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To maximize outcomes, intent-based leadership harnesses everyone’s brains to create the smartest possible group of humans who are able to make the smartest possible decisions.
|
158 |
 |
Articulating unique product development work as outcome hypotheses creates a clear expectation that it is a hypothesis and may be invalid…
|
198 |
 |
A successful pattern is a twelve-month roadmap of quarterly outcomes, working backward from the multi-year and annual outcomes.
|
201 |
 |
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 |
 |
Meeting ‘how agile are you’ target metrics does not necessarily correlate to improved outcomes. Usually it produces new labels with the same old behaviors.
|
297 |
 |
Incentives should be aimed at teams rather than individuals, and be based on shared, measurable, team-level outcomes.
|
304 |
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Riding roughshod over previous organizational scar tissue is unlikely to lead to good outcomes.
|
329 |
 |
We own our behavior, and some of the time (hopefully often), the right behaviors lead to the outcomes we want.
|
243 |
 |
When we make it about the work rather than the goal, we find that outcomes improve.
|
245 |
