Author

Mindset, Psychological Safety & High Performance, Risk & Resilience, Servant & Multiplier Leadership,

Agile Mindset

by Mike16/08/2021no comment

Our bodies were not built to cope with stress on a sustained basis. Our brain is designed to survive and react innately. Today we no longer see a lion, and our first reaction is to run, the dangers are different and the response should also be different, we need to be very aware of this. We need to respond differently to new and complex experiences, it is important to disassociate our mind and our body, from genetic reactions, culturally learned, through a new way of thinking, to create strength and mental muscle to face uncertainty and make sure we have access to our maximum cognitive capacity, unlearning our genetic and cultural reactions.

An agile mindset is based on increasing awareness and generating internal leadership mastery, responding according to our goals, generating comfort from discomfort, developing continuous improvement of ourselves, using our mind and subconscious to maximize our cognition and beliefs for the benefit of ourselves and our interaction.

Agile values and principles define, “being”, while practices are oriented to “doing”, the change begins in our intellectual mind and through praxis, we generate new habits, which allow us to achieve results in a sustained way, for this reason it is important to know our direction and purpose, we live from head to toe and express it from the inside out, this establishes our vibration, allows us to achieve the results we want.

Actionable learning is one of the relevant skills part of an agile mindset that implies putting aside psychological risk, improving the learning process, exceeding the established achievement, we create the minimum, necessary to act, we discover and at the same time we deliver value. The last responsible moment is another relevant skill, decisions become critical, when times change rapidly, the more uncertain a situation is, the more we yearn for certainty, responding by maximizing the time available, to satisfy critical criteria is of vital importance.

Possibilities arise when we believe in ourselves, we accept ourselves, we are not perfect and we live in an imperfect world, we prioritize based on value and thereby define objectives, we focus on verification and data (avoid cognitive biases), we are resilient, we convert losses in opportunities and we de-escalate and simplify to act.

In this way, we iteratively generate resilience, to recover and learn quickly, turn losses into gains, moving from survival to prosperity, remembering that the error is one more performance data, a data, a chronic state of learning, an attempt, below the proposed objective, leaving an impression of increase, of progress, taking the best of people.

Miguel Martínez. August 16, 2021.

Bibliography:

Blanchard, K. H., & Broadwell, R. (2018). Servant leadership in action: How you can achieve great relationships and results. Oakland, Ca: Berrett-Koehler ,, a BK Business book.
Dweck, C. S. (2016). Mindset: The new psychology of success. New York: Ballantine Books.
Hauck, C. (2021). Shine: Ignite your inner game to lead consciously at work and in the world. Sounds True.
Proctor, B. (2007). You were born rich: Now you can discover and develop those riches. LifeSuccess.
Koestenbaum, P. (2010). Leadership: The inner side of greatness: A philosophy for leaders. San Francisco, CA: Jossey-Bass.

Agile Strategy,

Learning and Adaptability Platform.

by Mike31/03/2021no comment

Not everything that counts can be counted and not everything that can be counted counts.” Albert Einstein.

When we measure strategy, there are no absolute indicators, they are not a comprehensive response, they should become a basis for starting a face-to-face conversation between the strategy team and the execution team, which could be carried out around the actions. described below:

Cross-cutting experimentation to improve the effectiveness of initiatives.
Master in data science.
Alignment of the analysis strategy and operational analytics.
Adaptive Synchronization.

Continuously testing the hypotheses of the strategy, resides in the creation of an advanced capacity, risk reduction, qualitative and quantitative measurement (analytical). To test an initiative we proceed to decompose it into a set of probable hypotheses (business model framework, where each component represents a hypothesis to be tested), these hypotheses cover 3 types of risk, the first thing is that customers are interested, if they really find the initiative useful, the second is the feasibility that can be built, and the third is if the initiative generates profits.

The experiments are the means to test these hypotheses, each experiment must generate evidence and insights, which allow learning and deciding, that is where we find the quantitative (analytical) and qualitative (insights) analysis, based on that evidence and these insights can be adapt the initiative, pivot, or continue testing other aspects of it, if the evidence supports the direction.

The management team must review how well the organization captures the external movements of the market / customer and is able to synchronize the internal and external exchange rates, this begins with the creation of the capacity in advanced analytical causality, which is related to the data science, which in turn is based on a platform that allows the disciplined registration of tests, experimentation and learning of initiatives, to increase the probability that their result will be greater than or equal to the proposed objective and if not proceed to adapt according to customer needs.

