tech·nic·al·ly agile

Product Goal is an Intermediate Strategic Goal

Discover how to set effective product goals as intermediate strategic goals to enhance agility and drive successful outcomes in your organization.

Published on
4 minute read
Image
https://nkdagility.com/resources/PjYSLMnBHhI
Loading the Elevenlabs Text to Speech AudioNative Player...

The Evidence-Based Management Guide  describes not only a Strategic Goal  but also an Intermediate Strategic Goal  that is needed to evaluate and adapt your progress towards your intended visions of your product.

Product Goal is an Intermediate Strategic Goal

Reaching strategic goals requires experimenting, inspecting, and adapting

The key to realising an agile mindset within the business is the idea of experimentation and that we don’t know where we want to get to, largely because the future of our business is clouded in the fog of war. There is always a high degree of uncertainty of the future and nothing has illustrated that more in recent times than the COVID-19 pandemic. Every business had to reassess its Strategic objectives more than normal, and normal is often a lot.

The fog of war (German: Nebel des Krieges) is the uncertainty in situational awareness experienced by participants in military operations. The term seeks to capture the uncertainty regarding one’s own capability, adversary capability, and adversary intent during an engagement, operation, or campaign. Military forces try to reduce the fog of war through military intelligence and friendly force tracking systems.

Wikipedia

Since presenting Evolution not Transformation: This is the Inevitability of change  I have come to realise more and more that it is the Business and Executive leadership that is holding back the retirement of the traditional practices that were developed to manage factory workers  in favour of those needed to manage cognitive work. Even a cursory look at many of the modern organisations that are able to adapt to business changes shows a far greater success than other more traditionally run businesses. Think Spotify, Zappos, Microsoft, Apple, Google.

We need to adopt the key practices of Product Discovery  that is adapted for the modern world. These are:

We need to reassess the use of the terms Scope & Failure in light of this new reality and evolve into a lean data-driven organisation based on experimentation and discovery that allows us to adapt to business changes as they arise!

Experimentation Discovery and Learning Evidence Based Leadership Evidence Based Management Value Delivery Agile Strategy Business Agility Decision Making Continuous Improvement Organisational Agility
Comments

Related blog posts

Related videos

Connect with Martin Hinshelwood

If you've made it this far, it's worth connecting with our principal consultant and coach, Martin Hinshelwood, for a 30-minute 'ask me anything' call.

Our Happy Clients​

We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.​

Ericson Logo
Hubtel Ghana Logo
MacDonald Humfrey (Automation) Ltd. Logo
Capita Secure Information Solutions Ltd Logo
Emerson Process Management Logo
Microsoft Logo
Kongsberg Maritime Logo
Lockheed Martin Logo
Alignment Healthcare Logo
Illumina Logo
Milliman Logo
Brandes Investment Partners L.P. Logo
Higher Education Statistics Agency Logo
Genus Breeding Ltd Logo
Akaditi Logo
Big Data for Humans Logo
Flowmaster (a Mentor Graphics Company) Logo
Qualco Logo
Nottingham County Council Logo
Washington Department of Enterprise Services Logo
New Hampshire Supreme Court Logo
Washington Department of Transport Logo
Department of Work and Pensions (UK) Logo
Royal Air Force Logo
Cognizant Microsoft Business Group (MBG) Logo
Freadom Logo
Flowmaster (a Mentor Graphics Company) Logo
Slicedbread Logo

CR2

Xceptor - Process and Data Automation Logo