Nobody came in with a finished model

What I take away from my colleague Håkan Appelgren's case with Tobii Dynavox, where around ten product and development teams needed a shared direction, is that nobody came in with a finished model. Håkan worked as a partner and coach to the leadership team, and it was the leaders themselves who set the direction and owned the change.

I think that's why the result holds. A shared playbook and an OKR structure that connects direction to delivery can be drawn in an afternoon, but it only comes to life if the people who will lead by it have helped shape it. Especially in an organisation with hardware, software and several business models, where one process for everyone would never have worked.