this bridge has context!
  17. 17. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps We still have cameras. We still watch films. We still buy phones. We still buy toys. ☺ e.g. Kodak, Blockbuster, Nokia, Toys ‘R Us We’re sometimes poor at applying effective strategy in business Made respirators from 1930s to 1990s *
  18. 18. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps We’re sometimes poor at applying effective strategy in other things…
  19. 19. Poll: How often is your strategy updated?
  20. 20. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps https://www.forbes.com/sites/palomacanterogomez/2019/02/05/the-7-critical-skills-of-successful-strategic-thinkers In a study conducted by Harvard Business Review, 97% of the 10,000 senior executives asked chose strategy as the most critical leadership behaviour to their organizations’ future success The need
  21. 21. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Business Agility Institute report 2018 https://agilityhealthradar.com/wp-content/uploads/2018/08/BAI-Business-Agility-Report-2018.pdf, Page 12 By a large margin, leadership is the biggest challenge to business agility adoption that most organizations face. With the right mindset and associated organizational support, a leader sets the tone for the entire organization. Yet, often, the inverse is also true - in the absence of a motivating leader, the organization can stagnate. Respondents to the survey raised a lack of agile mindset, unclear or changing vision, and limited practical support for the transformation as the top three challenges for (and from) leaders. The reality
  22. 22. Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 17/08/2020 Short URL: http://bit.ly/Agile-Failure-Patterns Information from • Surveys (e.g. Version One) • Consulting groups • Agile coaches • Newspaper articles It’s about leadership. Agile Failure Patterns
  23. 23. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Talk Progress 2/6 How ContentKeyPoints Intro Corporate Failures Agile Failures Brexit Struggles Battles Wardley Roman Pichler Cargo Cult DruckerMapping Language Who is Craig & how this originated Case studies and impact of getting things wrong
  24. 24. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  25. 25. What does SAFe® say? “Most strategy dialogues end up with executives talking at cross-purposes because … nobody knows exactly what is meant by vision and strategy, and no two people ever quite agree on which topics belong where*. That is why, when you ask members of an executive team to describe and explain the corporate strategy, you frequently get wildly different answers. We just don’t have a good business discipline for converging on issues this abstract.” —Geoffrey Moore, “Escape Velocity” https://www.scaledagileframework.com/organizational-agility/ *My definitions were covered earlier 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  26. 26. What does SAFe® say? Strategy Agility Strategy Agility is the ability to change and implement new strategies quickly and decisively when necessary, and to persevere on the strategies that are working—or will work—if given sufficient focus and time. https://www.scaledagileframework.com/organizational-agility/ Two of SAFe’s four core values are Alignment and Transparency https://www.scaledagileframework.com/lean-agile-leadership/ 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  27. 27. What does SAFe® say? https://www.scaledagileframework.com/organizational-agility/ 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Strategy Agility – The enterprise is Agile enough to continuously sense the market, and quickly change strategy when necessary
  28. 28. Poll: Is your strategy useful in your daily job?
  29. 29. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Strategy in product based settings
  30. 30. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps https://www.romanpichler.com/blog/should-product-roadmaps-have-dates/ From Company vision to product backlog From Roman Pichler, “Strategize” The Product Roadmap in context
  31. 31. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Strategy cycle
  32. 32. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Description of the environment Forces that affect the environment Operating techniques and beliefs Context specific decisions Why does this matter to us?
  33. 33. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  34. 34. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps • Strategy needs a compelling story and committed people. • The dynamics of competitors and when you need to act • Also remember culture & strategy are not mutually exclusive • Half of the Agile manifesto values – Individuals & Interactions and Customer Collaboration… • Regular updates in line with feedback and changing circumstances because of complexity • Not a to-do list to fossilise on a slide deck for 5 years. Frequently missing
  35. 35. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps https://human.associates/category/spaces/ Ian McLaren Wallace winner of Excellent Innovation in Business Psychology If this is how we process evolving knowledge Then why do we assume a fixed strategy?
  36. 36. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Devising strategy in a complex, uncertain, evolving landscape with competing parties - or - Understanding strategic moves from the chaos that was Brexit
  37. 37. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps • Leave? What sort of leave? • Remain? How? What are the other motives? • Irish unionism or nationalism? • Scottish nationalism or unionism? • Toppling government or supporting it? • Profit by shorting stocks or currency?
