- More Shared OKR rather than Feudal KPI
- More Impact rather than Activity
- More Self-Development rather than Training Plans
- More Principles rather than Rules
- More Diversity rather than Classism
- More Self-Organization rather than Control
- More Learning rather than Reporting
- More Clients rather than Silos
In this process, we have demonstrated, on a global scale, that superior results are the outcomes of incorporating superior ways of working that are focused on achieving Agility and business high performance.
In this article, let’s explore and share 8 core beliefs that guide us and drive successful business transformations:
1. More Shared OKR rather than Feudal KPI
This belief requires business units and department leaders to stop being kings and queens of their realms and instead become Servant Leaders of the company´s teams and people. True leaders. It’s as simple as that.
However, it is also decisive to remember that results will only be achieved with OKR, as with Agile or other high performance methods if they are put into practice in a holistic and systemic way at the level of the various axes that define an organization. The following are critical:
1. Culture based on autonomy and high responsibility.
2. Iterative strategy based on data
3. Leadership that is transformative and based on service
4. Tactics based on experimentation and continuous learning
5. Agile, effective and adaptive operations.
2. More Impact rather than Activity
Is what I am doing helping to maintain the basic operations or health of the organization?
Is there any meaning at all to what I am doing?
3. More Self-Development rather than Training Plans
How many hours do we waste on the mediocre, while our talents are totally overloaded?
and move on …
4. More Principles rather than Rules
There is no freedom without responsibility. Leading organizations are built on these two inseparable principles.
5. More Diversity rather than Classism
Less hierarchical classism.
Less social classism.
Less generational classism.
Less gender classism.
Less racial classism.
Less cultural classism.
6. More Self-Organization rather than Control
Problems are solved most effectively by those who have the data, knowledge and skills that most closely match the decision to be made.
In an Agile High Performance Organization, hierarchical control, based on the power of position, is meaningless. The only control that delivers value is self-control: The control that enables people to manage their emotions, energy and commitment to avoid being swept away by the inertia of doing too much and making too little impact.
Whoever sees the opportunity and has the capacity to make it happen takes the lead in the respective actions.
There is no agility without transparency.
There is no agility without breaking down silos.
There is no agility without self-organization.
There is no agility without the humility to put the customer at the center of everything.
7. More Learning rather than Reporting
On average, more than 35% of leaders’ time and report writing is dedicated to creating PowerPoints on work already done. Powerpoints that are not to define what they are going to achieve in the future but rather to justify what they did in the past (if they did anything at all).
Mediocre companies waste 91 days a year explaining what was done and cannot be changed.
But, on the other hand,
Leading companies manage to make their years last for 15 months = they win 3 months more than the rest.
8. More Clients rather than Silos
Which customer would buy something that can only be realized by a single department?
A department only has a right to exist if it develops people who are capable of contributing in cross-functional, self-organized teams to serve customers faster, more efficiently and smartly than the competition.
After a few months of having seen hybrid work in action, we can already predict a disaster.
A simple but straightforward and effective belief.
Agility starts with learning a common language that enables us to move in sync at high speed. Beliefs are the code that allows us to develop this common language. To implement Agile, all you have to do is pass one of those nice certifications that come with a Linkedin badge as part of the package. But to achieve Agility and High Performance, we need to be clear about what we are before we act. Only then will we be able to act consistently in accordance with what we want to be.