Address Measurement

£1,499.00 GBP

A note from one of the co-founders

Not everyone is a fan of Agile; the allergy is so strong it often spreads to agility, frameworks or not. Even “turning on a dime for a dime” is not enough. It’s harder to argue against the need for ambidexterity, humane effectiveness, adaptiveness, and timeliness. I’m assuming the ethical and moral variety that you’d be ok for the general public and your mother to know about.

With regard to how ready you are for market changes, you, in the exec team or board of the organization, are seemingly not aligned with your senior leadership, management, and employees (411). It makes me wonder if top management is leading or "leadering," not you, of course.

Leadering is the knack of creating a self-serving account of whatever is already happening,

It’s not much more than truth fashioning.

Leadering allows one to take credit for whatever good things are going on,

It’s not much better than a big con.

It requires doing things that don’t mess with success,

Heaven forbid the lack of change should regress.

Afterall the baseline for success is continued survival,

Who in their right mind would want innovation revival.

A leaderer’s organization might have only about five minutes of actual leading in its story,

Which is why it will end up in forgotten books of stock exchange glory.

Let’s have hour after hour of monotonous leadering,

And from the brink of success, let’s end all this teetering.

– inspired by Venkatesh Rao, the Art of Leadership (412)

I reviewed over eighty models in detail. It wasn't possible to create a grand unifying theory. I took a view of the common gaps: I urge you to close the gaps. Context is king, and there are no viable recipes for ambidexterity, humane effectiveness, adaptiveness, and timeliness. So, consider your organization’s environment.

Have you ever met a plumber who praised the work of another plumber? How often have you read or heard a thought leader praising the work of another living thought leader? Each one has their own book, community, and communication channels. Many offer the keys to paradise. You only need their thing.

Marketing 101 is to berate other ideas only to say something similar, albeit with a new exaggerated twist. This is because the good results don’t last forever. They are all prone to regime change. I have not yet seen an approach without significant gaps. This (work) gives you a new set of proverbial lenses. There are no viable recipes. You need to pause and reflect regularly (465, 466). Change does not come in a box. If it pretends to, it’s expensive and doesn’t work.

To have the energy for true change, "put on your mask first" by resting, exercising, eating properly, and doing what gives you positive energy. Journal and get help.

To paraphrase Dave Snowden, “I really think we need to shift away from the idea of a leader as an individual to one rhizome node in a network of interactions.”

Be proactive and unwavering – own the organizational change. Success will depend on an authentic focus shift to employee and customer satisfaction, a desired experience with your product or service, and measurable short and long-term results (216, 217), not awards by peers.

See if, in twelve months, you can improve your prestige with other curious peers, then accelerate momentum and leave less energetic rhizome nodes to their slower and shallower momentum.

John Anthony Coleman, Orderly Disruption Limited,Buckinghamshire, England,
“Born and bred” (240) in Cork, Ireland

Copyright © 2017-2025 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Ambidexterity, Humane Effectiveness, Adaptiveness, and Timeliness you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

The Wider Problem as described in MORE executive SUCCESS

At the time of writing, and to the best of our knowledge, no organization had perfected ambidexterity, humane effectiveness (275), adaptiveness, and timeliness. Some get tantalizingly close; time will tell how close and for how long. Mediocre management eventually slips back in, and psychological safety (419), if it was ever there, slips back out, with transparency quickly following it out the door.

You may have seen cases where the culture is toxic, where, for example, "leaders" put pressure on people doing the work and ask team. members to resubmit “maturity” surveys in a more positive light.

The lack of perfection is primarily due to human factors, including a lack of discipline, continual improvement, experimentation, and political will. Imagine a world where toddlers stopped trying to walk because they fell once and concluded, “I tried that, and it didn’t work.” You would have a world full of people moving around on their posteriors.

Sustainably improved results do not arise from <Pick your fad> "transformations." The fads will change; the nonsense will not. We asked an executive recently how he planned to continually improve sixty-eight "squads," as without energy to improve, entropy would ensue. Those squads started with a big bag. we asked, "Should you not continually search for and experiment with the best ideas to improve?" He had no answer.

