1.1 How Do You Set the Right Goals?
1.2 How Do You Find the Right KVIs?
How Do I Know We Have an Inspiring KVI?
The 5×I for Inspirational KVIs
Pitfalls When Choosing and Using KVIs
How Do I Give Inspiring Goals?
1.3 How to Visualize the Customer Impact?
Summary of Part 1—Co-Create Goals
The Agile Leader as a Co-Creator of Inspiring Goals
2.1 When Do Teams Take Ownership?
How Do Teams Deal with Ownership?
The Agile Leader as a Facilitator
2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better?
Horizontal Axis: Maturity on Achieving Goals
2.4 How Do Typical Teams Grow?
2.5 How Can the Borders Be Aligned with the Maturity?
Concretely Expanding the Borders
2.6 When Does the Ownership Model Work and When Does It Not?
Teams Need a Single Concrete, Shared Goal
Teams Should Be Able to Give Open Feedback to the Leader to Maintain Ownership
Teams Need to Focus on Working Smarter
Agile Leaders Need to Escape the Yearly Employee Feedback Ritual
Summary of Part 2—Facilitate Ownership
The Agile Leader’s Responsibility to Facilitate Ownership in His Team(s)
3.1 How Do You Know Your Teams Are Doing the Right Things?
The Agile Leader as an Experimentor
3.2 How Quickly Do My Teams Learn from Users?
Higher Agility through Shorter T2L
Four Additional Benefits of a Better T2L
3.3 How Can the Learning Loop Be Put into Practice?
How Detailed Should the VLB Be?
Common Place, Close to the Team
Stakeholders and Customers Meeting
Power of the Validated Learning Board
3.4 How Can Teams Implement Big Ideas in Small Steps?
Split into Target Group and Situations, Not into Parts and Functionality
Pitfalls When Shortening the T2L
If All Changes Are Successful, Insufficient Innovation Will Take Place
Summary of Part 3—Learn Faster
The Agile Leader as an Experimentor
4.1 How Do You Stimulate an Agile Culture?
How Do You Improve the Culture?
Why Did the Existing Habits Block the New Culture?
4.2 How Do You Design Healthy Habits?
Recognizing Underlying Habits—Two Examples
4.3 Can You Anchor the Cultural Improvement?
Who Are the Heroes of an Agile Culture?
A Few People Define the Culture for Many
How Do You Anchor the Cultural Improvement?
4.4 What Is a Healthy Habit to Implement Improvements?
Summary of Part 4—Design Healthy Habits
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