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Four decisions, one operating model.

Most technology investments are judged on whether the plan was followed. The harder question is whether the organisation decided better, and whether the work changed as a result. Together they describe one operating model.

How the four decisions connect.

01 · Portfolio governance

Making continuation a decision

A portfolio review where persevere, pivot or stop is an explicit call

What changed
Continuing stopped being the default. Investments return with evidence against the outcome they were funded for, and the panel makes an explicit call: persevere, pivot or stop.
Read the accountPortfolio and product operating models

02 · AI adoption

Following the time AI saves

Teams reported that AI saved time. Nobody could say where that time went.

What changed
Pilots were judged on review load, quality, end-to-end flow, adoption and usage-based cost. When saved coding time reappeared in review, I changed the recommendation: fix review first, then put the capacity into backlog and quality.
Read the accountTechnology and AI value assessment

03 · Product operating model

Giving benefits an owner

Benefits defined at proposal, owned by a named person, revisited after release

What changed
Each intended benefit has a named owner, is revisited after release and feeds the portfolio’s decisions to continue, change course or stop.
Read the accountPortfolio and product operating models

04 · Delivery evidence

Following the queue after coding sped up

Coding got faster. Delivery didn’t speed up by the same amount.

What changed
The evidence showed work now waiting longest in user acceptance testing. The conversation moved from adding coding capacity to the acceptance stage.
See Flow ObservatoryFlow Observatory diagnostic

Beyond the enterprise

Range comes from the work outside it.

  • Training

    Professional Scrum Trainer with Scrum.org, teaching practitioners from many organisations.

  • Coaching

    Executive and team coaching for leaders in other organisations.

  • Speaking

    13 conference sessions in 8 countries, including three keynotes.

  • Books

    The Art of Creating Self-Organizing Teams (Apress). The Predictability Loop (Apress, forthcoming).

Leadership summaryProfessional enquiry

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Earlier programmes and engagements