Leaving aside that a "transformation" is never finished, some organizations have "transformed" over five times; the change unraveled each time. There are missing ingredients. When you stay still, others don't. History repeats itself as a lack of humanity abounds in the workplace, and short-term focus takes over. Many prefer to be wrong than uncertain. You need to get to the long-term through the short-term, but you often need more emphasis on the long-term. Collective discipline and healthy-habit forming might be key ingredients key to success.

There is a saying, “Nothing lasts forever.” Some organizations offer hope; only time can tell. Even the "poster children" organizations struggle with psychological safety (419) and become victims of their success; they don’t refresh their product or service lines, have quality issues, and get pegged into market segments, allowing “fast follower” competitors to take the cream. You have room for improvement.

When you cannot “see” the invisible waste or knowledge work, you cannot have the right conversations at the right time, and a much-needed sense of urgency gets lost. You need to make work and waste noticeable and be open to proactively discussing the signals, however inconvenient.

How well can you sense opportunities or threats and respond to them in a timely, humane, and effective way Examples include the blockchain, robotics, AI, mixed-reality, and (non green-washing) sustainability.

Do peers and colleagues feel cooperation is in their interests, e.g., incentives and rewards? Are you watching the baton (the work) or the runners (the people doing the work (14)?

Many of the models shared have case studies that you can explore. What few have managed well is creating or mixing the right blend for their environments. "Copy and paste" is tempting but mechanical and usually falters. Try better and more timely decision-making, with happy employees serving happy customers, good psychological flow, and an optimized flow of potential and actual value.

Consider multi-year operational performance over share price (231); share price focus alone drives cost-cutting to the extent employees incur (now official) “moral distress” (281), increase long-term costs, and worsen customer, consumer, or user long-term experience.

Barstool Pitch on the Wider Problem as described in MORE executive SUCCESS

Executives...
What got you here won't get you there (79).

Avoid:

Focusing too much on quarterly results and targets
Not caring how employees deliver results
Not truly empowering teams to solve impediments
Employees not feeling inspired and hence not exciting customers in the right way

Prepare your successors.

Attain MORE executive SUCCESS through ambidextrous ACTION:

MORE - Managerial and Organizational Resilience Evolution.
SUCCESS – Savvy United Culture and Climate Envelope with Succession Superpowers.
ACTION – Act, Clarify, Try-out, Iterate, Orient, Now.

Elevator Pitch on the Wider Problem as described in MORE executive SUCCESS

FOR curious, humble, and people-smart:

entrepreneurs,
executives, and
board members

WHO NEED:

More success
To think, act, and behave differently
To balance the short-term and the long-term
To improve or preserve their legacies in the eyes of people they respect

MORE executive SUCCESS IS A well-referenced executive management guide for service/product/customer-oriented organizations in the knowledge economy

THAT, notwithstanding context:

highlights perceived gaps for the short-term to long-term
assesses strategies and tactics for filling the gaps
has an education bit, and
helps entrepreneurs, executives, and board members to improve and protect their legacies

UNLIKE:

A focus on teams, scaling, and middle management, which is already served (455, 456)
A collection of context-free recipes
A script for industrialization of "Agile" or "product"
A piece based on product management, which is already served (251, 325, 326, 420, 424, 460, 461, 462, 467)
A piece based on technical agility, which is already served (20, 114, 199, 279, 457)
A piece based on Agile, which lost its way since its anarchic days and focused insufficiently on discover-to-deliver (458)
A piece based on project management, which is already served (459)
A piece lacking in focus on the problem space or discovery to delivery
A grand unifying theory

COMPETITIVE ADVANTAGE:

MORE SUCCESS focuses on executive management theory supported by intermissions of Limerick-style poetic humor. The piece also compares and contrasts Amazon, Apple, Google, Haier Group, Microsoft, Pixar, Spotify, Stripe, and Tesla against the theory.

