February 2024

Decision Tools: The Purpose Pyramid

A good strategy is essential to achieving any significant objective. When you know that you need to bring about something hard, it is wise to think through the strategy that you will use to realize it, and the Purpose Pyramid is a great tool for doing so.

A good strategy:

  • Is a framework with depth and dimensionality to deal with uncertainty
  • Provides long-term vision
  • Defines the goal being pursued
  • Sets a direction forward
  • Identifies critical near-term objectives
  • Communicates all of the above clearly and coherently, and therefore
  • Enables decision making

The Purpose Pyramid specifically captures a strategy in 5 key elements:

  • Purpose: A clear statement of what you are trying to achieve
  • Pillars: The three key accomplishments required to achieve the purpose.
  • Plans: The three specific activities under each pillar that you are currently pursuing to accomplish that pillar.
  • Principles: The non-negotiable values that will not be compromised in achieving the purpose. The ends do not justify the means.
  • Panorama: The environment within which the strategy is being pursued.

In the article linked below I explain, for the Purpose Pyramid:- What It Is- When to Use It- How to Use It
And I provide additional resources for learning more about this valuable tool.
This article is part of a series I am writing on the hard decisions that leaders face and the tools that can help.
Let me know if there’s a hard decision that you are facing. I might have some insight in how best to approach it.
You can read all about the Purpose Pyramid here.

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How to Make Hard Decisions

Being a great leader isn’t easy. It involves mastering many different dimensions of leading. Ultimately being a great leader means being the person that others want to follow. Among other things, that means they trust you to make hard decisions well.

You act with integrity. You carefully weigh all implications of any decision. You consider all available information, but you don’t over-analyze. You make decisions and act with confidence and authority. When you make a bad decision (it happens to all of us), you acknowledge it early; you own it; and you take corrective action.

Over the next several months I want to look at 10 of the hardest decisions business leaders face. As I look at each one, I will share resources that can help, including tools/frameworks, books, case studies, and other articles. Along the way I will also write new articles introducing the tools and frameworks that I’ve found most useful in making those hard decisions. As I build out this collection of resources I will also make them available at my SDG Strategy Lab website.

But before we dive into those ten specific decisions, let’s first discuss, in general, how to make hard decisions. 

Whenever I’m approaching a hard decision, I step back and apply a simple three step process:

  1. Clearly define the goal. What positive outcome do we expect if we make the decision well?
  2. Choose the right decision framework. How can we evaluate different options in a structured way that aligns with the decision being made?
  3. Answer the essential questions. To complete the evaluation, using our selected framework, we will need to do some focused work.

As simple as they sound, none of those steps should be taken lightly or flippantly. They require careful consideration, seeking the best wisdom available. (For me, that includes praying for God’s wisdom.) Sometimes it pays to bring in outside, impartial help to lead the process, ask hard questions, and challenge assumptions.

Over the next few weeks I will introduce you to a few tools and frameworks that I have found to be generally helpful for all kinds of hard decisions.

Read my full discussion of this topic here including the 10 hard decisions, the tools/frameworks we will look at first, and suggested reading.

I hope this new discussion will be helpful to you as you wrestle with hard decisions in your own business.

How to Make Hard Decisions Read More »

Book Brief: The Art of Agile Development

A couple of months ago I reviewed The Agile Pocket Guide in hopes that it would provide a good executive-level introduction to Agile development. At the time, I said that I was disappointed that the book wasn’t designed to serve that purpose. So, I decided to pick back up The Art of Agile Development, a book I had previously bought and referenced at times in my consulting work.

The Art of Agile Development by James Shore is NOT a “pocket guide”. It is a hefty 500 pages of rich content, broken into four parts structured around the Agile Fluency Model. In the Preface the author explains that the book is designed to be used both as a reference book as well as to read cover-to-cover. He spends 6 paragraphs explaining how different audiences should approach the book. He suggests that managers and executives who want “to understand how Agile can or should work in your company” read Part I. Since that’s my audience, the review linked below focuses on Part I and the first couple of chapters in Part II to give a sense for the rest of the content in the book.