  38. 38. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps • Competing groups • Fractured groups • No clear majority • Hidden private strategy • Lack of compromise • Lots at stake • No precedent as reference Landscape static – just have to work with it
  39. 39. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps • This was rapidly evolving • The clock was running down • The government lost its majority • Legal action changed things • Propaganda / Misinformation The climate is dynamic and alters the effect of the landscape
  40. 40. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Brexit representing competing outcomes, probabilities, pathways and decisions (Strategy absent) https://jonworth.eu/brexit-what-next/ 11th April 2019 Source:
  41. 41. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Visualise the Brexit Diagram above on its side. Time is on the X axis going left to right. Position has meaning, the map shows time mapped against the probability of achieving an outcome with intermediary steps and resultant probabilities for the outcomes you want and the outcomes that are favourable to the competition (not unlike business, or playing chess).
  42. 42. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps The seven Brexit goals in the diagram are scored in according to their coherence with outcomes you prefer
  43. 43. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Evaluate the pathway options leading to the desired outcomes and avoiding the worst outcomes. Discover the risky points which you need to traverse but which could also be favourable to opponents if they go the wrong way for you. These need particular attention. See Red Team Thinking
  44. 44. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Using this information you can formulate a context specific flexible strategy based on the pathways which lead to successful outcomes and steer you away from the worst outcomes. Proactive agile + reactive agile together
  45. 45. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps See Strategy Maps http://bit.ly/Strategy-Maps Revoke A50 Peoples Vote General Election Softer Brexit Unclear Extension May’s Deal No Deal Brexit (11th April 2019) Reflection points
  46. 46. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Simplified See Strategy Maps http://bit.ly/Strategy-Maps • The points on the Brexit diagram leading to the outcome(s) you want become your roadmap • You look at where you are going and where your opponents are trying to go in order to shift the odds in your favour • You update the roadmap when you reach a reflection point • If things aren’t going your way, maybe you need a different strategy (before it’s too late and your party loses the election and its leader!)
  47. 47. Reflection So how did the Brexit map do in amongst all this complexity? It worked. • Series 1 just showed what could happen (no probabilities) • Series 2 had Brexit Delay. That's what we got (in March/April 2019) • Series 3 foresaw a General Election called. That's what we got (in October 2019) • Series 4 showed Brexit with Johnson's Deal as most likely. (happened). Data here. Covered by press in Germany, Netherlands, NY Times. Despite being useful, largely ignored by the UK media (and political parties that ended up losing their leaders) In the world of strategic decision making we should be guided by facts rather than opinions no matter how many inconvenient truths we uncover https://jonworth.eu/brexit-where-now-the-flow-diagrams/ 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  48. 48. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Talk Progress 3/6 How ContentKeyPoints Intro Corporate Failures Agile Failures Brexit Struggles Battles Wardley Roman Pichler Cargo Cult DruckerMapping Language Who is Craig & how this originated Case studies and impact of getting things wrong Strategy in SAFe Strategy informing roadmaps and backlogs Strategy and human knowledge Human space arcs Strategy Cycle / OODA Application of strategy cycle to Brexit Traverse diagram to produce roadmap Review of the Brexit diagram Use and review of a visualisation practice using Brexit model Strategy in context
  49. 49. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Applying this approach
  50. 50. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps SituationalContext (landscape,climateanddoctrine) Neutral or unknown Tactical Advantage, opportunity enablement, increased capability Advantageous to competitors. Risks, dysfunctions, group think, Insufficient corporate practices/leadership Now Future Time Embedded gains / Successful delivery Embedded losses / Competitor’s delivery IncreasingAdvantage(KeyResults) FavourableoutcomesUnfavourableoutcomes Strategy map template VisionCompetitor’svision
  51. 51. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps SituationalContext (landscape,climateanddoctrine) Now Future Time IncreasingAdvantage FavourableoutcomesUnfavourableoutcomes Example VisionCompetitor’sVision Usually start here Usually aim here
  52. 52. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Tryingtodoagiletransformation Now Future Time IncreasingAdvantage FavourableoutcomesUnfavourableoutcomes The Plan VisionCompetitor’sVision Old job roles Roll out new roles All rolled out Transformed!
