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Outcome Vs Output Vs Impact

This document discusses different focuses an organization can have and provides guidance on focusing on customers. It contrasts an output-centric focus with an impact-centric focus, noting the risks of optimizing costs and processes over innovation and customer value. The document advocates for a customer-centric focus, where teams work to directly address customer outcomes, engage with customers to validate hypotheses, and organize themselves into product teams that can deliver end-to-end customer value through their work. Success is defined as innovating on behalf of customers rather than focusing internally on features or the organization itself.

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Pavitra Tandon
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100% found this document useful (1 vote)
486 views2 pages

Outcome Vs Output Vs Impact

This document discusses different focuses an organization can have and provides guidance on focusing on customers. It contrasts an output-centric focus with an impact-centric focus, noting the risks of optimizing costs and processes over innovation and customer value. The document advocates for a customer-centric focus, where teams work to directly address customer outcomes, engage with customers to validate hypotheses, and organize themselves into product teams that can deliver end-to-end customer value through their work. Success is defined as innovating on behalf of customers rather than focusing internally on features or the organization itself.

Uploaded by

Pavitra Tandon
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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OUTPUT us OUTCOME is IMPACT

AFF

EE III

M OUTCOME M IMPACT

OUTPUT GENERATES GENERATES

CUSTOMERS org

Tasks Do

BOTTOM LINE 1

II USERStory EPIC PROBLEMS SOLVED NET RESULT


NEW POSSIBILITIES

E ORG
For

FEATURE FINANCIALRATIOS

CUSTOMERS ADOPT

II PRODUCT

OR CHANGE BEHA RS

vi o

Christophe
Achouiantz

@ChrisAch

1 WHERE is your Focus 1

THE

a E 7 coste

M OUTCOME M IMPACT

OUTPUT GENERATES GENERATES

CUSTOMERS ORG

Tasks Do

BOTTOM LINE 1

II USERStory EPIC PROBLEMS SOLVED NET RESULT

FEATURE NEW POSSIBILITIES for E ORG

I FINANCIALRATIOS
CUSTOMERS ADOPT

II PRODUCT

OR CHANGE BEHAVIORS

4 gD

OUTPUT CENTRIC A

IMPACT CENTRIC
You know you’re focusing too much here when you:
You know you’re focusing too much here when you:

• Spend too much time optimizing your t/€/Scope triangle


• End-up managing costs, making costs go up

• Endlessly debate and administrate Story Points, Epic • Tend to value efficiency innovations over market-
Points and other artificial proxies
creating (customer value) innovations

• Optimize Delivery and forget there even is Discovery


• Build development/delivery teams, not product teams

REMEMBER

customers Do not WANT FEATURES ANORGLOOSINGSIGHT of its customers

THEYWANTyou to SOLVETHEIRPROBLEMS stffjtsnoftl.fifjGjuTsffmweNpePgR0BLEm s

t CUSTOMER CENTRIC

You know you have the right focus when:

scope • Teams strive towards objectives related to customer outcomes

• Work is done in product teams that engage with the customers

‣ Teams, not someone else, formulate and validate bets/

hypotheses

• Org re-organizes itself to avoid silos/hand-overs to deliver

customer value (value streams)

r Credits / Going further:

O
SUCCESS is to INNOVATE
• Jeff Patton

• Marty Cagan

Christophe
Achouiantz


ONBEHALF OF YOUR CUSTOMERS • Clayton Christensen

• John Seddon

@ChrisAch
• Gojko Adzic

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