DENKPLAN © – from strategy to action
Strategy is hip again. A collaborative developed and agreed strategy is a success factors of customer oriented, agile and flexible companies.
6 Hints for a Strategic Lean Portfolio
The budgets for 2021 are ambitious. The wishlist of initiatives and projects for next year is long. Once again the question arises: How do we get as many strategic hp as possible on the ground? Time to taste the Strategic Lean Portfolio! In recent weeks, management has placed its bets on the future: The new…
Focus, Flow and Feedback
Your project traffic light just turned red. The specialists for the next work package are still involved in another project, and you already suspect: The critical path of your project will change from a four-lane highway to an alpine pass with many serpentines. Let's dig for causes What sounds exaggerated in this abbreviated form is…
Denkplan – the action step
Concepts are easy, being actionable is challenging The action step uses Kanban to lead the roadmap to action. With this the basic approach should be well known. The challenging part in the action step is hidden in the details of living it day to day. The most important part is to find a common and…
Denkplan – The Roadmap
A physical wall We urgently recommend a physical wall for the roadmap step. For sure, an electronic representation must be available as well any time in the future in any tool like Jira or TargetProcess. Nevertheless the core activities of conversation and decisions create most value as conversation in front of the physical roadmap wall…
Denkplan – The Impact Map
Prerequisites To visually and transparently communicate a strategy one prerequisite makes sense – some kind of strategy. That might sound funny, but from my experience – by working with many companies – that point is somewhat vague. Either the strategy is confidential (i.e. only top management is authorized to view the uncensored version) or it…
Stop blaming top management
Over the last years I recognize more and more a blaming game against top management. My urgent appeal to the agile community is: STOP THIS! Why this statement? Since over thirty years I am in business. In the last twenty years I spend a sound part of my time working with middle management and in…