Lean-Agile Frameworks are worthless...

November 28, 2017 — Posted by Guy Beaver

…unless they enable business objectives.

Before implementing a Lean-Agile Framework, you better know the answers to these two questions:

1.  What business objective(s) are you trying to achieve?

2.  How are you going to measure success?

Implementing a new process is the means to an end. 

Here’s an example: How many people are following the new process (%compliance) is meaningless if your business objectives (customer retention improved by 10%) aren’t being met (or worse--not even known.)

You are the leader. Why are you transforming your organization? What business objectives will enabled? Can you measure them? 

Subscribe to our blog Net Objectives Thoughts Blog

Share this:

About the author | Guy Beaver

Guy Beaver was VP of Enterprise Engagements and a Senior Consultant. He is a seasoned technology executive known for building Lean organizations that are driven by business priorities. With 30+ years experience in Financial Services, Aerospace, Health Care and eCommerce, his technology accomplishments include managing enterprise web development and delivery for world class transaction systems (16 Million users), large data center transitions, and SaaS operational excellence utilizing Lean IT practices. He is skilled at organizational change and is the co-author of Lean-Agile Software Development: Achieving Enterprise Agility.



        

Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban