- In situations where uncertainty is high, the method of planning Must in advance in detail is unlikely to work. Therefore, the level of abstraction of Must should be raised, and the details should be decided by the individual. Individuals will then be able to make concrete plans based on their own will and can, and respond to change at high speed. An organizationâs Objective in OKR is a âMust at a high level of abstraction.
tokoroten: The three circles in the Must example and the Agile Software Development Declaration are now identical. Must is the only way to do it on a large scale and mock it up on a large scale. Will and Can, you can pivot and experiment with smaller I guess thatâs what itâs all about. ⌠Thatâs all itâs about. âŚ
perigsk: if you donât mind, I would like to know which book contains the first figure!
tokoroten: will can must be found in various books and on the web, so I donât have a book recommendation for this, but this diagram is from the following book from the following book. - [I thought only of the team. â How Cybozu became a company that allows â100 people, 100 different ways to workâ.
tokoroten: In other words, why are traditional companies dysfunctional and why do we need to DX? The reason why we have to do DX is because the speed of change in society is increasing and Must has become dysfunctional and Must-based business execution is no longer possible.
nishio: what do you mean by âMust is dysfunctionalâ?
tokoroten: Increased speed of change in society due to rapid progress of software companies â Increased uncertainty â Business based on pre-planning (Must) is no longer agile Agility must be gained by taking control of software that is highly changeable.
nishio: How do Can and Will work when a project based on prior planning (Must) cannot maintain agility?
tokoroten: pay the cost for low-cost search with failure Without Can, it will be outsourced and cannot be done at low cost. Without Will, the pain caused by failure is unbearable.
nishio: I see. In other words, if you look at it from the perspective of an âindividual working on a task,â the âMust doâ is given to you by the company or your boss, you become able to do it, and then you do it. If you look at an individual who is working on a project, the âmust doâ is given to him by the company or his boss, he becomes able to do it, and then he executes it.
tokoroten: The way you wrote that makes it sound like the field is running amok, so Iâd say that you should explore with design thinking, or use agile development to reconcile, or transfer authority to the field based on the assumption of uncertainty. I think it is a way of saying that we transfer authority to the field based on the premise of âuncertaintyâ.
nishio: I call the âplanâ of âresponding to change rather than following a planâ Must, which is a âhighly detailed Mustâ, micromanagement. If we give only a more âhighly abstract Mustâ âorganizational OKRsâ and transfer the decision of details to individuals, we can make fast trial-and-error based on individual Will and Can.
nishio: âtransferring detailed planning authority to the fieldâ
tokoroten: Okay, I guess I was mapping Must too much to âplanâ in the Agile Manifesto! So is saying that a high level of abstraction Must (thatâs not a Must, itâs an Objective âŚ) is all thatâs needed.
tokoroten: with Will and Can, you can create an individual Must from a department Objective. Must no longer need to be given from the outside Right to change the details of the plan
I see, one of the values of OKR is this.
nishio: I didnât get the âMust is dysfunctionalâ thing at first, but if youâre trying to verbalize Must in detail beforehand, in a situation where itâs highly uncertain. It is easy to see how it becomes dysfunctional. I guess that uncertainty requires a higher level of abstraction of Must, which brings us closer to the Objective.
nishio: My Must at Cybozu is âto contribute to the creation of A Society of Teamwork from a medium- to long-term perspectiveâ. Thatâs about the level of abstraction. Well, itâs not about new hires, since it is assumed that they are in the research department and that they have developed trust that they will do something useful without detailed instructions through their activities over the years.
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