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When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. That creates distrust and an anti-agile culture. And all those ways require we change the culture from that of resource-efficiency thinking to flow-efficiency thinking. That's a cultural change.
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. See Flow Metrics and Why They Matter to Teams and Managers for more information. The more frequently you can demo, the better.
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. What about those cultural changes? All roads lead to Flow Metrics.) Too few organizations can do that.
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( Here are some examples: Demos, even of partially working product. It might not be a customer-worthy demo, but it's a demo of a sort.). You don't need too many metrics if you can see visible progress.
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( Here are some examples: Demos, even of partially working product. It might not be a customer-worthy demo, but it's a demo of a sort.). You don't need too many metrics if you can see visible progress.
And because every sales team has a unique sales strategy, culture, solution, and definition of winning, the best sales playbooks are unique to each organization and target buyer persona. Sales Culture. Do not underestimate the need for the right sales culture to meet your targets. Sales Talent.
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