How to align the organisation for outcomes and performance
summary
An industrial company shifts from feature-led delivery to end-to-end team ownership, uses OKRs as main communication tool, adopts DevOps and IoT connected services, and builds product strategies with three “lighthouses” to scope work. The change cuts cycle time for certain capabilities by 90% cycle time improvement, reduces monthly steering meetings, and focuses teams on measurable outcome KPIs for 1.5M maintained units and 880,000 daily maintenance visits, improving customer value and technician productivity.
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chapters (9)
- 0:00Introduction and background
- 1:49Why agile alone isn’t enough
- 5:00Starting the transformation journey
- 8:35Key changes in ways of working
- 13:30Balancing agility with direction
- 17:06Building product strategies for direction
- 22:39Framework for outcomes and performance
- 25:30Key learnings and conclusions
- 29:51Q&A and closing remarks
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