The alignment of the analysis strategy with operational analytics is based on the fact that agility requires data to be effective, which demands systematic organizational (internal) and market (external) intelligence to understand when and how to adapt. Which does not mean the voluminous collection of data, but which are the most relevant data, and adequately offer the correct insights and decision makers, regardless of the levels, functions and organizational limits. It also requires a different pace for organizational performance management and strategic decision making.

Strategic moves must be triggered by an external event (move by a competitor or customer or, better yet, early identification of a trend). At the same time, there must be clarity around the strategic options and the positioning of the company (which are maintained in the longer term).

The information systems, the behavior of the business and the company must be continuously synchronized and adapted to the environmental conditions and the opportunities that arise, in order to maximize the benefits of technology, market opportunities, knowledge and experience. .

If the synchronization is not carried out, the company could find itself in serious problems, such as a decrease in competitiveness in the market, where the client can find products with higher quality, at a lower cost, and better alternatives in the market.

The need for synchronization is a never ending process and the basis for change. The change is managed to ensure that the most competent resources are involved at the right time, to produce solutions that best meet the needs and expectations of customers, when these solutions are ready for the market.

Miguel Martínez, March 31th, 2021.

References:

Ismail, I., Palao, F., y Michelle, L. (2019). Transformación Exponencial. México D.F.: Bubok Publishing SL.
Lyngso, S. (2014). Agile strategy management: Techniques for continuous alignment and improvement. Boca Raton: CRC Press.
Fernando, R. (2019). Agile strategy: How to create a strategy ready for anything. Harlow, England: Pearson.
Lambert, D. (2020). Practical Guide to Agile Strategy Execution: Design, Architect, Prioritize, and Deliver your Corporate Future Successfully. CA: Independently published.
Wiraeus, D., y Creelman, J. (2019). Agile strategy management in the digital age: How dynamic balanced scorecards transform decision making, speed and effectiveness. Cham, Switzerland: Palgrave Macmillan.
Porter, D. T., y Porter, M. E. (2015). Estrategia competitiva: Técnicas para el análisis de los sectores industriales y de la competencia. México D.F.: Grupo Editorial Patria.

Agile Strategy,

Plataforma de Aprendizaje y Adaptación.

by Mike31/03/2021no comment

No todo lo que cuenta, puede ser contado y ni todo lo que puede ser contado, cuenta”. Albert Einstein.

Cuando medimos la estrategia no hay indicadores absolutos, no son una respuesta integral, debieran convertirse en una base para el inicio de una conversación cara a cara, entre el equipo de estrategia y el de ejecución, la cual podría llevarse a cabo alrededor de las acciones descritas a continuación:

Experimentación transversal para mejorar la efectividad de las iniciativas.
Maestría en ciencia de datos.
Alineación de la estrategia de análisis y los analíticos operacionales.
Sincronización Adaptiva.

Probar continuamente las hipótesis de la estrategia, reside en la creación de una capacidad avanzada, de reducción de riesgos, de medición cualitativa y cuantitativa (analíticos). Para probar una iniciativa procedemos a descomponer la misma en un conjunto de hipótesis probables (marco de modelo de negocio, donde cada componente representa una hipótesis a probar), estas hipótesis cubren 3 tipos de riesgo, lo primero es que los se encuentran interesados en la misma realmente encuentren útil la iniciativa, la segunda es la factibilidad que puede construirse, y la tercera que la iniciativa genere utilidades.

Los experimentos son el medio para probar dichas hipótesis, cada experimento debe generar evidencia e insigths, que permitan aprender y decidir, es ahí donde encontramos el análisis cuantitativo (analíticos) y cualitativo (insigths), basados en esa evidencia y en estos insigths se puede adaptar la iniciativa, pivotar, o continuar probando otros aspectos de la misma, si la evidencia soporta la dirección.

El equipo de gestión debe revisar qué tan bien la organización captura los movimientos externos del mercado / cliente y es capaz de sincronizar las tasas de cambio internas y externas, ello inicia con la creación de la capacidad en causalidad analítica avanzada, que está relacionada con la ciencia de datos, que a su vez tenga como fundamento una plataforma que permita el registro disciplinado de las pruebas, la experimentación y el aprendizaje de las iniciativas, para incrementar su probabilidad de que su resultado sea mayor o igual al objetivo planteado y sino proceda a adaptarse en función de las necesidades del cliente.

