No one tells you this, but if you share bad news or make issues transparent, you will not get promoted for ten years.

Every metric gets gamed, such as:
––story points - booking work done when it's not done, story point inflation/standardization
––delivery rate - counting the throughput of fake items (items with no potential for value, even if they contribute to value)
––cycle time - same gaming as delivery rate
––metrics for Objectives & Key Results - activity or output orientation

There is flow within organizational departments/functions but not across value networks. There is zero appetite for illustrating bottlenecks between departments.

Employees don't feel like they have agency to resolve issues.

Purpose –– Vision –– Target Audience –– What makes this series stand out? –– By attending you will be able to –– The underpinning theory –– Why are you waiting?

Before opening the comono, let's agree on what to measure, how to observe.

Let's start with:
––attaining clarity - it helps to agree on what we think we're aiming for
––address complexity - see how emergent change is the change
––measurement - establishing a baseline is good even if nothing else
––try Obeya and visiting Obeya rooms - let employees see they have more agency than maybe they realize
––address variation - avoid over-reacting to every data point
––address yourself - the change starts with you