AGILE STRATEGIC TOOLS HELP DRIVE SPRINT DECISIONS
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ABC STRATEGIC THINKING TEMPLATE
Working their way around the template, a team can more quickly arrive at the strategies or specific initiatives and key actions they need to implement.
This tool also serves to accelerate decision-making by first ensuring that there is real clarity in the outcomes being sought. The framework aids in fostering an environment of collaborative thinking and a disciplined process to reach decisions quickly. This is particularly valuable when addressing long-term initiatives that invariably will require both discipline in their implementation and agility in adjusting to the expected and unexpected course corrections. Importantly, the tool sets the stage for anticipating potential course corrections.
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Course Corrections are Built In
The course corrections are motivated by the feedback loop, which is created at the beginning of the planning process, and updated regularly. Just as we use gauges in a car to monitor and adjust our speed, cabin temperature, fuel levels, and to continuously monitor the overall environment around our vehicle, the performance indicators in the feedback loop need to be adjusted from time to time. The tool helps to ensure we don’t overlook that part of decision-making and keeps it agile.
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Decision-making is Circular
The circular process in the tool also reminds us that there is no beginning and end to decision-making; that the result of a decision really, and simply, leads to a “new normal” and new opportunities. The clarity that results from knowing and believing what becomes possible as a result of one or more decisions is energizing and focused, leading to progress and growth. Again, greater collaboration occurs through well-focused activities, and the skills developed through repetitive use of the tool, have proven to deliver quicker and better decisions.
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SKEPTIC Tool
This tool offers the quickest way we have found to concentrate a group’s attention on the possible future outcomes of a project or initiative.
These could be five to ten-year horizons for a strategic plan or construction project, or a shorter term of a few months for a marketing or software development project. It works well with the ABC Strategic Thinking Framework. |
Rule of Three
The Rule of 3 applies to prioritizing tasks. This supports Sprint Decisions by keeping the number of tasks being concentrated on to no more than three - a manageable number.
It has been proven that people can only truly concentrate on three things at once. Any more than that leads us into the trap that “if everything on our list is a priority, then nothing is really a priority”. |
Web of Relationships
Sprint Decisions are naturally subject to the Web of Relationships and the Law of Unintended Consequences.
To reduce the Unintended Consequences, consider what happens when you turn one side of a Rubik’s Cube. Initially each side is a solid color. Once one side is turned, not only is that side affected, but so are the others. This was not the intention. |
Root Causes
Sprint Decisions require simplicity. It is important to remove the complexity inherent in the issues and systems we are making decisions about.
A very useful tool to achieve this is to conduct a brief exercise exploring and defining the root causes of any problems we encounter. Other tools like Mind Mapping are useful for the longer term effects of Sprint Decisions. |