I can’t help look at the User Story as being a form of Value Proposition. Or re-framed, the Value Proposition being a company’s over-reaching umbrella Agile Epic.
Is your thought leadership thoughtful?
Great thought leadership is aligned to the vision of the company. It should be of value but not give away the whole shop for free. It should entice people to hear more about what you have to offer. Be forward looking and inspiring. And yes, thoughtful.
What is your company’s attitude and response to customer escalation?
There is a broader lessen for all of us who are makers in Boeing’s slow response to ground the 737 Max 8. When something goes wrong, there is often a path of blaming customer-product-company. It’s telling how we deal with issues, errors and flaws. If we leave it until it escalates to company, then its often too late.
Celebrating ALL Women working in Tech
All women working in the tech industry make a contribution to the industry, not just those in developer roles. Working in it, even on the “business-side”, they know a lot about tech. If you work in Tech, and you self-identify as a women, you are a Women in Tech. Regardless of your role, level or experience. I want to celebrate them all.
Does your company carry operational debt? Or customer experience debt?
In your business do you know what you are NOT doing today because it’s more important than urgent? Do you know what your customers are tolerating about your product or engagement, because on balance they are getting what they need today? Have you future-proofed your product against changes you customers are facing in their own business? Are you delivering both a great experience as well as a great solution?
Can Agile self-organization help with the natural tug-and-pull when building a great Executive team?
One of the most interesting things about executive teams is that no two are alike. When someone reaches C-Level, they have a unique set of experiences, skills and attributes that has a big impact on how they work with others and achieve results. Often C-Level responsibilities blend – especially with different groups that share a focus on the customer. So a natural give-and-take can happen that if not acknowledged and directed can sway a company culture in an unintended direction and even create competitive silos.