Evolved Executive Workshop Series––Cultivate short to long -term success

Why This Workshop Series?

As a leader, you navigate entanglement daily. Save yourself with better stakeholder satisfaction, strategic clarity, delivery, and effectiveness at the lowest costs.

Our executive workshop series, with multiple modules to choose from, is a starting point for improving your ability and confidence to lead through uncertainty while inspiring short-term and long-term success.

What Makes This Series Stand Out?

Customizable Learning: Join one or many modules based on your needs. The modules are interconnected yet independent.
Proven Strategies: Interlace time-tested ideas and innovations to deliver change that sticks.
Engaging Formats: Live training workshops tailored to executive needs and executive audiences, supported by free podcasts and webinars.
Practical Insights: Apply visual management, stakeholder satisfaction strategies, and evidence-informed decision-making to your unique context.
Pragmatic: Exercise and experience-driven ‘try before you buy’ approaches. The training favors interaction to facilitate adoption.
Supported by Optional Coaching for your Context by Industry-leading Practitioners: Breadth and depth across approaches, domains, and industries with an agnostic approach for knowledge
work.

Key Focus Areas

Clarity in Action
Master Complexity
Visualize Success
Adapt & Evolve

What You'll Gain

Strategic Tools: Optimize decisions and optimize stakeholder values (including customers and users).
Leadership Mastery: Uncover actionable insights into self-leadership, team dynamics, and organizational impact.
Practical Application: Exercises and tools are ready to be adopted in your organization tomorrow, with an acceptable invitation to change.
Scalable Solutions: Catalyze systemic changes with strategies designed for the enterprise level.

Ready to Lead with Impact?

Transform how you lead with actionable insights, a supportive community, and a path toward becoming more adaptable, resilient, and successful.

Enroll Today

Choose your modules and start your journey toward leadership excellence.

For any questions and registration, please feel free to contact hello@evolved.institute.

Evolved Executive Workshop Series––facilitators, inspirations

Your Facilitators:

Alize Hofmeester
Allan Kelly
Daniel Russo
Dave Snowden
Jim Benson
John Coleman
Lia Caraman
Magdalena Firlit
Mike Burrows
Nader Talai
Pia-Maria Thorén
Philippe Guenet
Ralph Jocham
Steve Morlidge

Other Inspirations Include Public Works related to:

Andy Carmichael
Annie Dukes
Bas Vodde
Bill Joiner
Brené Brown
Christina Wodtke
Clayton Christensen
Cliff Hazell
Craig Larman
Corporate Rebels
Daniel Pink
Dave Snowden
Donald G. Reinersten
Donald J. Wheeler
Edgar Schein
Eliyahu M. Goldratt
Ellen Gottesdiener
Esther Cameron
Heidi Helfand
Henrik Kniberg
Henry Mitzberg
Indi Young
Jared Spool
Jeff Gothelf
Jeff Patton
Jocko Willink
Joe Krebs
John Carter
John Cutler
John Doerr
John Kotter
John Seddon
John Turner
Joshua Seiden
Jurgen Appelo
Karl Scotland
Ken Schwaber
Kent Beck
Klaus Leopold
L. David Marquet
Leandro Herrero
Leif Babin
Malcolm Gladwell
Marshall Goldsmith
Martin Fowler
Marty Cagan
Masha Omeragic
Melissa Perri
Michael Huynh
Michael Porter
Mike Beedle
Mike Green
Mike Rother
Nigel Thurlow
Peter Senge
Renee A. Mauborgne
Richard Rumelt
Robert Sutton
Roger L. Martin
Rory Sutherland
Russell Ackoff
Russ Lewis
Sam L. Savage
Scrum.org Evidence-Based Management™
Scrum.org Nexus™
Siegfried Kaltenecker
Simon Wardley
Steve Tendon
Stephen M. R. Covey
Taiichi Ohno
Tom and Kai Gilb
Walter A. Shewhart
W. Chan Kim
W. Edwards Deming
Woody Zuille
Yves Morieux

