November 19, 2025 • 35 mins
When decisions stall, frameworks bloat, and teams start spinning—it’s not always a process problem. It’s often a capability gap.
In this practical and insight-rich episode, I reframe how real delivery capability gets built—not through endless training or new tooling, but by aligning people, processes, and tools in a way that actually works across hybrid teams and operational realities.
I unpack a three-part capability playbook that’s designed for today’s fast-moving, budget-conscious environment. From adaptive governance that gives teams the confidence to decide faster, to predictable cadences that replace chaos with calm, to change agility that helps teams pivot through volatility without losing traceability. This is capability that enables delivery, not delays it.
You’ll hear examples from real transformations that halved decision latency, replaced performance reviews with learning rituals, and embedded uplift into business-as-usual through milestone retros. I also call out common traps to avoid like throwing tools at symptoms, overmeasuring activity, or launching into training before observing real friction.
Whether you're leading a PMO, managing delivery teams, or navigating cross-functional change, this episode offers a clear path to capability uplift that actually sticks.
🎧 Tune in, take notes, and explore how you can pilot your own capability uplift using our Capability in a Box product suite—including persona mapping, CIAB cards, and more.
In this episode, I cover:
00:39 Defining Capability Beyond Skills
02:03 People, Process, and Tools Explained
03:21 Why Training Waves Failed
05:33 Overloaded Operations and PM Support
06:13 Market Pressures and Constraints
10:51 Core Capability Focus Areas
And more...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Fatimah Abbouchi (00:00):
You're listening to Agile Ideas the
Podcast, hosted by FatimahAbbouchi.
For anyone listening out therenot having a good day, please
know there is help out there.
Hi everyone and welcome back toanother episode of Agile Ideas.
I'm Fatima, CEO at AMO, MentalHealth Ambassador, and your
(00:23):
host.
In today's episode, which is asolo episode, we're going to be
diving into a topic that everydelivery leader wrestles with.
And that is how do we buildcapability in our delivery
teams?
Where do we start and what dowe avoid?
I'm going to talk about whythis matters now, the core
capability areas that we shouldfocus on, where to start, what
(00:47):
to avoid, and then how we embedcapability into BAU, business as
usual, also known asoperations, depending on what
your company refers to it as.
So let's get started and firstand foremost, understand what I
mean when I say uh understandwhat I mean by building
(01:08):
capability.
And before we get into the how,let's clarify the what.
So when we talk about buildingcapability, what do we really
mean?
Are we talking about projectdelivery capability?
That is what is often thepeople leading the programs, the
projects, the PMOs, or are wetalking about the operational
(01:31):
teams, which I refer to, alsoknown as BAU or business as
usual?
And that includes functionslike HR, finance, risk,
marketing, sales, and so on.
These are the people who makedelivery possible that often go
behind the scenes and gounnoticed.
The truth is, when I'm thinkingabout building capability in
(01:54):
delivery teams, it is reallyboth.
The reason for this is if youroperational teams can't flex and
support project delivery orprogram delivery, or your
project and program deliveryteams can't adapt and make
decisions confidently, thenyou'll always have a capability
(02:14):
gap, even if everyone istechnically qualified.
The other thing is when I thinkabout capabilities, often
capabilities is assumed that itis about the individuals and
their skills or theirexperiences.
But when I talk aboutcapabilities and when AMO talks
about capability and capabilityin a box, which is a product
(02:36):
that we we've developed, we'rereferring to the people, the
processes, and the tools.
And the tools does notnecessarily mean technology,
although that is included.
It could be anything.
Frameworks, models, software,um, you name it, it's included
in that tool side of things.
So when I'm talking aboutcapabilities and capability
(02:57):
gaps, I'm referring to people,process and/or tools.
I've seen organizations spendmillions of dollars on
frameworks and trainingprograms, but the problem is
it's not the delivery teamsthemselves that aren't
successful in the um the insuccessful in the outputs of
(03:19):
delivery as it stands on itsown.
What is actually the key that Ifind after all this money is
invested, or supposedlyinvested, is it doesn't matter
how efficient or effective youthink your project, your
program, or what your deliveryis.
As I said, when you think aboutthings such as the agile ways
(03:41):
of working wave over the lastseveral years, there was so much
money thrown at trainingprograms and coaching and
frameworks and all of thesethings.
But what was actually lackingin many of these transformations
was capability and decisionflow.
That is the good governanceneeded.
And we're going to talk aboutadaptiveness and governance in a
(04:02):
moment.
So, in this episode today, I'mgoing to talk to you about where
to start based on my experiencein this last 20 years, what to
avoid, and what are some of thechallenges I've seen, and then
how to build delivery capabilityoperationally and in your
projects and programs thatactually lasts without
(04:23):
overwhelming your alreadystretched teams.
And I just want to give a quickexample.
Often when we spend timetalking about projects and
programs that we're deliveringor that we're supporting, what
people don't realize is when youthink about the operational
teams that you need to leveragefor your projects and programs.
(04:46):
Let's just say Project ManagerA is leveraging assistance and
support or subject matterexpertise from a salesperson or
a marketing person or the HRteam or the internal audit team,
whatever teams internallyoperationally.
That's just one projectreaching out to those
individuals.
And then you multiply that bythe multitude of projects that
(05:08):
are going on in an organizationat any single time.
And what you find is you'restretching and overwhelming
existing teams who alreadystretched and overwhelmed.
And these operational peopleend up having to do all of this
on the side of their desk.
This became even more prevalentfor me in a recent engagement
that I had delivered, where AMOwas brought in to provide
(05:32):
program management as a service,and through that were able to
leverage over 90% operationalteam members, that is their
existing staff, rather thanfront loading with dozens of
consultants and contractors.
Now, don't get me wrong, I'm aconsultant and I know we can add
(05:53):
a lot of value, but alsothere's sometimes where the
wrong capability is not present,or there is inefficiency and
ineffectiveness, and thereforeyou end up needing more
resources and more resources andmore resources, and that in
fact compounds the problem.
So let me take you into whythis matters now.
(06:17):
Right now, I think a lot oforganizations are talking about
capability uplift.
There is uh organizations thatare launching uh their own
internal academies, and there isPMOs that are scaling their
capabilities and their services.
There's organizations doing newoperating models, and
(06:39):
transformations are becomingmore fashionable.
But most are still strugglingto deliver consistently.
