👀 Are you looking to learn something new to help with your lean and agile transformation?

🦝 Are you curious about how else you can engage people in a meaningful strategic transformation?

My "Aligning Transformation and Strategy" course will teach how to use the X-Matrix to visualise and align your work with your strategy and your intent.

It's in less than 2 weeks. Register now to secure your spot!
https://buytickets.at/karlscotlandltd/1817612

#StrategyDeployment #Lean #Agile #Transformation

Buy tickets – Aligning Transformation and Strategy – Zoom

Aligning Transformation and Strategy – Zoom, Tue 30 Sep 2025 - Wed 1 Oct 2025 - Enrich your organisational transformation using Strategy Deployment with our “Aligning Transformation with Strategy” course. This course is part of the ProKanban training curriculum....

There is no place for arrogance, because everyone had to serve the gemba and improve.  There's no benefit in hiding information - in fact, there are enormous costs when it happens.

Get used to paradoxes, because there are more to come. 

#12daysofleanleadership #strategydeployment

6/6

No. That blames the receiver. It assumes the strategy and the leader is flawless.

It's not enough dialogue, not the right questions, not enough #catchball. Strategy is as much about listening as it is about talking. And #strategydeployment, even more so.

Leaders can't just say, "here's the strategy, figure it out". They listen to their team. Their team tells them what they can do, what they can't do, what they need in order to change.

3/

#OKRs are not #strategy. You can tell this because #OKRs provide neither diagnosis nor guiding policies.

#OKRs are #StrategyDeployment, not #strategy.

The nice thing about calling it #StrategyDeployment instead of #OKRs is that it's more obvious that #strategy comes first.
Being derived from the "Japanese style of management", #OKRs are supposed to be about #StrategyDeployment which means #OKRs need to be a response to a strategic context AND coordinated with dependent teams as needed (aka "catchball" or "shuttle diplomacy"). It's not just arbitrary goal setting.
Three Agile Strategies That Will Make A Strong Impact | AvailAgility

These three agile strategies address the core challenges that agile is addressing. They are based on the Kanban Thinking Impacts of Flow, Value and Potential.

AvailAgility
Is Your Company as Strategically Aligned as You Think It Is?

Building strategic alignment across an organization is always challenging, but a large gap between actual and perceived alignment makes it that much harder to get on the same page and implement a strategy effectively. In this piece, the authors share insights from a recent analysis of more than 500 employees, which found that actual strategic alignment among employees, managers, and executives was two to three times lower than perceived alignment. In other words, in many organizations, people think that everyone is aligned on what the strategy is, but in reality, different people have widely different understandings. To bridge this gap and foster true strategic alignment, the authors suggest that leaders must focus their strategies on driving customer value; weave those strategies into everyone’s daily work; and develop strategic priorities not in a vacuum, but through collaborative dialogue with senior executives, middle managers, and frontline employees.

Harvard Business Review
A Terrific Typology of Transformation Tactics | AvailAgility

A typology a 6 P's that can be used to explore possible Lean and Agile transformation tactics; People, Plexuses, Processes, Practices, Products and Platforms.

AvailAgility