The Agile Strategies Podcast: Intelligence, Strategy, and OKRs

Daniel Montgomery
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Join Agile Strategies' founder, Daniel Montgomery, as he explores the cutting edge of organizational strategy, leadership and performance with some of today's most fascinating thinkers. In this limited series, delve into the secrets of maximizing collective intelligence—both human and artificial—for unparalleled agility and growth. Discover the art of strategic foresight, the craft of creating clear, well-aligned strategies, and the power of staying nimble with Objectives and Key Results (OKRs). Tune in for captivating conversations with deep thinkers, visionaries, and innovators. Don't miss the chance to transform the very way you think about success!

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    Jeff McColloch: Where Real Accountability Comes From

    When it comes to succeeding with OKRs, I've noticed a big difference between leadership teams that are truly teams, and those that are a collection of smart individuals. One B-corp I worked with did an outstanding job of working through conflict and continuously evolving their OKRs to focus on the most important things. I was impressed with their teamwork, and asked them, how did you get so good at this? And they told me, we've got a great coach!. I said, I'd like to meet that guy! Now you can meet him too, Jeff McColloch.

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    Cansel Sörgens: Breaking Down Silos with OKRs

    The tendency most people have is to cascade OKRs down an organization chart. Functional teams can certainly benefit from OKRs, but the greatest potential value lies in orienting people and OKRs towards customer-facing goals and products. Cansel (pronounced djan-sell) has developed a way to visualize this diverse and collaborative pattern of OKRs in your organization that she calls the "Solar System."

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    Mary Adams: What is intangible capital and why does it matter?

    Organizations today build value through things that, not long ago, were not really measurable, and therefore not recognized as important. But the world has changed, with intangible capital comprising 90% of the S&P 500. Mary Adams is co-author of the book Intangible Capital and co-founder of Insights7. We talk about the different forms of intangible capital, like relationship capital, natural capital, structural and strategic capital. How can they be measured, and how can we translate them into KPIs and OKRs to help us improve them?

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    Jim Kalbach: Jobs to be Done, OKRs, and Thinking Out of the Box

    Jim Kalbach is the Chief Evangelist for Mural, the collaborative whiteboarding tool. What exactly does a Chief Evangelist do? Listen and find out! He also wrote a book called The Jobs to be Done Playbook. We talk about how JTBD inspires innovative thinking by focusing us on customer problems and jobs independent of technology. Toward the end we get into some very fun speculations about how innovation projects can use JTBD language to write OKRs that support experimental learning.

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    Joe Ryan: What makes a network work?

    Joe Ryan is the Executive Director of the Crux Alliance. Crux supports six organizations that focus, respectively, on the six major sources of carbon emissions. Their mission is to impact policy in countries across the planet. Joe wrote a great article in the Stanford Social Innovation Review about how robust stakeholder networks accelerate climate progress. We talk about what the qualities of these networks are, and how Crux has adapted OKRs to their specific needs over the past five years. Finally, we touch on the role of strategic foresight and, potentially, artificial intelligence to provide a deeper perspective on where climate work is needed.

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    Peter Compo: The Emergent Approach to Strategy

    Peter Compo has a delightfully provocative perspective on strategy, having worked in that area at Dupont for 25 years. What do we even mean by strategy? For many, it's a stack of vision, values, goals, and big projects. Peter would call that a "strategy framework." And by his definition, many strategy frameworks actually lack.... a strategy. Peter defines strategy as a central rule or policy designed to address tradeoffs and guide decision making and other behavior. As a well-thought-out set of guardrails, this kind of strategy actually creates a clear space within it for creativity and innovation. Sound ironic? Check it out.

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    Christina Wodtke: Surprise! OKRs aren't for everybody!

    In this conversation with OKR pioneer and best-selling author Christina Wodtke, we suspect that OKRs are in fact being overused. It's best to have very few OKRs that focus the whole organization on giant efforts. Instead, what's happening in many cases is that there's a feeling that every function, and sometimes every person, needs OKRs in order to align with strategy and feel like "one of the cool kids." To do that is to miss the arguably greater importance of "business as usual," what Christina calls "heartbeat work." Also, we talk about the inseparability of team climate for OKR success, and the importance of effective feedback and performance coaching. As Christina says, "Most problems are people problems."

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    Evan Campbell: OKRs, Agile Portfolio Management, and Resource Fluidity

    In this conversation with Agile industry veteran Evan Campbell, we talk about Strategic Agility, and particularly, the need for resource fluidity. This plays out in any organization's portfolio management process. Evan sees too much emphasis on quantitative models for prioritization of innovative experiments that often deny resources to innovative projects because the risks and benefits are so hard to quantify in advance. Rather than starve innovative projects, we need to reserve capacity for innovation knowing that not all efforts will succeed. We talk about how hard it can be to apply OKRs to long term capital intensive projects, and explore why these projects get bloated with too many features before they even get off the ground. OKRs can speed up the process and eliminate blind alleys by mitigating risks and exploring constraints early in the process.

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Join Agile Strategies' founder, Daniel Montgomery, as he explores the cutting edge of organizational strategy, leadership and performance with some of today's most fascinating thinkers. In this limited series, delve into the secrets of maximizing collective intelligence—both human and artificial—for unparalleled agility and growth. Discover the art of strategic foresight, the craft of creating clear, well-aligned strategies, and the power of staying nimble with Objectives and Key Results (OKRs). Tune in for captivating conversations with deep thinkers, visionaries, and innovators. Don't miss the chance to transform the very way you think about success!

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