La alineación de la estrategia de análisis con los analíticos operacionales, está basada que la agilidad requiere de datos para ser efectiva, lo cual demanda inteligencia sistemática organizacional (interna) y del mercado (externa) para entender cuándo y cómo adaptarse. Lo cual no significa la recolección voluminosa de datos, sino cuales son los datos más relevantes, y ofrecer adecuadamente los insigths y los decisores correctos, independientemente de los niveles, las funciones y limites organizacionales. También requiere un ritmo diferente para la gestión del desempeño organizacional y la toma de decisiones estratégica.

Los movimientos estratégicos deben ser provocados por un evento externo (movimiento de un competidor o cliente o, mejor aún, la identificación temprana de una tendencia). Al mismo tiempo, debe haber claridad en torno a las opciones estratégicas y el posicionamiento de la empresa (que se mantienen a más largo plazo).

Los sistemas de información, el comportamiento del negocio y la empresa deben mantenerse continuamente sincronizados y adaptados a las condiciones del ambiente y las oportunidades que se presentan, con objeto de maximizar la obtención de beneficios de tecnología, de oportunidades del mercado, de conocimiento y experiencia.

Si la sincronización no se realiza, la empresa podría encontrarse en serios problemas, tales como decremento de la competitividad en el mercado, donde el cliente pueda encontrar productos con mayor calidad, a menor costo, mejores alternativas en el mercado.

La necesidad de sincronización es un proceso que nunca termina y la base del cambio. El cambio es gestionado para asegurar que los recursos más competentes se encuentran involucrados en el momento adecuado, para producir soluciones que mejor se ajustan a las necesidades y expectativas de los clientes, cuando estas soluciones estén listas para el mercado.

Miguel Martínez, marzo 31 del 2021.

Referencias:

Ismail, I., Palao, F., y Michelle, L. (2019). Transformación Exponencial. México D.F.: Bubok Publishing SL.
Lyngso, S. (2014). Agile strategy management: Techniques for continuous alignment and improvement. Boca Raton: CRC Press.
Fernando, R. (2019). Agile strategy: How to create a strategy ready for anything. Harlow, England: Pearson.
Lambert, D. (2020). Practical Guide to Agile Strategy Execution: Design, Architect, Prioritize, and Deliver your Corporate Future Successfully. CA: Independently published.
Wiraeus, D., y Creelman, J. (2019). Agile strategy management in the digital age: How dynamic balanced scorecards transform decision making, speed and effectiveness. Cham, Switzerland: Palgrave Macmillan.
Porter, D. T., y Porter, M. E. (2015). Estrategia competitiva: Técnicas para el análisis de los sectores industriales y de la competencia. México D.F.: Grupo Editorial Patria.

Servant & Multiplier Leadership,

The Biggest Impediment for Agile.

by Mike04/12/2020no comment

pexels-david-alberto-carmona-coto-1151418

Servant & Multiplier Leadership,

El verdadero liderazgo comienza por dentro.

by Mike02/12/2020no comment

Para no generalizar, voy a presentar este tema en base a mi experiencia y las principales premisas del autor.

El liderazgo visible es una superficie.

El liderazgo se basa en influir en el comportamiento de las personas para lograr metas, obtener resultados. No solo debe centrarse en el resultado, que se esta desarrollando en conjunto, sino también dar prioridad a las personas que construyen el resultado. Para tener un estilo de liderazgo más empático, es necesario ser servidor de las personas, significa influir en las personas a través del desarrollo de su potencial, para que primero crezcan y permitan alcanzar resultados de una manera más fluida, tomando ventaja del aprendizaje.

“La diversidad es un hecho, la inclusión es una decisión, es el primer paso para construir seguridad psicológica siendo parte de nuestra mentalidad y lógica de acción, si no tenemos esta forma empática de pensar va a ser muy difícil sentir y responder de manera efectiva hoy”.

Lo más visible, siempre recibe más felicitaciones, pero casi siempre resulta en lo menos significativo. Siendo las premisas básicas de las decisiones, las menos visibles, estas premisas residen entre los dos oídos de una persona. Residen en una lógica de acción, compuesta principalmente de cómo alguien interpreta su propio comportamiento y el de los demás, cómo se mantienen o se protegen contra las amenazas, cómo perciben el mundo que los rodea y cómo reaccionan ante ello.

