Runs on PeoplePlaybooks / Product and Operations
Outcomes
Do we know what matters to the people we serve, and why?
Weak
Busy delivering, but nobody can say what changed for the customer.
Strong
The team can name the outcome behind every piece of work, and stops work that has none.
Playbooks
Priorities always end up being whatever the boss wantedPrioritisation that survives the loudest voiceProduct and Operations · Outcomes→My team is good, but I want it to be excellent and I can't say what the difference isGood vs excellentProduct and Operations · Outcomes→
In the works
- Outcomes over output: measuring what changed
- Talking to customers without leading them
What weak looks like in your industry
- Software and technologyFeatures ship every sprint and usage doesn't move.
- Healthcare and practicesTargets are hit while patients still wait for the thing that matters to them.
- Accountancy and professional servicesDeadlines are met, but clients can't say what the firm did for their business.
- Manufacturing and operationsOutput is up and the customer complaint rate is too.
- Small businessYou're flat out every week and can't say which work actually wins customers.
In the frameworks you already use
Every framework touches this dimension somewhere. Here's where.
All frameworks →- SAFeWSJFWeighted Shortest Job First: prioritise by cost of delay divided by job size.
- SAFePI objectivesBusiness-facing objectives each team commits to, with business value agreed by stakeholders.
- SAFeSystem demoThe whole train shows integrated, working output every iteration.
- Disciplined AgileDelight customersGo beyond satisfying requirements to delighting the people you serve.
- Shape UpAppetiteDecide how much time the problem is worth, not how long it will take.
- ScrumSprint ReviewInspect the outcome with stakeholders and adapt what comes next.
- Team TopologiesStream-aligned teamsTeams aligned to a flow of work from a business domain.
- OKRsKey resultsHow you'll know: outcomes, not activities.