How:

Agendashift™
Beyond Budgeting
Customer Experience
Cynefin®
Design
Estuarine Mapping
Flow
Inspiration
Kanplexity
Leadership Circle Profile®
Lean
Liberating Structures
Marshall Goldsmith’s Stakeholder Centered Coaching
Mind Body Connection
Motivation
Obeya
Organization Design
OKRs
Planguage and Evo
Plan Do Study Act
Process Behavior Charts
Product Management
Product Leadership
Purpose
Strategy
Strategy Deployment
Team Effectiveness
User Experience
Wardley Maps
Vanguard Method
X-Matrix

Evolved Executive Workshop Series––the full list of workshop modules

By attending, you will be able to

Address Variation: Variation is part of the parcel of normal business activity. Apply techniques to diagnose abnormal variation. Visualize the normal variation that might require a big change to unseat. Also, understand when variation theory is more useful.

Attain Clarity: Communicate measurable, malleable goals to optimize value. Get some help from Artificial Intelligence Large Language Models (AI LLMs).

Deal with Complexity: Understand and apply techniques to deal with emergence. Give voice to a renewed freshness of thinking so the organization adapts to or pre-empts the marketplace.

‘See’ Knowledge Work and Waste: ‘See’ rather than not see. Visualization trumps blindness to knowledge work and waste. And go to the source to get the facts for yourself.

‘See’ the flow of outcomes: Do your teams check if they ‘hit the bullseye?’ Learn and adapt. Experiments, result-feedback, side effects, and marketplace changes offer ample to learn from if you and the teams would look.

‘See’ ‘Demand’ and How the Work Works: Convert failure to serve stakeholders well to value demand. Develop strategies that promote active participation from all stakeholders (including customers and users). Understand organizational workflows, processes, and systems. Discover how to serve stakeholders better, including the customer or user.

Address the Environment: Eliminate misalignment between what is said and what is done. Enhance the harmony and consistency between your organization's management processes, your words, and your behavior. Identify and implement systemic change. Improve Finance, Procurement, Compliance, and People systems. Improve the management processes, workflows, and systems that staff must grapple with. Create an environment where people face and adapt to reality together. Watch them deal with it constructively and appropriately.

Enable Smarter Investment with Discover to Deliver: More often than you think, when your teams build it, customers don’t come to it. Let’s understand that result-feedback, side-effects, and marketplace changes provide the most impactful learnings. And here’s a Newsflash: stakeholders struggle to articulate what they want or need, so observing can be better than listening. If you can spend 5k USD on discovery to save investing 5m USD of waste delivery, it’s worth it. Get some help from AI LLMs.

Address Measurement: Informed by evidence, persevere, pivot, or stop. Learning without adaptation is pointless. Get some help from AI LLMs. Empower vendors with agile contracts.

Address the Work Climate: Engage customers, users, and employees. Stimulate a climate where you hear the truth before the grapevine and are glad to hear it. Inspired, motivated, and cognitively diverse people lead at all levels.

Address Yourself: Become More Coachable. Master personal development techniques that enhance your leadership capabilities.

Lead Yourself: Harness the innate power inside you and feel good enough, and at the same time, learn how to improve personal inner harmony.

Boost Team Effectiveness: Learn how effective teams work together and grow from a recent and eminent scientific study! Encourage everyone to talk openly, make sound and timely decisions, and continuously improve.

Boost the Impact of Organization Design: Sorry, bad news! There is no single universal truth. No one can define your utopia for you. While there are no context-free recipes, there is a congruent set of pathways to betterment. Consider some optimizing factors for your context. Uncover more appropriate organizational design options. Use an emergent approach to get started. Build momentum and learning. Distinguish delivery models from organization design options. Understand the effect of modularity on your options.