El liderazgo completo es un iceberg.

El liderazgo visible es como una caja gris. Una lógica de acción comienza a pintar esta caja con colores que representan medidas cualitativas y cuantitativas de una forma de pensar para estar más despierto y consciente de ella. Ser consciente de un estilo de liderazgo y su relación interna es el inicio, parte de un sistema de causa y efecto, donde la causa está en la lógica de acción y el efecto en los resultados que se logran como líder.

Significa que si alguien quiere cambiar sus resultados, tiene que cambiar su lógica de acción.

Cambio de creencias y toma de decisiones.

Para cambiar una lógica de acción, el autor propone experimentar con nuevos comportamientos interpersonales, forjar nuevos tipos de relaciones y aprovechar las oportunidades laborales.

La transformación de una lógica de acción de individualista a estratégica, se basa en la mentoría mutua con personas que desafían los supuestos y prácticas, involucran en una relación persona a persona basada en el aprendizaje y el crecimiento.

“Hoy” la fórmula para ver todo el iceberg es concienciar. Significa ampliar la perspectiva y el compromiso para experimentar un siguiente paso:

1. Conocimiento focalizado, para crecer continuamente sabiendo cómo amplificar las habilidades, para ser más efectivo en el logro de metas.
2. Aprendizaje acelerado, recibir coaching y mentoring para acelerar la transformación de la lógica de acción.
3. Comunidad de práctica, donde las personas “desafían suposiciones y prácticas personales”, experimentan “nuevos comportamientos interpersonales” y “comprenden otras perspectivas”, it’s the value of a community.

Para liderar una transformación de manera efectiva, una persona debe dominar su auto-liderazgo, cambiar la lógica de acción y extender esto a su entorno interpersonal, para volverse significativamente más visionario e innovador, para adaptarse a un mercado turbulento y en crecimiento, un mercado global.

Miguel Martínez, Diciembre 2 del 2020.

Bibliografía:

Dweck, C. S. (2016). Mindset: The new psychology of success. New York: Ballantine Books.
Hamman, M. (2019). Evolvagility: Growing an Agile Leadership Culture from the Inside Out. 6550 Fisherman Bay Road, Lopez Island: Agile Leadership Institute.
Rooke and William R. Torbert, D. (2015, July 16). Seven Transformations of Leadership. Retrieved December 02, 2020, from https://hbr.org/2005/04/seven-transformations-of-leadership

Servant & Multiplier Leadership,

True leadership begins on the inside.

by Mike02/12/2020no comment

In order not to generalize, I will present this topic based on my experience and the main premises of the author.

Visible leadership is a surface.

Leadership is based on influencing the behavior of people to achieve goals, obtain results. You should not only focus on the result, which is developing together, but also give priority to the people who build the result. To have a more empathetic leadership style, it is necessary to be a servant of people, it means influencing people through the development of their potential, so that they first grow and allow to achieve results in a more fluid way, taking advantage of learning.

“Diversity is a fact, inclusion is a decision, it is the first step to build psychological security being part of our mentality and logic of action, if we do not have this empathic way of thinking it will be very difficult to feel and respond effectively today”.

The most visible always receives the most compliments, but almost always results in the least significant. Being the basic premises of the decisions, the least visible, these premises reside between the two ears of a person. They reside in a logic of action, composed mainly of how someone interprets their own behavior and that of others, how they maintain or protect themselves against threats, how they perceive the world around them and how they react to it.

Complete leadership is an iceberg.

Visible leadership is like a gray box. An action logic begins to paint this box with colors that represent qualitative and quantitative measures of a way of thinking to be more awake and aware of it. Being aware of a leadership style and its internal relationship is the beginning, part of a cause and effect system, where the cause is in the action logic and the effect in the results that are achieved as a leader.

It means that if someone wants to change their results, they have to change their action logic.

Change of beliefs and decision making.

To change a logic of action, the author proposes to experiment with new interpersonal behaviors, forge new types of relationships and take advantage of job opportunities.

The transformation of an action logic from individualistic to strategic is based on mutual mentoring with people who challenge assumptions and practices, and involve a person-to-person relationship based on learning and growth.