  53. 53. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Tryingtodoagiletransformation Now Future Time IncreasingAdvantage FavourableoutcomesUnfavourableoutcomes The Reality VisionCompetitor’sVision Old job roles Roll out new roles Fear and distrust Entrenched resistance Fail
  54. 54. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Tryingtodoagiletransformation Now Future Time IncreasingAdvantage SuccessfulagilepeopleGreatpeoplehavegone Try this OrganisationalsuccessCompetitor’sVision Old job roles Pilot new roles Inspect & adapt Change approach Get pilot group All rolled out Different approachExpand pilot Potential fail
  55. 55. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Tryingtodoagiletransformation Now Future Time IncreasingAdvantage SuccessfulagilepeopleGreatpeoplehavegone Initial roadmap OrganisationalsuccessCompetitor’sVision Old job roles Pilot new roles Inspect & adapt Change approach Get pilot group All rolled out Different approachExpand pilot Potential fail
  56. 56. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Tryingtodoagiletransformation Now Future Time IncreasingAdvantage SuccessfulagilepeopleGreatpeoplehavegone ..and Initial Plan B! OrganisationalsuccessCompetitor’sVision Old job roles Pilot new roles Inspect & adapt Change approach Get pilot group All rolled out Different approachExpand pilot Potential fail
  57. 57. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 1. Understand the present — where are we now? 2. What outcomes support the vision? Futurespectives 3. Use red team thinking to explore alternative views (premortem) 4. Plan to a realistic horizon —too deep or far is waste. (Cynefin) 5. Connect the present to the future — primary path and alternatives – right to left & left to right 6. Refine the model — evaluate probabilities, risks, impacts on people and the system, who are the actors and lines of influence? 7. Regularly inspect and adapt – via reflection points/OKRs/ Heart of Agile - reflect to Improve. Suggested approach More detail at http://bit.ly/Strategy-Maps Have open, effective collaboration
  58. 58. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps https://cognitive-edge.com/blog/cynefin-st-davids-day-2020-1-of-n/ Cynefin® © 2020 Cognitive Edge Employ Cynefin
  59. 59. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Do we need much planning here? If it’s obvious, the plan should be very simple Use specialist knowledge to plan and optimise with certainty Requires regular review, feedback points, appropriate experiments, highlighting of unknowns, risks, and alternate pathways In a complex situation cause and effect is non predictive. Know the vision and the goal, but act first. High risk, unpredictable. Detailed planning of limited value Cynefin® © 2020 Cognitive Edge Employ Cynefin
  60. 60. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Each reflection point in a strategy map will correspond to a domain in a Cynefin diagram in order to guide how you plan Respect for Cynefin dynamics needed Employ Cynefin
  61. 61. Earlier Strategy Maps You may have heard the term strategy maps before - Appears in a book Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Robert S. Kaplan and David P. Norton. Robert Kaplan is a US accounting academic and Emeritus Professor of Leadership Development at the Harvard Business School Originator of the balanced scorecard. • Looks at financial, customer, internal and growth perspectives • Doesn’t emphasise ordering, complexity, the how or the why of movement, therefore not a plan • Doesn’t visualise tactics or non linear advantage, • PowerPoint friendly Read and contrast: https://hbr.org/2000/09/having-trouble-with-your-strategy-then-map-it 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  62. 62. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Talk Progress 4/6 How ContentKeyPoints Intro Corporate Failures Agile Failures Brexit Struggles Battles Wardley Roman Pichler Cargo Cult DruckerMapping Language Who is Craig & how this originated Case studies and impact of getting things wrong Strategy in SAFe Strategy informing roadmaps and backlogs Strategy and human knowledge Human space arcs Strategy Cycle / OODA Application of strategy cycle to Brexit Traverse diagram to produce roadmap Review of the Brexit diagram Use and review of a visualisation practice using Brexit model Strategy in context Applying the temple New strategy template Template Example in action Cynefin Earlier maps compared Like Football Advantage is non linear Tactics for usage
  63. 63. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps What about Wardley maps?
