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KNOM Element Five, data through intuition and intuition through data: Part 6
The final part of the article series on KNOM Element Five discusses how consistent change can be instigated through knowledge. Element Five: Outcome & Data Insights is the lifeblood of the KNOM organization, aggregating and dissecting data into actionable insights. To avoid having data smelling like rubbish, the article suggests establishing beforehand the aims the data must generate insights towards and help to improve. The article explains the data pyramid and how data is a tool for enhancing intuition. Element Five: Outcome & Data Insights proceeds through all the levels of the pyramid in different categories. These six categories are the most commonly utilized: Capability Accounting, Goals Vs Results, Market Outlook & Changes, Governance Backlog & Accounting, Talent & Culture Backlog, and Finance Backlog.
KNOM Element Four, executing reliable pilot programs: Part 5
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. – Stephen Covey
In part five of this article series of the Knowledge Network Operating Model we will discuss how products, services or solutions are executed for high impact and data evaluation.
KNOM Element Three, Producing Results Incrementally and Iteratively: Part 4
With the Knowledge Network Operating Model (KNOM), you avoid the degradation of teams while harnessing the most important competitive advantage for an organisation: its people.
This article is part 3 in my KNOM series delving into Element 3, where plans turn into execution in radical new ways based on Way of Work principles, Whole Scale Change, and Dynamic Reteaming.
As J.R.D. Tata said: “The effective execution of a Plan is what counts and not mere planning on paper; it is not what we put on our plate or even what we eat that provides nourishment and growth, but what we digest.”
KNOM Element Two, where adapted direction and strategies are formed: Part 3
Element 2: Strategy Formation and Planning is the insight that strategy is not something planned but a continual process of learning and adaption. It is an ongoing and pivotal methodology running throughout the entire KNOM structure explained in The Overview of KNOM.
Developing Agile Coaching skills.
Business CoachContinual development of skills is an essential part go professional development of Agile Coaches. But unfortunately, we see a lack of options to know what skills we are good at and what skills to develop further, an assessment, a development tools that...
KNOM Element One, where skills and capabilities are taught, acquired and iterated : Part 2
Skills and capabilities are in constant flux.
One day one skill is crucial – the other day, a new capability overtakes it. The Knowledge Network Operating Model constantly evaluates and iterates upon the skills and capabilities needed for the organisation to overperform.
This and more I delve into in Element 1: Permanent Home of my new organisational operating model – give it a read and let me know what you think.