And I can say this because as acareer contractor and a
consultant over the last 10years, I've had the opportunity
to work now, more recently inthe last 10 years, with over 30
(07:00):
different organizations of allsizes and scales, from startup
to multinationals tointernational organizations,
everything from your ASX 100right down to your mom and pop
store.
So what I've noticed, and I'mnoticing still is that the
environment around us ischanging.
(07:20):
There is a lot of hybrid work.
There's still residual remotework from home, um, different
styles of working in differentorganizations.
Budgets are leaner becauseorganizations are trying to
invest more in AI and thereforeeliminating uh roles and
functions.
There is conflictingpriorities.
(07:42):
Some of the organizations arestruggling with new regulatory
requirements, like thoseproviding payment acquiring
services and similar, wherethey'll be required to secure
new licenses under Australianlaw.
There's teams that are justoverwhelmed and constantly under
pressure to deliver.
And yet, in all of my last 10years as a consultant in AMO, I
(08:09):
haven't really seen how we'veequipped people with adaptive
capability to thrive in thatenvironment.
I've learned that capabilitygaps themselves rarely live in
just process.
As I mentioned before, it'speople, process, and tools.
So, therefore, then when wethink about the people side,
(08:30):
it's how do these people, likeyou and me, apply the processes,
but then how we also thinkabout it, how we decide, how we
adapt when things don't go toplan.
I've worked in teams that theirgovernance was perfect on
paper.
They spent millions of dollarson frameworks and portfolio
structures and cadences, andeverything looks great on paper,
(08:55):
but no one felt confidentmaking decisions without
executive approval.
Sometimes for lack of awarenessof what they can and can't do,
and other times because of fear.
It's not a process problem,it's a capability problem.
I'll give you an example.
Uh, working with the localcouncil as an as one example,
(09:16):
where they investedsignificantly in having a big
name consulting firm come in andprovide them with a
transformation programframework.
Now that's all well and good,but what was delivered, not
surprisingly, was over the topfor what they needed.
And they didn't have aframework gap problem.
They had a people capabilityproblem.
(09:39):
People didn't feel confidentmaking decisions, executives
were very micromanaging, therewas no clarity around what
happened where.
There was some dead weight interms of process, it was just
absolutely chaotic.
And so you can have the bestgovernance on paper, but it's
(09:59):
not going to drive the outcomesand the results you need.
And the other thing is wetalked about process rather and
people.
When we think about tools,there is so much waste when it
comes to tools in organizations.
And not leveraging tools thatalready exist in your
organization that you havelicenses for just compounds the
(10:20):
problem.
So this matters now becausewe've got all of these factors.
We've got the regulatory space,the hybrid work, teams under
pressure with newtransformations, AI is coming
into the conversation more andmore.
There is so much happening.
And it is just really, reallyimportant that we are focused
(10:43):
and driving adaptive capability.
So now that we've talked aboutwhy this matters, let's cover
off the core capability areas tofocus on.
Now, when I think about corecapability areas, there is a
very, very broad set ofcapabilities that I could talk
to.
And there's many that matter,but I'm just going to focus on
(11:06):
three areas of focus that comeup constantly with clients of
all sizes, and they are relevantnow, and they have been every
single point in the last 10years and 20 as an independent
contractor.
So let's cover the first one.
So the first one is adaptivegovernance, also can be referred
(11:28):
to as decision confidence.
This isn't about adding moregovernance and structure and
labor-intensive process, butit's about making it smarter and
more flexible so that peoplehave the confidence to make the
decisions they need to make andable to do that in the way the
right way, but alsoorganizations having the trust
(11:50):
that decisions are going to bemade in the right way without
having to feel like they have tomicromanage it.
When we think about adaptivegovernance, it's about helping
teams to be more confident inthe decisions they're making in
real time and not necessarilywaiting a month for a steering
committee.
And this is why, if I thinkabout some recent programs, we
(12:10):
were really clear on what thesteering committee's
expectations, role, and charter,as well as delegation of
authority was, so that we didn'thave to wait a month for
decisions.
Otherwise, the program, nowonder they go for three years,
four years, five years, thesetransformation programs, because
people don't have theconfidence to make decisions and
move forward.
Not only that, I was speakingto an executive at a recent
(12:34):
engagement as well who said, Idon't mind decisions being made.
I just need to understand thatpeople are aware of the
consequence and impact of acertain decision.
And I only need to be acrossthose that are of high impact
and high consequence.
That makes absolute perfectsense.
And adaptive governance canreally help teams be more
confident in the decisionsthey're making in real time.
(12:57):
So what this might look like isclarity around who owns what
decisions and when escalation isreally needed.
Now, you're probably listeningto this saying, well, we have a
racy, or which, you know, forsome people that may be
listening and don't know whatthat is, it's an overview of
who's responsible, accountable,consulted, and informed.
(13:18):
And there's differentvariations of that.
But the part that's moreimportant is not just who owns
what decisions.
One, we've needed to find thethe what, because there is
decisions that are as broad andas shallow, depending on the
organization, the maturity, thecontext, the people.
What's more important is theescalation.
(13:40):
When is escalation reallyneeded?
And understanding and creatingsome use case examples early on
can really help to provide thatdecision confidence.
The second thing is scalingoversight based on the risk and
not red tape.
So, as I was just giving anexample of a recent client
engagement, they felt thatthrough one phase of the program
(14:05):
that was running around them,that there were decisions being
being driven up the line.
And they were not reallyfocused or based on risk.
They were actually not of ahigh impact or high consequence.
And so they felt at times theywere being brought into things
that they didn't need to bebrought into.
So we need to make sure that wealso have a way to provide
(14:30):
visibility on the decisions thatare being made and that those
decisions have been recorded sothat there is a reference to
that point, but also not boggingpeople down with lots and lots
of red tape.
And then also giving teamspermission to adapt within
certain guardrails rather thanplaybooks.
The problem with you know yourlarge, complex governance
(14:54):
frameworks, and I know becauseI've done them and I used to do
them and I've learned uh overthe time over the time, over
time rather, is that one,they're either too overwhelming
and too big, like similarexamples in recent engagements,
um, such as the client council.
But also, there isn't clearguardrails, it's just rules and
(15:14):
rules and rules, and it makes itreally hard to follow.
As I said, there are numerousexamples I can give, but when we
moved the dial and shifted toan adaptive governance lens lens
where we used shorterrisk-based approvals, clearer
delegations, and understood whenwe needed to escalate, it
(15:36):
actually cut the cycle time inhalf without losing control.
And that's real capability inaction.
A good example of that isanother piece of work where,
although we wouldn't flagdecisions all the way up the
line, we made sure that weranked them.