Part I is titled “Improving Agility” and provides an introduction into how to get started with Agile development. The other three sections of the book are organized around the Agile Fluency Model, which identifies four “zones” of agile maturity. The Focusing Zone is all about the fundamentals of establishing the team dynamics and values behind Agile. The Delivering Zone is focused on technical excellence and designing code to respond to frequent changes. The Optimizing Zone is about being highly responsive to changing market conditions and being able to outmaneuver the competition. The author describes the Strengthening Zone as “largely speculative: a possible future for Agile.” Part II of the book is about the Focusing Zone. Part III is about the Delivering Zone. Part IV is about the Optimizing Zone. The final chapter, titled “Into the Future” touches on the Strengthening Zone.

Overall, The Art of Agile Development is a detailed guide to implementing Agile in an organization. Those charged with doing so will benefit greatly from the experience, perspectives and resources the author brings to guiding them through the journey. Others in the organization will benefit from the strong introduction to Agile in Part I, and the availability of Parts II-IV as a future reference as they become increasingly exposed to the concepts and practices that make Agile special. 

Part I answers most of the questions an executive new to Agile will have.

If that’s you, click here for my detailed review and summary of that part of the book.

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The Mobility Revolution Nearly Complete

Yesterday I received another reminder of the dramatic impact of the Mobility Revolution on how we live our lives. My wife received a text about my brother-in-law’s attempt to have his landline telephone service repaired. Although he’s had a cellphone for years, he wanted to keep his landline. 

The home has been in the family and has had continuous telephone service for over 50 years, first provided by AT&T. In 1984 AT&T was forced by regulators to separate out the company’s local telephone operations and so the local provider changed names to Southwestern Bell Telephone. After Congress passed the Telecom Act of 1996, the various divested Regional Bell Operation Companies began reconsolidating. Southwestern Bell renamed itself SBC Communications to sound more like a national (not regional) company. The company acquired Pacific Telesis in 1997, Ameritech in 1998, and BellSouth in 2006. In 2005, SBC Communications acquired AT&T, it’s former parent company, and renamed itself back to AT&T. Although the names have changed, the phone service has been continuously provided by the same operating entity over all those decades.

The quality of service, however, has degraded significantly over the past few years and has become almost unusable. My brother-in-law called AT&T to ask if anything could be done to fix the static on the line. He was informed that his line was the last one being served out of the pedestal in their neighborhood and AT&T (understandably) wasn’t willing to invest to maintain quality service in that location. Instead the company has provided my brother-in-law with a wireless analog telephone adapter (ATA) called the AT&T Phone — Advanced (AP-A). It connects wirelessly to the AT&T cellular network and has a normal RJ-11 telephone jack that he plugs his telephone into. This seems like a reasonable solution that hopefully will prove reliable service for decades to come (at least until wireless network upgrades force a technology update).

Today, it may seem more shocking to us that someone still wants a landline phone, but that is just an indication of how quickly things have changed. My book on the Mobility Revolution was published in 2007. At that time at Sprint we had been tracking “cord cutting” for a few years, but it was still seen as a fringe activity. Less than 20% of households had given up their landline, and most people couldn’t imagine ever doing so.

Today the script has flipped. The Federal Communications Commission (FCC) reports that residential reliance on traditional wireline telephone service fell 71% between December 2008 and June 2017. Today, according to CDC data, more than 73% of Americans live in a home without a landline and only 2% rely solely on a landline. In the 4th quarter of 2023, AT&T reported $22B in mobility revenues and only $3B in consumer wireline revenues. In 2022, the company announced plans to cut its copper footprint by 50%, pushing those customers onto either fiber-based or wireless connections. My brother-in-law is just one of those impacted.

As recently as 20 years ago, we simply assumed that there would always be a telephone on the wall or countertop in almost every home. We regularly went to Radio Shack if we needed the materials to run a new line or replace a phone jack. We went to Circuit City to buy an answering machine to plug into that phone jack. We marveled over cordless handsets from companies like V-Tech. But things change. Some companies anticipate the changes and thrive. Others don’t and fail to survive.

What changes are coming that will impact your industry and your business? Do you need help envisioning the future? Let’s talk!

Read this article at ClearPurpose.

The Mobility Revolution Nearly Complete Read More »

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