“Today” the formula to see the entire iceberg is to raise awareness. It means broadening perspective and engagement to experience a next step:

Focused knowledge, to continually grow knowing how to amplify skills, to be more effective in achieving goals.
Accelerated learning, receive coaching and mentoring to accelerate the transformation of the action logic.
Community of practice, where people “challenge personal assumptions and practices,” experience “new interpersonal behaviors,” and “understand other perspectives,” it’s the value of a community.

To lead a transformation effectively, a person must master his self-leadership, change the logic of action and extend this to his interpersonal environment, to become significantly more visionary and innovative, to adapt to a turbulent and growing market, a global market/environment.

Miguel Martínez, December 2th of 2020.

Bibliography:

Dweck, C. S. (2016). Mindset: The new psychology of success. New York: Ballantine Books.
Hamman, M. (2019). Evolvagility: Growing an Agile Leadership Culture from the Inside Out. 6550 Fisherman Bay Road, Lopez Island: Agile Leadership Institute.
Rooke and William R. Torbert, D. (2015, July 16). Seven Transformations of Leadership. Retrieved December 02, 2020, from https://hbr.org/2005/04/seven-transformations-of-leadership

GEN-Davenport-Digital-Transformation-Customer-Experience-2400

SelfOrganization & Delivery Responsability,

Business and Cultural Transformation.

by Mike05/11/2020no comment

The internalization of the cultural and business transformation in a complete organization is a challenge especially when it is a large corporate with more than 100 years of existence, since, in a digital transformation strategy, it is necessary that we observe the advantages of its physical model and the opportunities of your digital model, the former will be intrinsic strengths that allow you to compete like no other, the latter will keep you at the forefront in this transformation.

It is very important that the organization or large corporate requires different versions of itself according to the turbulence of the environment that occurs, which, if it is a fact that organizations that are already working agile, have moved quickly in this curve recession accentuated by the pandemic, this has even allowed them to climb to higher levels, due to the advance of their digital transformation, like others that started, are obtaining a performance above the average and those that have not done agile and are tending to disappear, below average.

We believe that some agile initiatives should evolve deliberately, such as intra-startups when they are successful, make a vertical scaling, which allows them to compete directly with the market and generate a different version of the business that incubates them in such a way that the latter prepare their new version, satisfying the market with new products and / or services. Some companies in the market do it as an innovation strategy that requires real investment, to generate and serve new markets, thus generating an exponential business, which, although it will not be a unicorn, will perform above the market average in the that you are, which will lead you to be the leader of it.

An agile organization is conceived as one in which its strategies represent the ability to create value and respond to constant change, constantly planning and adapting its initial plans through timely and continuous learning, to focus on identifying what is meaningful, fundamental, thus satisfying customer needs as quickly as possible.

To create an agile organization from end to end, it will be necessary to take into account the size, the transformation process, the life span it has, the business domain. We achieve an agile business by executing agile with agile, thus our center is in the transformation of the transformation processes and value delivery, while at the same time we create a work system based on a way of thinking and doing different from the agile business.

Thus, the leader of the organization should assume an explicit role, not only as a strategist, but as a designer and administrator of the complex reality of the environment, allowing the creation of sustainable, self-organizing, learning, agile and exponential organizations.

Organizational redesign implies the internalization of new values and of a unique new generation operating model prepared for turbulent environments, which crosses the entire organization, an operating model of an exponential and disruptive organization in the market.

Today we will move on to here, if you have any questions or comments about it, feel free to contact us directly and ask us.

That’s all for now, in the next capsule we will go to the fly over the six components of our Exponential Agility Framework.

Servant & Multiplier Leadership,

Portfolio & Strategic Themes.

by Mike04/11/2020no comment

Today, we will go to the nineth step of our path: “Portfolio and Strategic Themes”.

Institutional alignment includes organizational leadership, knowledge of the vision, strategy and tactics of the business, and the alignment of each program, vision, strategy and product tactics as a value stream.

The stakeholder’s commitment is very important in the process to maintain flexibility and stability of the strategy, a practice that helps us to keep an environment aligned and prepare it to scale is agile product management, since the artifacts that it generates will allow us to integrate the value of each of the initiatives at the time of executing the corresponding value flows.

A portfolio is a set of programs or products managed as a group to achieve strategic objectives, portfolio management basically consists of deciding which initiatives to implement and in what order of priority.

