 |
…focus on and optimize for the fast flow of safe value end to end with long-lived value streams, long-lived products, long-lived teams, and funding the flow of value.
|
178 |
 |
A focus only on tooling will have minimal improvement on outcomes if processes, the system of work, and behavioral norms, how people are organized and incentivized, are not changing.
|
261 |
 |
Regardless of what is being measured, measure the work not the worker and focus on the trend over time rather than the absolute, as contexts vary.
|
274 |
 |
A focus on output rather than outcome remains common… Outputs are always much easier to define, monitor, and track than outcomes.
|
292 |
 |
…a focus on outcomes, with regular feedback loops, builds learning into an everyday activity, as people reflect on how to best achieve the outcomes, for unique work in a rapidly changing environment.
|
293 |
 |
Anybody can log in hours and keep busy during the work day, but it takes real focus and commitment to stay actively productive throughout the day.
|
145 |
 |
Competent people focus on and get results. Incompetents don’t.
|
154 |
 |
Good executives focus on opportunities rather than problems.
|
445 |
 |
Effective executives focus on outward contribution.
|
868 |
 |
The great majority of executives tend to focus downward. They are occupied with efforts rather than with results.
|
1323 |