They're either level one, whichis executive level, C level,
level two, which was at yoursteering committee or head of
(15:59):
level, and then level three wasat the program level, where
nothing at a level three reallyneeded to be reported up the
line, but there was reference toit centrally in our tools to
make sure there was historicaltraceability.
So this is why adaptivegovernance, decision confidence
is so important.
A second capability area that Iwould focus on, uh, not
(16:21):
surprisingly, is deliverydiscipline.
So this isn't about bureaucracyand the governance and the
rules and processes thatunderpin delivery, but it's the
rhythms and the cadences.
Teams that have predictablecadences that are, you know,
co-designed together.
They include things such as,you know, they might have uh
(16:43):
regular risk cuddles orretrospectives every Friday at
10 a.m., or they might have areview of the schedule together
weekly, whatever the whateverthe cadences that you have, it
helps to create calm in chaos.
One energy company, as anexample, I worked with had a
failed transformation attempt.
On the second round, when wewent in, we helped them to
(17:08):
co-design governance that wasactually effective and also cut
a lot of the red tape thatexisted in their existing
enterprise PMO.
But more importantly, what wedid is we created predictable
cadences that happenedregardless of whether there was
anything to share.
And what it did is it startedproviding effectively pockets,
(17:30):
pockets of time or moments oftime where people knew if they
had something that related tothat particular category of
information, the risk, theissues, it was a decision,
whatever it might be.
They knew when to, when theywould be able to present
themselves for that, when theywould be able to raise it.
And they were able to work in away that was much more calming
(17:52):
than waiting to find out whensomething was going to be booked
in advance and not knowingwhether there was anything that
was in place that was going tobe consistent enough for them to
plan their programs around.
So when we think aboutdiscipline and delivery
discipline, it's not aboutrigidity.
I'm always all for having aplaybook or a framework for how
(18:14):
delivery should operate, butalso give people some of the
freedom to focus on the highvalue areas and do so by
providing consistent cadences.
Doing so also provides greaterconfidence in the delivery teams
themselves.
You'll be amazed at how much ofa difference you will see in
(18:35):
your delivery teams when A, theydesign the delivery cadences
together as a team, two, theyremain consistent, and three,
that they're given the rightguardrails to be able to focus
on the high-value activities andnot just firefighting.
So delivery discipline is thesecond of three capability areas
(19:00):
to focus on.
And then the third one ischange agility.
This one's really set soundsreally simple, but it's very
powerful.
This is the similar to umadaptiveness in general and
adaptive capability overall,this is enabling you and your
teams to pivot without losingdirection.
(19:21):
And I'll give you a goodexample of this in action.
So working on a recent clientengagement that was regulatory
in nature.
Now, as you may or may notknow, when we talk about
regulatory compliance programs,they are never predictable
because you can't control when aregulator is going to release a
(19:41):
law, when they're going to openup for uh industry feedback,
when their review cycles aregoing to finish.
And typical government fashion,nothing happens when they say
it will.
So the best delivery teams I'veever worked with, similar to
the one that I was working withrecently, were comfortable with
change because they expect it.
(20:02):
They expect change, they knowit's coming, and they're
prepared for it.
They will think about what istrue now, and then they'll
adjust their plans very quicklybased on new information, uh,
changes to legislation, changesto policies and frameworks in an
organization, changes toavailability of tools, anything
(20:24):
at all that is happening aroundthem.
They also don't wait forsomeone to tell them.
They are able and confident,back to delivery confidence, to
uh respond.
And and I'll probably give youone more example.
So, partway through a recenttransformation, there was a
sudden uh shift in direction atthe top of the food chain, uh
(20:48):
top of the hierarchy, with a newCEO coming into play.
And that transformation agendacompletely shifted and flipped
on its head.
In fact, it forced a completeredesign of the program, and the
teams that handled it the bestweren't the ones that had the
fanciest tools, but they're theones that had experience and
(21:08):
practice adapting together.
So you can see, so you can seehere the key theme is
adaptiveness, and adaptingtogether is essential, and doing
so means you're gonna getgreater outcomes.
So now that we've talked aboutthree of many core capabilities
(21:30):
to focus on, where do youactually start?
Let me have a sip of water.
Okay.
So first and foremost, now thisis something that um I I would
say is probably one of the mostum important, probably one of
(21:51):
the most important one, well,maybe the first two are two of
the most important things thathave been key to success for me
and also for AMO over the last10 years.
First, it's observing thefriction.
So, as I said, a lot ofconsultants will come in with
the best framework and the besttraining, and we're gonna coach
(22:12):
you to do this and we're gonnado that.
And they just listen to whatthe client says and then assume
it's all accurate and true.
Don't test any assumptions andthen get on with providing
solutions.
The problem is they didn'tstart by asking where people are
stuck, where decisions slowdown, where does work bounce
(22:32):
around, or why is no one owningit.
There is plenty of places wherecapability gaps live if you
just look for it.
And so observing the frictionis one of the first things I
would do.
And in fact, is one of thefirst things we do in general.
And the second one, tied veryclosely, is having
conversations, not doingassessments.
And this is where you'llactually be having conversations
(22:56):
and listening to teams.
Now, remember what I said atthe beginning, not just delivery
teams, operational teams aswell.
And this is where we'll listenfor patterns, we'll look for
duplication, we'll look forrework, we'll look for missed
handovers, we'll look for thesesorts of things because these
sorts of things is what'sslowing people down.
And they're the signals thatyou want to pay attention to.
Once you've defined thosesignals, you then want to look
(23:19):
at piloting a capability upliftin a particular area.
And you may pick a particulararea that will help to drive
adaptive improvements based onwhat you've just witnessed and
what signals you've identified.
And then fourthly, you want toalso then align leadership.
Executives might thinkcapability means training.
(23:40):
And if they think that, yourefforts will stall.
I've been in clientconversations where I've
mentioned the word capabilityand they'll say, oh, HR takes
care of that, or we have atraining framework, or we have
an LMS, a learning managementsystem, etc.
And that just shows me thatthey don't understand
capability.
So leaders themselves have tomodel the adaptive behaviors we
(24:04):
want our teams to do.
And as a CEO myself, I need tohelp make them understand that
it is normal and really, reallyimportant to be adaptive and to
have that change agility that'snecessary.
So they that's where I wouldstart, just to um effectively
uncover the capability gaps thatyou might have in your
(24:26):
organization or your team.
Once you think about thosethings, I also want you to think
about the kind of key things toavoid.
