Bio Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics. Interview Highlights 02:40 Driving strategy forwards 03:05 Aligning OKRs 06:00 Value-based prioritisation 07:25 An outcome-driven approach 09:30 Enterprise transformation 13:20 The ten elephants in the business agility room 14:10 Misaligned incentives 15:40 Top heavy management 18:50 Being open to change 19:40 Process for improving process 25:15 Being a learning organisation 26:45 Leaders drive cultural change 29:50 Capacity and employee burnout Social Media · LinkedIn: linkedin.com/in/bryantew · Twitter: @B2Agile · Email: bryan@agilityhealthradar.com · Website: www.agilityhealthradar.com Books & Resources · The Compound Effect The Compound Effect: Amazon.co.uk: Perseus: 9781593157241: Books by Darren Hardy · The Trillion Dollar Coach Trillion Dollar Coach: The Leadership Handbook of Silicon Valley’s Bill Campbell: Amazon.co.uk: Schmidt, Eric, Rosenberg, Jonathan, Eagle, Alan: 9781473675964: Books by Eric Schmidt and co · Project to Product Project to Product: How Value Stream Networks Will Transform IT and Business: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework: Amazon.co.uk: Mik Kersten: 9781942788393: Books by Mik Kirsten · EBA strategy model: https://agilityhealthradar.com/enterprise-business-agility-model/ Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I’m Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello again everyone, welcome back to the Agile Innovation Leaders podcast. My guest today is Bryan Tew, and this episode is going to be covering the second half of the conversation I had with Bryan on all things enterprise and business agility. So in part one, if you've listened to it already, or if you haven't, please go to that first, I'd really, really recommend, because Bryan talked about how to overcome failed deliveries, meeting teams where they're at, establishing and driving strategy forward. Now for this part two, we went into the topic of OKRs, Objectives and Key Results, and how to align these with strategy. He also talked about the ten elephants in the business agility room, and the importance of being open to change and being a learning organisation and how leaders are critical to driving culture change. Without further ado, part two of my conversation with Bryan Tew. There are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives...