  64. 64. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 1. Wardley maps typically visualise movement in relation to technical maturity and value stream 2. Wardley maps and strategy maps can work well together 3. Strategy maps aren’t just about technical maturity 4. Strategy maps are a generic way of visualising future work, like a Kanban board Helpful in context
  65. 65. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Simon Wardley Keynote “Crossing the river by feeling the stones” -- Quote from Deng Xiaoping– Available at: https://www.youtube.com/watch?v=2IW9L1uNMCs Wardley link
  66. 66. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps SituationalContext (landscape,climateanddoctrine) Neutral or unknown Tactical Advantage, opportunity enablement, increased capability Advantageous to competitors, opponents. Risks, things that slow us down Now Future Time Tactical Gains / Tactical Delivery Tactical losses / Competitor’s delivery IncreasingAdvantage FavourableoutcomesUnfavourableoutcomes The river and the stones… VisionCompetitor’sVision
  67. 67. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Leadership: Proactive anticipation. Vision of meaningful outcomes. Supporting people, innovation, culture Agility: Responding to complexity. Includes feedback, low cost of change. Collaborate, Deliver, Reflect, Improve Lean: improvement where complicated. Includes visualisation and elimination of waste. Flow Effective Strategy Areas of emphasis: Individuals, People = Circle Waste reduction = Lean Complexity and Feedback = Agile Responsible Strategy = Leadership Overlapping skills, tactics and culture in support of successful outcomes
  68. 68. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Understand context Avoid to-do lists Open to all Invite feedback Sufficient planning Account for uncertainty Make it visible Shared understanding Review and reflect Steps for success
  69. 69. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  70. 70. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps 1. What you are doing & why you are doing it 2. Visual representation of being on track and the current situation 3. Intermediate tactical goals and how to achieve them 4. Multiple routes to favourable outcomes & avoiding pitfalls 5. Complexity 6. What your opponents might do 7. Unexploited opportunities 8. Timing and dependencies 9. Risks and consequences (involve Red Team Thinking) 10.Estimated probabilities 11.Pivot points 12.Everyone sharing the same view and able to provide feedback. Strategy as an ongoing collaboration
  71. 71. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Talk Progress 5/6 How ContentKeyPoints Intro Corporate Failures Agile Failures Brexit Struggles Battles Wardley Roman Pichler Cargo Cult DruckerMapping Language Who is Craig & how this originated Case studies and impact of getting things wrong Strategy in SAFe Strategy informing roadmaps and backlogs Strategy and human knowledge Human space arcs Strategy Cycle / OODA Application of strategy cycle to Brexit Traverse diagram to produce roadmap Review of the Brexit diagram Use and review of a visualisation practice using Brexit model Strategy in context Key plus points Applying the temple New strategy template Template Example in action Cynefin Earlier maps compared Wardley link Like Football Advantage is non linear Tactics for usage Crossing the river by feeling the stones People, Culture Agile and Lean Key steps Main plus points
  72. 72. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps Strategy Maps - http://bit.ly/Strategy-Maps Product delivery mapping - http://bit.ly/Delivery-Mapping Wardley Maps – https://medium.com/wardleymaps Roman Pichler - https://www.romanpichler.com/blog/elements-definition-product-strategy/ Declaration of Interdependence - http://bit.ly/Declaration-of-Interdependence Heart of Agile - https://heartofagile.com/ Management 3.0 - https://management30.com/ Cynefin - http://alumni.media.mit.edu/~brooks/storybiz/kurtz.pdf and https://cognitive-edge.com/videos/cynefin-framework-introduction/ Contact me: craig@siliconglen.com www.craigcockburn.com #strategymaps Further Reading
  73. 73. 17/08/2020 Craig Cockburn, www.craigcockburn.com @siliconglen #strategymaps
  74. 74. Intro Problem Proposed solution Using the proposal Recap Ongoing Time Summary How ContentKeyPoints Intro Corporate Failures Agile Failures Brexit Struggles Battles Wardley Roman Pichler Cargo Cult Drucker Mapping Language Who is Craig & how this originated Case studies and impact of getting things wrong Strategy in SAFe Strategy informing roadmaps and backlogs Strategy and human knowledge Human space arcs Strategy Cycle / OODA Application of strategy cycle to Brexit Traverse diagram to produce roadmap Review of the Brexit diagram Use and review of a visualisation practice using Brexit model Strategy in context Books and articles Key plus points Applying the temple New strategy template Template Example in action Cynefin Earlier maps compared Wardley link Like Football Advantage is non linearTactics for usage Crossing the river by feeling the stones People, Culture Agile and Lean Key steps Main plus points Books Blogs Key people Q&A Key links

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