Improve Strategy Deployment and Emergence: Do Focus Top-Down and Bottom-Up with some help from AI LLMs. There is a trade-off when one goes for short-term goals. A vector of change is generally better to evolve from the present while keeping an eye on the prize. Starting from where you are, hack Objectives and Key Results (OKRs) for complexity. Benefit from coherently synthesized wisdom of giants using practical, well-known, and less-known yet straightforward tools. It is practical and logical, yet necessarily messy. Inform strategy with learnings from collaborative and intentional discussions, quantified stakeholder needs and wants, result feedback, experiments, side-effects, and marketplace changes.

Strategy as a Collaborative Generative Activity: Catalyze a more participative, collaborative, and emergent strategy. Redesign the strategy to fit stakeholder (including customer) needs. Practice a technique for learning and adapting the strategy and the next steps for strategy deployment. Practice the X-Matrix, your new strategy radar system.

Integrate Objectives with Adaptiveness: Create a straight line between team objectives and strategy. Use OKRs to create feedback loops connecting strategy and execution. Create key results to quantify objectives. Discover what key results are and are not and how key results drive in-depth thinking. Use a wide-narrow-wide OKR cycle for ambitious thinking and focused delivery. Use OKRs as a value-generating practice on a rhythm. Combining time-boxed OKR cycles with ways of working and how to incorporate planning and design.

Target Audience

Top-level executives
Senior-level managers
Change management executives
Product executives
Program or portfolio executives
Anyone involved in leading change initiatives

Delivery Formats

In-person sessions with full engagement required
Online interactive sessions with cameras on and full engagement required
Live webinars and Q&A sessions
Private or public

Duration per Workshop in the Series

Multiple modules (4 to 6 hours per module)
Join one or many sessions with peers
Private or public

Before Your Dismiss This Idea

Avoid help from people who almost always massage your ego or agree with you too often; they're just taking your money, and it’s not real help. Avoid rejecting the help and "tough love" you might need. Maybe you prefer to get an obedient and loving dog, but treat it well – a dog is for life.

Beware of black-and-white thinking, observed when someone says something is true or false when it can be both true and false. For example, management consultants and agile coaches are bad, and product coaches are good, and vice versa.

I found quite a few good adaptiveness coaches in the wild, even if they did need a little bit of redirection. Beware of confusion. For example, product development is weak and product management is strong. The best product leaders we came across were in product development.

Beware of false dichotomies, treating options like they are mutually exclusive when they are not. For example, you
need effectiveness, not efficiency – you may need to find a balance. Efficiency can be seen as effectiveness at the acceptable costs/speed (and other resources).

Beware of unoriginal thinking and people who show secondary issues as root causes and mix opinions with facts. Just because they have the mic doesn't mean they're right. Beware of bashing; wait to hear what they're selling; our bet is you won’t have to wait for long.

Video and Book References from MORE executive SUCCESS

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Address Measurement––Activate Effective Measurement, Separate Signal from Noise, and Avoid Gaming:

- Adopt a coherent measurement system with timely humane effectiveness, adaptiveness, and ambidexterity.
- If you must use ‘Objectives and Key Results’ (OKRs), do so in a less damaging way, with some help from AI LLMs.
- Empower vendors with flexible contracts.

Do you recognize any of these?

On measurement:

The organization is measuring the wrong things. The focus is solely on the 'what.' It's puzzling to see 'velocity' double, yet throughput halves. Even more concerning is the ability of peers to create their own narrative in a data-free zone.
If you're measuring, it's likely only what's easily quantifiable rather than the more complex aspects, like how well the proverbial baton passes through value streams. And crucially, the 'why' and 'for whom' are being overlooked. Visualize the tension between authentic metrics and counter-metrics that can detect gaming and imbalance early.

Workshop Goals

Address Measurement––Measure Coherently: Metrics get gamed. Avoid the traps. Measure the how as well as the What, Why, for Whom, and When.