And these are based on uhexamples I've just given, but
also things I've seen thatorganizations have tried to do.
One is don't just start withtraining.
(24:47):
Capability grows from doingthings, not just learning.
This is why mentoring programs,like the PMO leader mentoring
program, is so helpful becauseit actually enables the mentees
to do as opposed to just listen.
And so it's really, reallyimportant to not just start with
training.
The other thing is don't throwframeworks at people.
(25:10):
I remember a government,Victorian government department
that um had experiencedframework challenges and gaps,
and they thought that was aproblem, but it wasn't.
They just made themselvesbelieve that was the problem.
And they thought their teamsjust needed another model.
What they actually needed waspermission to apply what they
(25:31):
already knew and work togethermore effectively.
It was actually the cadencesthat were holding their teams
back and the decision fatigue.
The third thing is don't assumedelivery capability, live
delivery capability rather,lives just in the delivery
teams, as I highlighted earlieron.
It's also the operationalfunctions that are supporting
(25:52):
delivery because some of thebiggest capability gaps is
between the handover fromdelivery teams into operations.
Sometimes it's thrown over theset, thrown over the fence.
So that's another key area tofocus uh and avoid.
And then finally, don'tover-measure.
So you I remember anotherexample of an organization,
(26:16):
very, very large internationalorganization whose Australia's
whose Australia division of theorganization spent an inordinate
amount of time, money, energyon a very complex PPM tool.
And they thought that havingbeautiful dashboards and Power
(26:37):
BI plugins and all of theseresources spending time doing
this was going to be the key tosuccess.
But years passed, and I stillget input that nothing has
changed because the behaviorhasn't changed.
So if you're only measuring theactivities, you'll miss the
(26:58):
progress.
And we know that withoutprogress, there is no outcomes.
And then thinking about theoverarching BAU operational
conversation, let's talk aboutembedding capability into BAU.
And in this uh this regard,what we need to think about is
(27:23):
that it's not just aboutbuilding capability because
these functions aren't goinganywhere, but it's about helping
them to make capability part oftheir work.
So here's a few ideas that I'veseen work firsthand.
One organization I work withbuilt reflection into their
delivery.
And so they they looked at whatworked, what didn't, and they
(27:46):
did that at the end of eachmilestone, not at the end of a
project, not the end of aprogram.
They did it throughout at everymilestone, and that helped them
drive um insight and learningsand lessons, not just in
delivery, where they'll go on,move, move on to the next
project, but actually intooperations.
(28:07):
We also used governance as alearning loop in another
organization.
And this was about making surewe weren't just reviewing
progress, but how the teams cametogether to improve.
So, this particularmanufacturing organization, we
spent some time with themdeveloping an annual framework
(28:27):
that they could um bring teamstogether in a competitive
nature, so someone from everyfunction of the organization,
and they would focus on how theycould uplift capability for
their function, whether it wasimproving the water quality in
their um in the manufacturing inthe manufacturing space,
whether it was increasing thenumber of experiments in a
(28:50):
pharmaceutical space, whether itwas about leveraging better
financial resources in theenterprise PMO.
Every team brought something tothe table and they used this
learning loop to driveimprovements.
Celebrating adaptive behavioris another way of referencing
(29:13):
and calling out and showcasingwhen something is done, usually
under pressure, and it's apositive uh step forward for the
business.
And that's all aboutcelebrating that adaptive
behavior.
And that is really importantbecause then people get the
confidence to make moredecisions, and then replacing
performance reviews withlearning reviews.
(29:35):
So, how many people listen to aum feedback from their manager
once a year?
And then that manager might behaving a shit day, let's be
honest, and may not give you areally good result.
Or in some organizations whereout of your whole department you
can only rank people and onlyhave a top five, which is crazy,
(29:57):
even if 10 of the people inyour department.
Department went above andbeyond.
So why don't we go fromperformance review to learning
review and think about what welearnt this quarter or quarter
would be ideal.
You could go monthly, to behonest, as a small business,
monthly is fine and it helps usto then leverage what's working
(30:20):
well.
But a quarterly would be atminimum instead of annually, and
leveraging those learningreviews because you want to see
that your people are constantlylearning.
Otherwise, you're just standingstill.
And remember, key to all ofthis is that capability uplift
isn't a separate stream of work.
It's something that you buildthrough practice and over time.
(30:41):
So now that we've covered offall of that, I want you to think
about what I said at the veryoutset.
When we talk about buildingcapability, remember it's not
just about people's skills.
It's not about adding layers ofprocesses and frameworks.
(31:02):
It's not about introducing newtools and training people on AI
and all of these sorts ofthings.
It's actually about creatingclarity and providing the rhythm
and adaptability so that teamscan work better under pressure,
but also so that they are ableto drive greater outcomes
(31:23):
because they'll be moreadaptive, they'll have decision
clarity, and they'll have thatnecessary change agility, change
agility to drive the rightoutcomes.
When you think about capabilityand adaptive governance in
general, you think about wherecould your organization
introduce some of theseprinciples and then in return
(31:47):
get faster, smarter decisionsoverall in your end-to-end
environment.
Because ultimately, startingwith governance and decision
making is really where thecapability journey can begin,
because everything can be builtfrom on top of that.
Now, when we think aboutcapability, as I've said
earlier, it's it's not somethingthat you just set and forget or
(32:10):
that you just turn on and youuse and then you turn it off.
No, it's something thatcontinues to evolve every
milestone, every decision, everyconversation, every moment.
So there you have it.
Uh, bit of an overview onbuilding delivery capability and
also uh things to think about,to avoid, and some things to
(32:35):
think about of where to start.
And if you've gotten this farand you're wondering, well, how
do I move my team forward or mybusiness forward?
Or what can I share with mymanager to help our team who has
execution gaps and has problemsand needs some support?
We are piloting a capabilityworkshop.
(33:00):
It is a fast-paced, engaging,collaborative, using our
one-of-a-kind capability in abox product suite, including our
CIAB cards, persona mapping,and so much more.
And we're looking for two orthree pilot customers to work
with us in the coming three orfour months to see firsthand how
(33:25):
the model that we've builtactually can help you to
identify the necessary frictionthat needs to be removed, help
you to self-assess through apractical and tailored workshop
experience, rather, and thenshow you how to map and then
(33:47):
pilot your own capabilityuplifts.
And this experience has driven90 plus percent on PIR results
and has driven repeat customersin a number of industries
because it actually bringsoperational and delivery teams
together and provides thenecessary path to move forward.