Each business unit within a company will have a portfolio of income-generating products and services. Each portfolio is guided by a strategy, or a set of strategic themes, and supported by the people and processes necessary to carry out that strategy.

Lean portfolio management provides us with a high-level planning perspective in an agile framework and refers to the definition, refinement, prioritization, and financing of business initiatives for implementation by delivery teams and schedules. These initiatives are often referred to as epic and, once approved at the portfolio level, translate into actionable features, which must be realized by the execution program teams. A program is a collection of linked products, involving several teams of collaborators.

When we work on creating an agile work environment, it is very important that business leaders know the value of agility and know how to take advantage of it to obtain solid results, “culture should not eat strategy at breakfast, company leaders they are the ones in charge of it, they will set the example in the co-creation of capacities ”.

That’s all for now, in the next capsule we will go to the tenth and last step of our path: “Business and Cultural Transformation”.

SelfOrganization & Delivery Responsability,

Agile at Scale.

by Mike03/11/2020no comment

Now, we will go to the eighth step of our path: the “Agile at Scale.”.

At this step, what we will obtain is a business, which is mature and sustained in agile to be able to scale, remember that what we scale is collaboration, and the other capabilities, so maturity of this is an objective. What we want is to keep productivity and investments as uniform as possible throughout our initial agile environment (more than 3 scrum teams initially), to achieve this, we need to scale a set of mature initiatives and their interaction between them.

There are different types of scaling, vertical scaling, focused on maximizing the value of a specific initiative until it becomes an exponential initiative or organization being an intra-entrepreneurship challenge where agile scaling-up can be a better framework to boost it.

Also, there are several frameworks that we are going to use as a mediums or tools, to maximize de value that the organization deliver to the clients. Scaling up is an adaptive change challenge, full of “wicked problems,” as design thinking describes, that are unique to each organization.

Remember that we must work deliberately and intentionally on creation, maturity, and stabilization of collaboration, since it is what we are going to scale, through sustained development and growth.

A scaling challenge is similar to a business escalation, for us it will be an intra-business escalation”, where we have peaks and valleys, which we must identify, to overcome the obstacles and achieve the future state, remember that we should execute agile with agile, with the objective that the capacities built are the base of the following ones, thus creating an environment of sustained collaboration.

At this point, it is very important that investment management is connected to the strategic themes of the organization, which will be our north star to follow, to contribute or directly achieve the business objectives.

That’s all for now, in the next capsule we will go to the nineth step of our path: “Portfolio and Strategic Themes”.

Servant & Multiplier Leadership,

Creation of value centers.

by Mike02/11/2020no comment

Now, we will go to the seventh step of our path: the “Creation of value centers”.

The mapping of value flows with other business units has to do with all those areas with which we interact to enable the delivery of value, at the beginning in some cases hey will see it as an exception in the treatment of their traditional processes (if it is that there are processes of course), in my experience I listened to say several times to the representatives of other business units: “Let’s do it quickly, they are agile teams that are sponsored by the CEO, we quickly respond to their request and continue with our times and traditional procedure”.

Later, we had to experiment that these teams became a ring of impediments and obstacles to enable the release of the product.

One of the basic premises that we obtained as a reflection is that a traditional team will never better serve an agile team doing it in a traditional way, we already know the answer, that environment will grow poorly to a level as great as the capability of the business unit owner to get a budget, but it will do so without achieving sustained capability, which will eventually cause a financial sustainability crisis (scope corruption and bottlenecks are examples), which will imply seeing the work approach differently, in an agile way (either Kanban or Scrum).

Something similar happens when adding technical areas, in such a way that the delivery is transparent and a single flow of value to the customer is visualized.

When we establish the value of operational excellence, all our collaborators have seen the difference between working in a traditional way to working in an agile way, they have seen it based on product increments, improved local motivation and user satisfaction, operational excellence is related to at least 3 elements, the first is personal excellence, the second is excellence in teamwork.

The third is the creation of an environment that really fosters the first and second characteristics there are various frameworks that help us to work and integrate each of these areas, the impact that we must observe is the positive experience of our clients, which must be followed by financial impact.

In many places we have observed that business owners and product owners are more focused on the financial impact on the business, if we think about it, the coverage and the positive impact on the client will be proportional to the business prosperity we generate.

In the next capsule we will go to the eight step of our path: “Agile at Scale.”.

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