Deliver on Your Portfolio Commitments
Learn crucial adaptations to Agile Estimating at scale.
Deliver on Strategic goals, when you said you would. How?
Matching Demands with Observable Supply
Learn and adapt what you ‘request of’ your delivery system, to match the capacity and pace reality. Placing infinite demands upon a finite system is the core issue.
Objective Financial Justification
Learn how to proactively justify (objectively, economically) an increase or decrease in the capacity needed to meet strategic goals over the next 18+ months.
Watch an excerpt from
Lean-Agile Portfolio Forecasting
Here’s an introductory video on this topic,
this info typically only available during Embedded Coaching engagements.
He was a practitioner and Senior leader in Ops Finance, Technology, and Product Management.
He understands how to realize the full benefits of Business Agility, in a way that is “certifiable” only through intense years of experience.
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Outcomes are optimized as a result of ongoing Awareness and Shared Accountability across your entire organization and partner network.
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We do not exist to sell nor perpetuate the growing number of Conceptual Frameworks.
Jill Crame, eCommerce Dir. | Farmers Insurance
"Thank you, for your superb leadership and vision. Not only did you change so many minds, you won over so many hearts!" Without your skills and dedication, we would not be where we are today."
Kevin Winchester | Paycor (VP of Tech)
"If you are a Baseball person, I’d tell you that David is a “5 Tool Player”. His talents are as deep as they are wide. David is a dynamic individual that balances the “too much or too little line” with confidence and grace. Great person, great experiences, and tremendous talent."
Key Moments in this video
Overlapping Influence for Estimation Correlation
Respect for People
- Those who must deliver, must plan their part in the solution. Every business function must be empowered, at the right time, to influence and BE influence cross-functionally.
- Executives can not “pick the deadline” for the Solution teams, without giving on Scope (the true variable). Otherwise, Quality is the implied variable.
- Sub standard experience brings attrition for Employees 1st and then Customers. One is a leading indicator of the other.
- Are we watching the ultimate metric of employee contribution to strategy formulation? No idea how to track this objectively? Let David show you.
Agile Governance for Investment Decisioning
Shared Ownership Mindset
- We try to hold someone else Accountable to a plan that was most likely not their own. Inspired people find the WHY beneath their shared action, and they inherently hold their self/selves Responsible for the Group outcome.
- Accountability metrics are a leading indicator of inevitable attrition (employees, and then customers).
- Inspiring strategies co-shaped by Solution teams offer metrics that are directly traceable to customer delight – they insist upon it, but only if the Culture encourages meaningful, timely support from Leaders who reward for Learning and never punish Solutionists for experimenting in the attempt to kNow customer better.
Feature ETAs as Indicator of Strategic Progress
Value-driven Learning
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Let’s realize a culture that encourages admission of what we – as individual team members – do NOT yet understand
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Stating clearly, “I don’t know” is the most empowering, anxiety-relieving statement that is uttered in the highly Adaptive, Compassionate organization.
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This is a result of nurturing a sincere relationship with Customers who offer feedback in rapid, synchronized, objective ways that are craved by solution teams who strive to Understand and empathize with what Customers need to achieve their own mission in society.
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To find the value proposition, we must seek to Feel, Understand and Adapt to the entire [blocked] flow of value across the solution chain – seeing our Customers’ Customers needs and beyond.
Lee Cookman, Sr. Dir. Marketing | Capital One
"With his transformation plan, embedded coaching, and honest feedback, we successfully launched a cross-functional Adaptive-Leadership system in just 3 months with Quarterly Planning events that enabled a leadership to set the stage for improved associate morale, significantly improved Team inclusion in quarterly planning, granting Sr Leadership a genuine perspective on what the Program teams were capable of delivering for our customers, partners, and organizational leadership."
Tim Nargassans, Sr. Dir of Data Services | FIS
"David was a great partner during our organization's SAFe Agile transformation. A trusted advisor who became a true friend during our engagement, creating a cohesive and collaborative environment with a stronger and more inclusive culture."
As a show of appreciation
here’s another topic that you should find helpful,
to ensure Portfolios deliver.
Peg Ryan, VP of eCommerce | Farmers Insurance
"Bright mind, cool head, kind heart. These three attributes make David the quintessential team builder. He brought in fresh ideas. He changed the status quo by tirelessly, yet gently evangelizing the benefits of Inclusive, Adaptive Leadership."
Michael Farris, Portfolio Mgr| American Family Insurance
"Over the course of my 30 plus years of experience as a consultant it is rare that I have come across a special talent. David displays such a talent, tirelessly in every exchange."