(34:11):
Otherwise, I hope you enjoyedthis episode of Agile Ideas,
which is a bit of a soloepisode.
As always, if this episoderesonated with you, I would
absolutely love it if you wouldshare it or leave a quick
review.
And as always, let's keepclosing the gaps between
strategy, delivery, andoperations.
(34:33):
Until next time, I hope youhave a wonderful day.
Thank you so much for listeningto this podcast.
Please share this with someoneor rate it if you enjoyed it.
Don't forget to follow us onsocial media and to stay up to
date with all things AgileIdeas go to our website
www.agilemanagementoffice.com.
(34:55):
I hope you've been able tolearn, feel, or be inspired
today.
Until next time, what's youragile idea?
You're listening to Agile Ideas the
Podcast, hosted by FatimahAbbouchi.
For anyone listening out therenot having a good day, please
know there is help out there.
Hi everyone and welcome back toanother episode of Agile Ideas.
I'm Fatima, CEO at AMO, MentalHealth Ambassador, and your
(00:23):
host.
In today's episode, which is asolo episode, we're going to be
diving into a topic that everydelivery leader wrestles with.
And that is how do we buildcapability in our delivery
teams?
Where do we start and what dowe avoid?
I'm going to talk about whythis matters now, the core
capability areas that we shouldfocus on, where to start, what
(00:47):
to avoid, and then how we embedcapability into BAU, business as
usual, also known asoperations, depending on what
your company refers to it as.
So let's get started and firstand foremost, understand what I
mean when I say uh understandwhat I mean by building
(01:08):
capability.
And before we get into the how,let's clarify the what.
So when we talk about buildingcapability, what do we really
mean?
Are we talking about projectdelivery capability?
That is what is often thepeople leading the programs, the
projects, the PMOs, or are wetalking about the operational
(01:31):
teams, which I refer to, alsoknown as BAU or business as
usual?
And that includes functionslike HR, finance, risk,
marketing, sales, and so on.
These are the people who makedelivery possible that often go
behind the scenes and gounnoticed.
The truth is, when I'm thinkingabout building capability in
(01:54):
delivery teams, it is reallyboth.
The reason for this is if youroperational teams can't flex and
support project delivery orprogram delivery, or your
project and program deliveryteams can't adapt and make
decisions confidently, thenyou'll always have a capability
(02:14):
gap, even if everyone istechnically qualified.
The other thing is when I thinkabout capabilities, often
capabilities is assumed that itis about the individuals and
their skills or theirexperiences.
But when I talk aboutcapabilities and when AMO talks
about capability and capabilityin a box, which is a product
(02:36):
that we we've developed, we'rereferring to the people, the
processes, and the tools.
And the tools does notnecessarily mean technology,
although that is included.
It could be anything.
Frameworks, models, software,um, you name it, it's included
in that tool side of things.
So when I'm talking aboutcapabilities and capability
(02:57):
gaps, I'm referring to people,process and/or tools.
I've seen organizations spendmillions of dollars on
frameworks and trainingprograms, but the problem is
it's not the delivery teamsthemselves that aren't
successful in the um the insuccessful in the outputs of
(03:19):
delivery as it stands on itsown.
What is actually the key that Ifind after all this money is
invested, or supposedlyinvested, is it doesn't matter
how efficient or effective youthink your project, your
program, or what your deliveryis.
As I said, when you think aboutthings such as the agile ways
(03:41):
of working wave over the lastseveral years, there was so much
money thrown at trainingprograms and coaching and
frameworks and all of thesethings.
But what was actually lackingin many of these transformations
was capability and decisionflow.
That is the good governanceneeded.
And we're going to talk aboutadaptiveness and governance in a
(04:02):
moment.
So, in this episode today, I'mgoing to talk to you about where
to start based on my experiencein this last 20 years, what to
avoid, and what are some of thechallenges I've seen, and then
how to build delivery capabilityoperationally and in your
projects and programs thatactually lasts without
(04:23):
overwhelming your alreadystretched teams.
And I just want to give a quickexample.
Often when we spend timetalking about projects and
programs that we're deliveringor that we're supporting, what
people don't realize is when youthink about the operational
teams that you need to leveragefor your projects and programs.
(04:46):
Let's just say Project ManagerA is leveraging assistance and
support or subject matterexpertise from a salesperson or
a marketing person or the HRteam or the internal audit team,
whatever teams internallyoperationally.
That's just one projectreaching out to those
individuals.
And then you multiply that bythe multitude of projects that
(05:08):
are going on in an organizationat any single time.
And what you find is you'restretching and overwhelming
existing teams who alreadystretched and overwhelmed.
And these operational peopleend up having to do all of this
on the side of their desk.
This became even more prevalentfor me in a recent engagement
that I had delivered, where AMOwas brought in to provide
(05:32):
program management as a service,and through that were able to
leverage over 90% operationalteam members, that is their
existing staff, rather thanfront loading with dozens of
consultants and contractors.
Now, don't get me wrong, I'm aconsultant and I know we can add
(05:53):
a lot of value, but alsothere's sometimes where the
wrong capability is not present,or there is inefficiency and
ineffectiveness, and thereforeyou end up needing more
resources and more resources andmore resources, and that in
fact compounds the problem.
So let me take you into whythis matters now.
(06:17):
Right now, I think a lot oforganizations are talking about
capability uplift.
There is uh organizations thatare launching uh their own
internal academies, and there isPMOs that are scaling their
capabilities and their services.
There's organizations doing newoperating models, and
(06:39):
transformations are becomingmore fashionable.
But most are still strugglingto deliver consistently.
And I can say this because as acareer contractor and a
consultant over the last 10years, I've had the opportunity
to work now, more recently inthe last 10 years, with over 30
(07:00):
different organizations of allsizes and scales, from startup
to multinationals tointernational organizations,
everything from your ASX 100right down to your mom and pop
store.
So what I've noticed, and I'mnoticing still is that the
environment around us ischanging.
(07:20):
There is a lot of hybrid work.
There's still residual remotework from home, um, different
styles of working in differentorganizations.
Budgets are leaner becauseorganizations are trying to
invest more in AI and thereforeeliminating uh roles and
functions.
There is conflictingpriorities.
(07:42):
Some of the organizations arestruggling with new regulatory
requirements, like thoseproviding payment acquiring
services and similar, wherethey'll be required to secure
new licenses under Australianlaw.
There's teams that are justoverwhelmed and constantly under
pressure to deliver.
