We often find ourselves working as part of programmes that are transforming organisations. We’re no longer thinking about a widget, or an app, or a service, but about what it takes to change organisations at scale.
When you look at our work at that scale, you need to know: what are the feedback mechanisms that senior managers need?
How do they avoid choosing vanity metrics or meaningless measures like ‘velocity’, ‘conversion rate’, or ‘NPS’?
I’ve been talking to senior leadership teams, asking: what are the decisions they need to take, and what is the information they need to form those decisions.
This talk will show the model I’ve developed to help the organisations I work with.