I started to write this post in response to this other thread here: Mashup of “Scaling” frameworks
… but realized I didn’t want to send us down a rabbit hole on another person’s thread. (@MikeC, looking out for ya!)
Here’s what I wrote, pre-emptively broken out in a new thread here:
I’m also quite tired of these “cash engines” and “scaled formal frameworks”… and I’m also tired of “destination” processes. I keep trying to explain that any prescriptive anything (Scrum even) is just a starting point… don’t people understand continuous improvement? #soapbox
This does remind me of a related thought I was having…
My company is starting to dig into OKR’s (“Measure What Matters” by John Doerr is our point of reference) and after reading the book, I had a slight light bulb moment (still to be flushed out). That light bulb moment was… what if agile is the bottom up tactical process, and OKR’s are the top-down strategic steering. Put the two together and maybe some of this other scaled/framework/cruft becomes less necessary?
Anyone else had the pleasure of considering Agile in an environment where OKR’s are cultural important? How do they gel? Does that impact this framework discussion at all? Thoughts? What are your experiences? As a person new to the OKR discussion, what should I be watching for? thinking about?