And yet, in all of my last 10years as a consultant in AMO, I
(08:09):
haven't really seen how we'veequipped people with adaptive
capability to thrive in thatenvironment.
I've learned that capabilitygaps themselves rarely live in
just process.
As I mentioned before, it'speople, process, and tools.
So, therefore, then when wethink about the people side,
(08:30):
it's how do these people, likeyou and me, apply the processes,
but then how we also thinkabout it, how we decide, how we
adapt when things don't go toplan.
I've worked in teams that theirgovernance was perfect on
paper.
They spent millions of dollarson frameworks and portfolio
structures and cadences, andeverything looks great on paper,
(08:55):
but no one felt confidentmaking decisions without
executive approval.
Sometimes for lack of awarenessof what they can and can't do,
and other times because of fear.
It's not a process problem,it's a capability problem.
I'll give you an example.
Uh, working with the localcouncil as an as one example,
(09:16):
where they investedsignificantly in having a big
name consulting firm come in andprovide them with a
transformation programframework.
Now that's all well and good,but what was delivered, not
surprisingly, was over the topfor what they needed.
And they didn't have aframework gap problem.
They had a people capabilityproblem.
(09:39):
People didn't feel confidentmaking decisions, executives
were very micromanaging, therewas no clarity around what
happened where.
There was some dead weight interms of process, it was just
absolutely chaotic.
And so you can have the bestgovernance on paper, but it's
(09:59):
not going to drive the outcomesand the results you need.
And the other thing is wetalked about process rather and
people.
When we think about tools,there is so much waste when it
comes to tools in organizations.
And not leveraging tools thatalready exist in your
organization that you havelicenses for just compounds the
(10:20):
problem.
So this matters now becausewe've got all of these factors.
We've got the regulatory space,the hybrid work, teams under
pressure with newtransformations, AI is coming
into the conversation more andmore.
There is so much happening.
And it is just really, reallyimportant that we are focused
(10:43):
and driving adaptive capability.
So now that we've talked aboutwhy this matters, let's cover
off the core capability areas tofocus on.
Now, when I think about corecapability areas, there is a
very, very broad set ofcapabilities that I could talk
to.
And there's many that matter,but I'm just going to focus on
(11:06):
three areas of focus that comeup constantly with clients of
all sizes, and they are relevantnow, and they have been every
single point in the last 10years and 20 as an independent
contractor.
So let's cover the first one.
So the first one is adaptivegovernance, also can be referred
(11:28):
to as decision confidence.
This isn't about adding moregovernance and structure and
labor-intensive process, butit's about making it smarter and
more flexible so that peoplehave the confidence to make the
decisions they need to make andable to do that in the way the
right way, but alsoorganizations having the trust
(11:50):
that decisions are going to bemade in the right way without
having to feel like they have tomicromanage it.
When we think about adaptivegovernance, it's about helping
teams to be more confident inthe decisions they're making in
real time and not necessarilywaiting a month for a steering
committee.
And this is why, if I thinkabout some recent programs, we
(12:10):
were really clear on what thesteering committee's
expectations, role, and charter,as well as delegation of
authority was, so that we didn'thave to wait a month for
decisions.
Otherwise, the program, nowonder they go for three years,
four years, five years, thesetransformation programs, because
people don't have theconfidence to make decisions and
move forward.
Not only that, I was speakingto an executive at a recent
(12:34):
engagement as well who said, Idon't mind decisions being made.
I just need to understand thatpeople are aware of the
consequence and impact of acertain decision.
And I only need to be acrossthose that are of high impact
and high consequence.
That makes absolute perfectsense.
And adaptive governance canreally help teams be more
confident in the decisionsthey're making in real time.
(12:57):
So what this might look like isclarity around who owns what
decisions and when escalation isreally needed.
Now, you're probably listeningto this saying, well, we have a
racy, or which, you know, forsome people that may be
listening and don't know whatthat is, it's an overview of
who's responsible, accountable,consulted, and informed.
(13:18):
And there's differentvariations of that.
But the part that's moreimportant is not just who owns
what decisions.
One, we've needed to find thethe what, because there is
decisions that are as broad andas shallow, depending on the
organization, the maturity, thecontext, the people.
What's more important is theescalation.
(13:40):
When is escalation reallyneeded?
And understanding and creatingsome use case examples early on
can really help to provide thatdecision confidence.
The second thing is scalingoversight based on the risk and
not red tape.
So, as I was just giving anexample of a recent client
engagement, they felt thatthrough one phase of the program
(14:05):
that was running around them,that there were decisions being
being driven up the line.
And they were not reallyfocused or based on risk.
They were actually not of ahigh impact or high consequence.
And so they felt at times theywere being brought into things
that they didn't need to bebrought into.
So we need to make sure that wealso have a way to provide
(14:30):
visibility on the decisions thatare being made and that those
decisions have been recorded sothat there is a reference to
that point, but also not boggingpeople down with lots and lots
of red tape.
And then also giving teamspermission to adapt within
certain guardrails rather thanplaybooks.
The problem with you know yourlarge, complex governance
(14:54):
frameworks, and I know becauseI've done them and I used to do
them and I've learned uh overthe time over the time, over
time rather, is that one,they're either too overwhelming
and too big, like similarexamples in recent engagements,
um, such as the client council.
But also, there isn't clearguardrails, it's just rules and
(15:14):
rules and rules, and it makes itreally hard to follow.
As I said, there are numerousexamples I can give, but when we
moved the dial and shifted toan adaptive governance lens lens
where we used shorterrisk-based approvals, clearer
delegations, and understood whenwe needed to escalate, it
(15:36):
actually cut the cycle time inhalf without losing control.
And that's real capability inaction.
A good example of that isanother piece of work where,
although we wouldn't flagdecisions all the way up the
line, we made sure that weranked them.
They're either level one, whichis executive level, C level,
level two, which was at yoursteering committee or head of
(15:59):
level, and then level three wasat the program level, where
nothing at a level three reallyneeded to be reported up the
line, but there was reference toit centrally in our tools to
make sure there was historicaltraceability.
So this is why adaptivegovernance, decision confidence
is so important.
A second capability area that Iwould focus on, uh, not
(16:21):
surprisingly, is deliverydiscipline.
So this isn't about bureaucracyand the governance and the
rules and processes thatunderpin delivery, but it's the
rhythms and the cadences.
Teams that have predictablecadences that are, you know,
co-designed together.
