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Idonije's avatar

Part 2 finally in!🚀🚀

It’s insightful per usual😌

But I’m a little confused by the first rule, “if it can’t be someone’s work today then it’s a reference point.” I have seen instances where observing a certain metric over a period of time can influence a decision. Does this make still make it a reference point?

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Adia Sowho's avatar

Thanks Idonije.

Reference points aren’t actually bad. What I’m saying is that your organization is less agile if every metric is a reference point.

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Idonije's avatar

Thank youuuu

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Falkeh3Cs's avatar

This is so insightful.

"Predictive is better." This last point makes a lot of sense. Being able to see the problem before it happens is the future.

1. Can we liken this to a study of trend and using it to predict the future? Is that what you are saying?

"That’s the shift—from reacting to data to letting data run the playbook."

2. How does data run the playbook?

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Adia Sowho's avatar

Hiya. Yes. The goal here is to learn to look at your data and find the trends before anyone else. The trick here is to rely less on lagging metrics and more on leading ones. And also to use metrics that are prescriptive rather than predictive. I’ve got one more article on metrics coming soon. It should cover this.

Thanks for reading 🙏🏽

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Babajide Duroshola's avatar

100% agree. We moved from a monthly to weekly and now hourly style. The number one rule is separate matrices that allow for immediate action vs those that indicate a project should occur. Track things daily and at most weekly ! Monthly reviews should’ve high level and for reporting on what happened

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sofosandow@yahoo.com's avatar

Excellent writeup. The limitation of the average planner is how to fine tune nuances to get real time reality condition. Looks like some artificial intelligence stuff.

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