3. Shifting from Output to Impact
At many organizations, members are accustomed to thinking about their organization’s mission in manufacturing terms: They produce outputs that customers consume. Output-oriented organizations (whether those outputs are products or services) concern themselves with producing things quickly and efficiently, and as long as people buy those things they are happy.
The problem with this output-centric view is that people don’t buy things for the sake of buying them (compulsive shoppers aside); they purchase goods and services because they believe that those items will help them achieve some particular outcome, such as solving a problem that they experience, alleviating a pain that they feel, or creating some sort ...
Get The Professional Agile Leader: Growing Mature Agile Teams and Organizations now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