They include things such as,you know, they might have uh
(16:43):
regular risk cuddles orretrospectives every Friday at
10 a.m., or they might have areview of the schedule together
weekly, whatever the whateverthe cadences that you have, it
helps to create calm in chaos.
One energy company, as anexample, I worked with had a
failed transformation attempt.
On the second round, when wewent in, we helped them to
(17:08):
co-design governance that wasactually effective and also cut
a lot of the red tape thatexisted in their existing
enterprise PMO.
But more importantly, what wedid is we created predictable
cadences that happenedregardless of whether there was
anything to share.
And what it did is it startedproviding effectively pockets,
(17:30):
pockets of time or moments oftime where people knew if they
had something that related tothat particular category of
information, the risk, theissues, it was a decision,
whatever it might be.
They knew when to, when theywould be able to present
themselves for that, when theywould be able to raise it.
And they were able to work in away that was much more calming
(17:52):
than waiting to find out whensomething was going to be booked
in advance and not knowingwhether there was anything that
was in place that was going tobe consistent enough for them to
plan their programs around.
So when we think aboutdiscipline and delivery
discipline, it's not aboutrigidity.
I'm always all for having aplaybook or a framework for how
(18:14):
delivery should operate, butalso give people some of the
freedom to focus on the highvalue areas and do so by
providing consistent cadences.
Doing so also provides greaterconfidence in the delivery teams
themselves.
You'll be amazed at how much ofa difference you will see in
(18:35):
your delivery teams when A, theydesign the delivery cadences
together as a team, two, theyremain consistent, and three,
that they're given the rightguardrails to be able to focus
on the high-value activities andnot just firefighting.
So delivery discipline is thesecond of three capability areas
(19:00):
to focus on.
And then the third one ischange agility.
This one's really set soundsreally simple, but it's very
powerful.
This is the similar to umadaptiveness in general and
adaptive capability overall,this is enabling you and your
teams to pivot without losingdirection.
(19:21):
And I'll give you a goodexample of this in action.
So working on a recent clientengagement that was regulatory
in nature.
Now, as you may or may notknow, when we talk about
regulatory compliance programs,they are never predictable
because you can't control when aregulator is going to release a
(19:41):
law, when they're going to openup for uh industry feedback,
when their review cycles aregoing to finish.
And typical government fashion,nothing happens when they say
it will.
So the best delivery teams I'veever worked with, similar to
the one that I was working withrecently, were comfortable with
change because they expect it.
(20:02):
They expect change, they knowit's coming, and they're
prepared for it.
They will think about what istrue now, and then they'll
adjust their plans very quicklybased on new information, uh,
changes to legislation, changesto policies and frameworks in an
organization, changes toavailability of tools, anything
(20:24):
at all that is happening aroundthem.
They also don't wait forsomeone to tell them.
They are able and confident,back to delivery confidence, to
uh respond.
And and I'll probably give youone more example.
So, partway through a recenttransformation, there was a
sudden uh shift in direction atthe top of the food chain, uh
(20:48):
top of the hierarchy, with a newCEO coming into play.
And that transformation agendacompletely shifted and flipped
on its head.
In fact, it forced a completeredesign of the program, and the
teams that handled it the bestweren't the ones that had the
fanciest tools, but they're theones that had experience and
(21:08):
practice adapting together.
So you can see, so you can seehere the key theme is
adaptiveness, and adaptingtogether is essential, and doing
so means you're gonna getgreater outcomes.
So now that we've talked aboutthree of many core capabilities
(21:30):
to focus on, where do youactually start?
Let me have a sip of water.
Okay.
So first and foremost, now thisis something that um I I would
say is probably one of the mostum important, probably one of
(21:51):
the most important one, well,maybe the first two are two of
the most important things thathave been key to success for me
and also for AMO over the last10 years.
First, it's observing thefriction.
So, as I said, a lot ofconsultants will come in with
the best framework and the besttraining, and we're gonna coach
(22:12):
you to do this and we're gonnado that.
And they just listen to whatthe client says and then assume
it's all accurate and true.
Don't test any assumptions andthen get on with providing
solutions.
The problem is they didn'tstart by asking where people are
stuck, where decisions slowdown, where does work bounce
(22:32):
around, or why is no one owningit.
There is plenty of places wherecapability gaps live if you
just look for it.
And so observing the frictionis one of the first things I
would do.
And in fact, is one of thefirst things we do in general.
And the second one, tied veryclosely, is having
conversations, not doingassessments.
And this is where you'llactually be having conversations
(22:56):
and listening to teams.
Now, remember what I said atthe beginning, not just delivery
teams, operational teams aswell.
And this is where we'll listenfor patterns, we'll look for
duplication, we'll look forrework, we'll look for missed
handovers, we'll look for thesesorts of things because these
sorts of things is what'sslowing people down.
And they're the signals thatyou want to pay attention to.
Once you've defined thosesignals, you then want to look
(23:19):
at piloting a capability upliftin a particular area.
And you may pick a particulararea that will help to drive
adaptive improvements based onwhat you've just witnessed and
what signals you've identified.
And then fourthly, you want toalso then align leadership.
Executives might thinkcapability means training.
(23:40):
And if they think that, yourefforts will stall.
I've been in clientconversations where I've
mentioned the word capabilityand they'll say, oh, HR takes
care of that, or we have atraining framework, or we have
an LMS, a learning managementsystem, etc.
And that just shows me thatthey don't understand
capability.
So leaders themselves have tomodel the adaptive behaviors we
(24:04):
want our teams to do.
And as a CEO myself, I need tohelp make them understand that
it is normal and really, reallyimportant to be adaptive and to
have that change agility that'snecessary.
So they that's where I wouldstart, just to um effectively
uncover the capability gaps thatyou might have in your
(24:26):
organization or your team.
Once you think about thosethings, I also want you to think
about the kind of key things toavoid.
And these are based on uhexamples I've just given, but
also things I've seen thatorganizations have tried to do.
One is don't just start withtraining.
(24:47):
Capability grows from doingthings, not just learning.
This is why mentoring programs,like the PMO leader mentoring
program, is so helpful becauseit actually enables the mentees
to do as opposed to just listen.
And so it's really, reallyimportant to not just start with
training.
The other thing is don't throwframeworks at people.
(25:10):
I remember a government,Victorian government department
that um had experiencedframework challenges and gaps,
and they thought that was aproblem, but it wasn't.
They just made themselvesbelieve that was the problem.
And they thought their teamsjust needed another model.
What they actually needed waspermission to apply what they
(25:31):
already knew and work togethermore effectively.
