Just read an interesting article. The average Chic-Fil-A unit brings in $4.4M in revenue. The average McDonald’s $2.5M. With many similarities, it begs the question of what is it in Chic-Fil-A’s system that creates almost 2X the amount of value for shareholders for a single unit?
My hypothesis: It is all in the service.
And not just run of the mill fast food drone service like that of McDonald’s. Kind, professional and joyful service with a smile. Above and beyond really, in a consistent manner across all units.
So is Chic-Fil-A in the fast food chicken business or the amazing world-class service business? I’ll let you ponder that.
Authored by Preetam De, a blogagility.com contributing author.
In the last few days several people have asked me a question about stretched targets on Scrum sprints – not sure if it was a co-incidence or an ongoing vibe. So I will take a moment to explain it.
This article will not revisit the negative consequences in detail of having a stretch target. I will assume the obvious with a quick recap, so I can focus on the solution in detail rather than discussing the problem.
Quick Recap – Why do we think we need it?
When we feel the need to manage a person rather than the work they do.
When we focus on Efficiency over Effectiveness.
When we focus more on tools and practices more than the principles behind them.
To impress stakeholders they need everything “right now”
To impress authority by over-estimating our capabilities
When we assume – “What happened last sprint won’t happen again”
When we don’t trust a team member and say “We need to keep them busy”
My client has been working hard to implement the Lean Portfolio Management functions of the Scaled Agile Framework. Part of that process is to identify value streams flowing through the organization and begin the process of identifying the work that is on the streams. The value streams were identified well over a year ago. The process of researching, analyzing and identifying all of the work has been challenging, but very fruitful. Continue reading “SAFe® Epic + Capabilities Board An example of a physical SAFe® Epic + Capabilities Board”→
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I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the third of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.
“Outside team interference and noise; unnecessary outside team involvement”
A SAFe Answer
This problem is not unique to the SAFe or Lean-Agile space. It exists in every organization I’ve encountered.
It is, however, a big, common problem. How many times have you or your team been “redirected” to work on the latest fire fighting drill? Was this time accounted for in the waterfall/traditional silo planned WBS that you are working against? I’m certain your manager and project managers always go back to the integrated master schedule (IMS) to reflect lost productivity. IMS’s always account for production down, maintenance, operations? Sure they do. Especially when the team doing costing gets to review the proposal and “tweak” the final numbers. [insert massive sarcasm]
I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the second of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.
“As a member of the leadership team we need to see the portfolio roadmap with early warning signals / input for potential technical or schedule issues”