Preparing experience…

Details & Excerpts

Inside Adapt to Win: Structure and Contents.

"Victory comes not from developing great strategy.
Victory comes from executing strategy with great effectiveness!”         – Sun Tsu (should have said)

Adapt to Win provides an actionable framework for leaders to align on strategic intent, guide investment, and maximize organizational fitness.

Use Adapt to Win to translate bold strategy into effective and efficient implementation, to adapt, and win!

Strategy Realization Adaptive Portfolio Management OKRs Business & Operating Models
Compass illustration representing Adapt to Win

Navigate the five-part journey.

Five parts build a framework from strategic intent to funding investments using OKRs as the steel thread .

Adapt to Win Table of Contents:

Part 1 — Strategy

Chapter 1: Corporate Strategy and the Strategy Realization Problem

  • The Strategy Realization Problem
  • Strategy Capability

Chapter 2: Strategy Realization and Its Three Critical Subprocesses

  • Developing Your Strategy
  • Deploying Your Strategy
  • Executing and Tracking Your Strategy
Part 2 — Objectives & Key Results

Chapter 3: Using OKRs to Improve Strategy Deployment and Execution

  • The Unique Benefits of OKRs
  • Critical Elements of an OKR Program
  • OKR Strategy Execution and Governance
  • Techniques for Maximizing Horizontal Alignment

Chapter 4: OKRs in Context

  • Key Results (DRs) versus Key Performance Indicators (KPIs)
  • The Case For and Against Individual Employee OKRs
  • Technology to Support OKR Programs
Part 3 — Portfolio Management

Chapter 5: Introduction to Enterprise Portfolio Management

Chapter 6: Critical Rules and Principles for Adaptive Portfolio Management

Chapter 7: Critical Rules and Principles for the Supply Side of Portfolio Management

Chapter 8: Critical Rules and Principles for the Demand Side of Portfolio Management

Chapter 9: Critical Rules and Principles for the Matching Function of Portfolio Management

Part 4 — Organizational Coherence and Fitness to Realize Strategy

Chapter 10: Organizational Coherence

  • Business Model Development
  • Operating Model Development

Chapter 11: Organizational Fitness through Capabilities and Competencies

  • Strategic Workforce Planning
  • Assessing Capabilities and Competencies for Fitness
Part 5 — Specific Portfolio Management Situations and Topics

Chapter 12: Product Portfolio Management

  • Project to Product: A Critical Shift in Mindset
  • Optimization and Constraints in the Development Process; the Iron Triangle
  • Example: Lean and Agile Construction of a 1930s Highrise
  • Targets, Constraints and Set-Based Concurrent Engineering
  • Define Horizons for Product Portfolio Planning
  • Pirate Metrics
  • Product Roadmapping
  • The Roadmap Feeds the Backlog
  • Double Diamond Development Process
  • Dual Track: Discovery + Development
  • Customer Development
  • Pricing, Packaging, Licensing

Chapter 13: Innovation Portfolio Management and Innovation Ecosystems

  • Directed Innovation
  • Innovation Ecosystems
  • Innovation Tools and Techniques
  • Innovation Thesis

Chapter 14: Corporate IT Portfolio Management

  • IT Resource and Capacity Management
  • Structure Teams for Efficiency and Capacity Forecasting
  • Decouple Capacity from Demand
  • Stabilize IT Delivery
  • Cutting Excess WIP, Step by Step
  • OKRs for Stabilizing IT

Chapter 15: Lean and Agile Funding and Budgeting

  • The Problems with Traditional Budgeting
  • Beyond Budgeting vs Zero Based Budgeting
  • Better Paradigms for Asset Allocation, Forecasting and Target/Goal Setting