I first came across the concept of a service line when consulting in government 3 years ago and have used the concept ever since. It’s a good organising principle when thinking about sets of related services.
What is a service line?
A service line is a simply set of services that work together to enable a user to complete an end-to-end journey. A simple example could be a service line to enable a user to get money for energy-saving measures for their home. There might be a a service allowing the user to find and compare measures for which they…
I’ve talked before about some of the work I do with Enabling Teams (Finance, Commercial, Estates etc.)
One thing I often find is that the outcomes set for these teams don’t line up with the outcomes for the delivery teams they serve. Enabling teams are often measured on whether a delivery team has complied with a process rather than on whether the delivery team got what they needed through following that process. When things aren’t aligned like this it tends to lead to friction and dissatisfaction on both sides and in the worst case delivery is blocked or significantly slowed.
I’ve been thinking recently about how to represent service users in a delivery team space. I want to do this to help build more empathy between users, delivery teams and those immediately around the delivery teams — managers, finance, commercial etc.
Here are some ideas for bringing users more into team spaces:
Recently I’ve been thinking a bit about teams that are delivering to outputs (doing stuff) rather than outcomes (achieving stuff) and how to help them move to be more outcome-focussed.
I’m putting out a few early thoughts here to try and crowdsource some feedback…
At this stage I’m thinking about how to influence stakeholders who may be used to teams working to outputs.
Here are a few ideas for how to get them to think differently:
I read Elizabeth Ayer’s “Don’t ask for forgiveness, radiate intent” blog post the other day, about radiating intent rather than doing something and asking for forgiveness later. It’s a good piece of advice that challenges the commonly heard adage “It’s better to beg forgiveness than ask permission”.
How not to radiate intent?
I reflected on how I radiated intent — usually through Slack, email or face-to-face — and wondered whether I could do it better.
Regular readers will know that I oftent use the anti-problem to come up with creative solutions to a problem.
I took the problem “How could…
I’ve been involved in helping organise user research for a number of years now, usually at the periphery as a team lead or delivery manager, occasionally more directly involved in the research and it’s an area I’m increasingly interested in, particularly since a community started forming around #ResearchOps. (See this slide deck from Kate Towsey for an intro to Research Operations)
I know the pain involved in Research Operations, particularly in less mature organisations or doing research at pace or at scale.
I’ve also been an event organiser, since, well, let’s say for a very long time.
I’ve been using and recommending A3 reports as a way of progress reporting for the past 7–8 years. I was introduced to them while working at Redgate Software in Cambridge where they had a big impact on how reporting was done.
I’ve been sharing this description of A3s for a while now so thought I’d publish it here.
Let me know if you find it useful and start to use A3 reporting yourself.
An A3 status report is a structured report capturing the state of a piece of work or process on one side of an A3-sized piece of paper…
Inspired by Jukesie’s recent post I thought I’d list 20 books that changed my (work) life...
I’ve listed them in (roughly) the order I read them. Plenty of other books have influenced me but these have stuck out over the years, bearing re-reading. You can see how my interests have also changed over the years, broadening out from a technical focus.
The Soul of a New Machine — Tracy Kidder.
A skunkworks team works hard to ship a new product. Nowadays we notice the lack of sustainable pace… Appealed to the engineer and entrepreneur in me when I joined my…
As noted previously I’m doing some research and speaking on (dis)empowerment this year.
Here is some background reading that I’ve found useful:
Drive, Dan Pink — we read this at Redgate book club in 2011 IIRC. There’s a TED talk version here. The book talks about autonomy, mastery and purpose as essential criteria for motivation.
Turn the ship around!, L. David Marquet. Fascinating case study of transformational leadership and empowerment on a US Navy nuclear submarine.
Reinventing Organisations, Frederic Laloux. Categorises organisations into different ‘colour’ types by their management paradigm. Teal organisations are characterised by self-organisation and self-management. …
I’ve been running some workshops recently on ‘Dealing with Disempowerment’. I thought it might be useful to share some emerging findings in the form of a checklist.
Think of this as a set of criteria you can consider to understand better whether you are (being) disempowered. This is the product of some early thinking and I’d like some feedback on whether it’s useful and actionable. Also, let me know if you have more points that could be added to the checklist or any examples of disempowerment that you’d like to share.
You *may* be disempowered if:
Freelance Agile Coach | Interim Manager | Agile Programme or Project Manager. Conference Organiser. Improver.