Strategy Deployment with the X-Matrix

STRATEGY DEPLOYMENT
WITH THE X-MATRIX
Karl Scotland
Karl Scotland @kjscotland http://availagility.co.uk #LKNA16 #StrategyDeployment

Read the questions below, and choose one to ask
three or people in the room who you don’t know.
Record their answers and be ready to share the
results of your survey with your table.
• What is the most important fact you already know
about Strategy Deployment?
• What is something you want to learn about
Strategy Deployment?
• Why is Strategy Deployment relevant for this
conference?

"It's about empowering the
players to make decisions for
themselves rather than ruling
over them"
But while some clubs
work in silos, Leicester's
backroom teams have
drawn together to help
turn the club into
winners, despite
competing with clubs
with far greater
resources.
http://www.bbc.co.uk/sport/football/36189778

Agenda
Strategy Deployment
Catchball
The X-Matrix
Getting Started

Doing Agile is a tactic
Being Agile is an outcome
Having Agility is a strategy
All to have business impact

STRATEGY DEPLOYMENT
The need

I always
encourage
people to try new
things and
experiment to
find what works
best for them.
Dean Karnazes

Jason Little

Ship in a
storm going
in the right
direction
Direction Management
https://flic.kr/p/ncXP2D

Any form of organisational
improvement in which
solutions emerge from the
people closest to the problem
https://flic.kr/p/ncXP2D

David Snowden

Governing
constraints
guide what
should not be.
Enabling
constraints
guide what
could be.

On your tables, discuss how Strategy
Deployment relates to the Kanban Method’s
change management principles.
• Start with what you do now
• Agree to pursue improvement through
evolutionary change
• Encourage acts of leadership at every
level, from individual contributor to senior
manager

Catchball
X-Matrix
Intent
Action
Autonomy
Alignment
Von Moltke
Dan Pink

Outcomes
PlansActions
Knowledge Gap:
The difference between
what we would like to
know and what we
actually know
Alignment Gap:
what we want people to
do and what they
actually do
Effects Gap:
what we expect our
actions to achieve and
what they actually achieve
Stephen Bungay

Outcomes
PlansActions
Knowledge Gap:
More detailed
information
Alignment Gap:
More detailed
instruction
Effects Gap:
More detailed controls
Stephen Bungay

Outcomes
PlansActions
Knowledge Gap:
Limit direction to
defining and
communicating the
intent
Alignment Gap:
Allow each level to define
how they will achieve the
intent of the next level up,
and ‘backbrief’
Effects Gap:
Give individuals freedom
to adjust their actions in
line with the intent
Stephen Bungay

CATCHBALL
Towards Autonomy

Catch
Reflect
Improve
Pass

Plan
Do
Study
Adjust
Plan
Do
Study
Adjust
Plan
Do
Study
Adjust

THE X-MATRIX
Towards Purpose

Results
Tactics
OutcomesStrategies
generate
generate
implemented by
implemented by
lead to
Impacts
Lagging
Economic Model
Indicators
Leading
Capability Model
Activities
Experiments
Investment Model
Constraints
Enabling
Decision Model
Correlation
Coherence
Contribution
Correlation
Coherence
Contribution
Correlation
Coherence
Contribution
Correlation
Coherence
Contribution

Increase
revenue
Result 2
Result 3
FitnessforPurpose
SecondStrategy
ThirdStrategy
Fourth Tactic
Third Tactic
Second Tactic
Metrics
ImprovedNPS
ThirdOutcome
SecondOutcome
FourthOutcome
FifthOutcome
x%

Create an X-Matrix on a sheet of flipchart paper and
populate it using a selection of the items below.
•  Aim to have 2-3 Results, 2-3 Strategies, 5-7
Outcomes and 5-7 Tactics.
•  Add your own qualifiers (e.g. increase, lower,
more) and rephrase to be more specific if
appropriate.
•  Complete the correlations between your choices.

It’s the memory of what was said
and felt that creates alignment,
not the final piece of paper.
Thomas L. Jackson

“it is a communication
tool for dialog
between individuals
to support
collaborative
problem-solving and
mentoring processes.
And the process of
creating the report
becomes the real
value of the thing.”
Durward Sobek

GETTING STARTED
Towards Mastery

•  Use X-Matrix to determine improvement
initiatives
Alignment
•  Form cross-organisational teams to play
Catchball
Autonomy
•  Define and run a portfolio of experiments
Assessment

Cadence is the use of
regular, predictable
rhythm within a process.
This rhythm transforms
unpredictable events
into predictable events.
Don Reinertsen

Not quite
yet
One the
way
Ready to
roll
Think about what you have learned today
and assess your readiness to get started.
Move to the part of the room that represents
your readiness.

Form standing pairs or triads and answer the
relevant question for your level of readiness.
• “Not quite yet” – what will it take for you to be “on
the way”?
• “On the way” – what will it take to be “ready to
roll”?
• “Ready to roll” – what will it take to remain “ready
to roll”?

Listen to
everyone, follow
no-one.
Dean Karnazes

Form standing groups of three to five people made
up of people from different tables. Share your
answers to the following questions in your standing
group.
• What are the most important concepts you
learned in the workshop?
• How will you use what you have learned?
• What is one question you still have about
Strategy Deployment and how will you find the
answer?

THANK YOU!
Questions?

Strategy Deployment with the X-Matrix

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