It was actually the cadencesthat were holding their teams
back and the decision fatigue.
The third thing is don't assumedelivery capability, live
delivery capability rather,lives just in the delivery
teams, as I highlighted earlieron.
It's also the operationalfunctions that are supporting
(25:52):
delivery because some of thebiggest capability gaps is
between the handover fromdelivery teams into operations.
Sometimes it's thrown over theset, thrown over the fence.
So that's another key area tofocus uh and avoid.
And then finally, don'tover-measure.
So you I remember anotherexample of an organization,
(26:16):
very, very large internationalorganization whose Australia's
whose Australia division of theorganization spent an inordinate
amount of time, money, energyon a very complex PPM tool.
And they thought that havingbeautiful dashboards and Power
(26:37):
BI plugins and all of theseresources spending time doing
this was going to be the key tosuccess.
But years passed, and I stillget input that nothing has
changed because the behaviorhasn't changed.
So if you're only measuring theactivities, you'll miss the
(26:58):
progress.
And we know that withoutprogress, there is no outcomes.
And then thinking about theoverarching BAU operational
conversation, let's talk aboutembedding capability into BAU.
And in this uh this regard,what we need to think about is
(27:23):
that it's not just aboutbuilding capability because
these functions aren't goinganywhere, but it's about helping
them to make capability part oftheir work.
So here's a few ideas that I'veseen work firsthand.
One organization I work withbuilt reflection into their
delivery.
And so they they looked at whatworked, what didn't, and they
(27:46):
did that at the end of eachmilestone, not at the end of a
project, not the end of aprogram.
They did it throughout at everymilestone, and that helped them
drive um insight and learningsand lessons, not just in
delivery, where they'll go on,move, move on to the next
project, but actually intooperations.
(28:07):
We also used governance as alearning loop in another
organization.
And this was about making surewe weren't just reviewing
progress, but how the teams cametogether to improve.
So, this particularmanufacturing organization, we
spent some time with themdeveloping an annual framework
(28:27):
that they could um bring teamstogether in a competitive
nature, so someone from everyfunction of the organization,
and they would focus on how theycould uplift capability for
their function, whether it wasimproving the water quality in
their um in the manufacturing inthe manufacturing space,
whether it was increasing thenumber of experiments in a
(28:50):
pharmaceutical space, whether itwas about leveraging better
financial resources in theenterprise PMO.
Every team brought something tothe table and they used this
learning loop to driveimprovements.
Celebrating adaptive behavioris another way of referencing
(29:13):
and calling out and showcasingwhen something is done, usually
under pressure, and it's apositive uh step forward for the
business.
And that's all aboutcelebrating that adaptive
behavior.
And that is really importantbecause then people get the
confidence to make moredecisions, and then replacing
performance reviews withlearning reviews.
(29:35):
So, how many people listen to aum feedback from their manager
once a year?
And then that manager might behaving a shit day, let's be
honest, and may not give you areally good result.
Or in some organizations whereout of your whole department you
can only rank people and onlyhave a top five, which is crazy,
(29:57):
even if 10 of the people inyour department.
Department went above andbeyond.
So why don't we go fromperformance review to learning
review and think about what welearnt this quarter or quarter
would be ideal.
You could go monthly, to behonest, as a small business,
monthly is fine and it helps usto then leverage what's working
(30:20):
well.
But a quarterly would be atminimum instead of annually, and
leveraging those learningreviews because you want to see
that your people are constantlylearning.
Otherwise, you're just standingstill.
And remember, key to all ofthis is that capability uplift
isn't a separate stream of work.
It's something that you buildthrough practice and over time.
(30:41):
So now that we've covered offall of that, I want you to think
about what I said at the veryoutset.
When we talk about buildingcapability, remember it's not
just about people's skills.
It's not about adding layers ofprocesses and frameworks.
(31:02):
It's not about introducing newtools and training people on AI
and all of these sorts ofthings.
It's actually about creatingclarity and providing the rhythm
and adaptability so that teamscan work better under pressure,
but also so that they are ableto drive greater outcomes
(31:23):
because they'll be moreadaptive, they'll have decision
clarity, and they'll have thatnecessary change agility, change
agility to drive the rightoutcomes.
When you think about capabilityand adaptive governance in
general, you think about wherecould your organization
introduce some of theseprinciples and then in return
(31:47):
get faster, smarter decisionsoverall in your end-to-end
environment.
Because ultimately, startingwith governance and decision
making is really where thecapability journey can begin,
because everything can be builtfrom on top of that.
Now, when we think aboutcapability, as I've said
earlier, it's it's not somethingthat you just set and forget or
(32:10):
that you just turn on and youuse and then you turn it off.
No, it's something thatcontinues to evolve every
milestone, every decision, everyconversation, every moment.
So there you have it.
Uh, bit of an overview onbuilding delivery capability and
also uh things to think about,to avoid, and some things to
(32:35):
think about of where to start.
And if you've gotten this farand you're wondering, well, how
do I move my team forward or mybusiness forward?
Or what can I share with mymanager to help our team who has
execution gaps and has problemsand needs some support?
We are piloting a capabilityworkshop.
(33:00):
It is a fast-paced, engaging,collaborative, using our
one-of-a-kind capability in abox product suite, including our
CIAB cards, persona mapping,and so much more.
And we're looking for two orthree pilot customers to work
with us in the coming three orfour months to see firsthand how
(33:25):
the model that we've builtactually can help you to
identify the necessary frictionthat needs to be removed, help
you to self-assess through apractical and tailored workshop
experience, rather, and thenshow you how to map and then
(33:47):
pilot your own capabilityuplifts.
And this experience has driven90 plus percent on PIR results
and has driven repeat customersin a number of industries
because it actually bringsoperational and delivery teams
together and provides thenecessary path to move forward.
(34:11):
Otherwise, I hope you enjoyedthis episode of Agile Ideas,
which is a bit of a soloepisode.
As always, if this episoderesonated with you, I would
absolutely love it if you wouldshare it or leave a quick
review.
And as always, let's keepclosing the gaps between
strategy, delivery, andoperations.
(34:33):
Until next time, I hope youhave a wonderful day.
Thank you so much for listeningto this podcast.
Please share this with someoneor rate it if you enjoyed it.
Don't forget to follow us onsocial media and to stay up to
date with all things AgileIdeas go to our website
www.agilemanagementoffice.com.
(34:55):
I hope you've been able tolearn, feel, or be inspired
today.
Until next time, what's youragile idea?
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