Workshop Overview

Address Measurement––Measurement systems

Attain tension and balance through your own metrics and counter-metrics
Avoid the usual traps, e.g., the average velocity of fake items, which is typical
Measure what’s seemingly tricky to measure
Inspired by the Logic Model, Evidence-Based Management™, LeSS, the Vanguard Method, and the product design, product development, and product management communities
If you have to use Objectives and Key Results, then use them in a less damaging way
Empower vendors with flexible contracts
Looking into recommendations from More Executive Success™ by John Coleman ––Attain more timeliness, humanity, effectiveness, adaptiveness, and ambidexterity. Balance the short-term and the long-term.

Workshop Description

Address Measurement––Measure what really matters:

Avoid traps like single-year operational results, share price, and velocity
Consider the measurement wisdom.
What’s most difficult to measure can be the most valuable.
Stand on the shoulders of giants from various walks of life.

Learning Outcomes

Address Measurement––What’s difficult to measure is most beneficial to measure. Measure coherently:

Strive for balance and harmony by using your own measures and counter-measures.
Avoid common pitfalls such as relying on the average speed of fake items, which is a common mistake.
Measure things that are often difficult to quantify.
This approach is influenced by the Logic Model, Evidence-Based Management™, LeSS, the Vanguard Method, and the product design, development, and management communities.
If you must use Objectives and Key Results, opt for using them in a less harmful way.
Provide vendors with adaptable contracts to empower them.
Looking into recommendations from More Executive Success™ by John Coleman ––Balance the short-term and the long-term.

How?

Address Measurement––Design coherent measurement systems and some help from AI LLMs

Discover the Logic Model for the W K Kellogg Foundation and the Key Value Areas of Scrum.org’s Evidence-Based Management.
Discover the Dos and Don’ts of measurement
The Who, the Why, and the What take a while to measure, and feedback is often too late. Learn the power of measuring the how.
Deconstruct and reconstruct your measurement systems.
Discover the power of PDSA and emergent measurement deployment.
Use less damaging Objectives and Key Results.
Empower vendors with flexible contracts.
Discover the advice from More Executive Success™ by John Coleman. Balance the short-term and the long-term.

Module

Address Measurement––To not measure is to make up your own narrative. To measure the wrong things is to err. Deconstruct and Reconstruct Your Measurement System.

Your measurement system does not focus enough on actualized value improvement. Let's redefine effective measurement. There are no set recipe rules, but we can give you some ideas to try and adjust to see what works best for you. We hope to inspire you.

Let's break through the barriers and redefine how we measure success within the organization:

What makes a good measure or indicator? What makes a good metric?
Balance metrics with counter-metrics
Find the right things to measure
Build your own coherent measurement system outline
If you have to use Objectives and Key Results, use them in a less damaging way
Looking into recommendations from More Executive Success™ by John Coleman
Empower vendors with flexible contracts

Approaches, Creators, Books Referenced, Facilitators

Approaches Referenced:

Measurement, inspired in part by The Logic Model, but also by many leading lights
Measure, inspired by Scrum.org Evidence-Based Management, but also by other leading lights

Original Creators for Works Referenced:

Patricia Kong
Bas Vodde
Craig Larman
Kurt Bittner
Dave West
Tom Gilb
W. Edwards Deming

Books Referenced:

Present Sense: A Practical Guide to the Science of Measuring Performance and the Art of Communicating it, with the Brain in Mind
Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness (The Professional Scrum Series)

ISBNs:

1838591095; 978-1838591090
ISBN-10: 013824457X / ISBN-13: 978-0138244576

Facilitators:

John Anthony Coleman
Nader Talai

Date/Time: Flexible

Flexible

Ticket Type: Pre-order––Save 150 GPB on a flexible and transferable ticket

Pre-order––Save 150 GPB on a flexible and transferable ticket

Location: Live-Virtual Cameras-On Mics-On

Live-Virtual Cameras-On Mics-On
In-person (London England)

Product variants

In stock, ready to ship

Pairs well with

Address Measurement

Flexible / Pre-order––Save 150 GPB on a flexible and transferable ticket / Live-Virtual Cameras-On Mics-On

£1,499.00 GBP

Address Measurement

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