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Keldale Business Services Ltd

A Benefit is a result that someone thinks is worthwhile.

A while back I came up with five dumb questions behind every business change:

  • What does 'good' look like round here?
  • What's the point of this change?
  • Who is it really for?
  • What do they actually want?
  • What makes this option better than Plan B?

They are a good test of your intentions and will help you pick the right thing to do. There was something missing though. I didn't go far enough into leadership, so I've added another:
How do we get this done?

Read more: Naïve Questions Revisited

In accounting terms Goodwill isn’t having nice thoughts towards other people. It’s what you pay for the intangible stuff. When you buy a business you don’t just pay the book value of the tools, stock and all the things you can see and touch. You also pay for the staff’s brains, the brand, the established customer base, the intangibles.

Individually they’re unquantifiable, priceless. Mrs Jones is indispensable and everyone loves the company logo. Together, you know exactly what they are worth because you’ve just paid it.

Read more: Goodwill in the Business Case

Everybody likes a Maturity Model these days. It's the management version of Top Trumps. So before you worry about how mature your enterprise is at doing stuff, here's where you consider the stuff you choose to do in the first place. How good is the process around the business choices you make? Would you like to make it better or are you happy that your luck will continue to see you through?

Read more: Mature Decisions

Success is hard

In the world of programmes and projects success is hard to achieve and often hard to prove. When your measurement of success isn’t hard cash but people’s health and happiness, life gets even more complex. Programmes struggle because we dive into the complexity without stepping back into the basic principles that show the key things they are meant to achieve.

Read more: Very Simple Models for a Complex World

A strategic wrap around tactical Sprints

Sprints begin with Product Owners describing their requirements and prioritising what gets done next. MoSCoW (must, should, could, won’t do) selection of what they want and the order they want it in sets the Product Backlog for the developers to concentrate on in the next round of work. 

Read more: Benefits-led Agile