The Dynamics 365 Lie That Kills Your Business Impact

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Dynamics can be a filing cabinet or a growth engine.

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Most teams build filing cabinets.

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Here’s the test.

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Does your system turn work into progress?

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Or does it just store activity?

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In the next few minutes, I’ll show you how to reduce friction

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so every metric improves.

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We’ll start with a tiny visual change inside dynamics

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that proves this isn’t theory.

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Then I’ll map three real stories,

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where small adjustments collapse cycle time

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and lifted results.

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By the end, you’ll know exactly how to run dynamics

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like a product and make progress the default.

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Why we implemented dynamics isn’t the finish line.

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Look closely here.

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A new CRM sits in its habitat, resting quietly

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in its natural library.

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Launch day photos, a training deck, a tidy project closeout,

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a truly magnificent specimen.

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Then, with remarkable precision,

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the real world arrives.

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Handoffs.

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Unclear states clicks that lead nowhere.

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Obset this balance and chaos spreads swiftly.

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Here’s the honest bit.

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We implemented dynamics is not an outcome.

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It’s a milestone on the way to an outcome.

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The outcome is speed.

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How fast your system turns work into progress.

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If you remember nothing else, remember that reducing friction

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is the simplest way to improve everything downstream,

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time to cache.

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SLA compliance renewals.

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When progress flows, those metrics rise without you chasing them.

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Now observe where most teams get stuck.

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They treat dynamics as a one-off IT project,

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design workshops, build, test, deploy, go live,

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and a long quiet tale.

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The habits don’t change.

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Forms stay bloated, stages remain vague,

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routing requires corridor conversations.

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People go back to email and spreadsheets

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because they make progress there.

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The system becomes a beautifully digitized

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thicket, structured, yes, but still a thicket.

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The thing most people miss, scale is a behavior, not a feature.

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If the system requires meetings to interpret every status,

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you’ve built ceremony, not acceleration.

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If your process has six stages but no clear exit criteria,

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you’ve built theater, not throughput.

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If a user must fill 30 fields to move forward,

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you’ve built a break pedal, not an engine.

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This clicked for many teams when they swapped the question,

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did we launch?

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For what friction did we remove this month?

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That single change reframes everything.

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Suddenly the backlog isn’t a list of requests.

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It’s a queue of friction points.

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The cadence isn’t annual.

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It’s monthly.

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The owner isn’t IT.

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It’s a product owner who weighs impact against effort

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and decides what gets built next.

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Here’s the shortcut nobody teaches.

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You don’t need new tech to unlock this.

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You need new rituals, a weekly triage of real user pain.

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A monthly release that trim steps,

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clarifies states and automates handoffs.

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A simple rule.

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Each release must remove, simplify, or automate something.

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If a change doesn’t move work to progress faster, it waits.

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Before we continue, you need to understand the trap of false finishes.

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A training session feels like adoption.

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A dashboard feels like insight.

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A workflow feels like automation.

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But if users still ask who owns this, or what’s next?

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Nothing important changed.

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The reason this hurts is simple.

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Invisible friction compounds.

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One extra drop down here, one optional field there,

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a fuzzy stage name, a manual email,

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multiply that by 100 users and a thousand records

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and your week disappears.

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So what separates the growth engine from the filing cabinet?

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Clarity and constraint.

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Fewer stages with precise exit criteria.

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Fewer fields, each with a reason to exist.

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Handoffs that happen on save, not after meetings.

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And a product cadence that keeps pulling friction out.

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Let me show you exactly how that looks in practice in under two minutes

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with one small change that shifts behavior the same day you ship it.

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Micro demo.

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The smallest change with the biggest return.

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We’re in dynamics, editing a business process flow.

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Before, six vague stages.

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Qualify, assess, discuss, propose, review, close.

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No required data people click around to make the ribbon go green.

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Work stalls because nothing forces clarity.

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After three clean stages, qualify, commit, deliver.

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Each stage has two required fields that act like rails

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in qualified source and next action.

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In commit, owner and due date, in deliver, outcome and handoff queue.

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That’s it. Six fields, total, no essays, no surprises.

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Now observe the behavior shift.

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A rep can’t leave qualify without picking a real next action.

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No more, I’ll circle back purgatory.

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When they hit commit, ownership gets fixed and a due date is set.

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The system now knows who moves next and by when.

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On deliver, the outcome is captured and the queue is chosen.

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And a simple power automate flow routes the record automatically

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to service or finance based on that queue.

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Remove its data source and it becomes distressed, give it a clear path

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and it moves with purpose.

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Let me show you exactly how to do this.

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Open the solution.

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Add the existing process to your solution if it isn’t there.

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Create a new process or save A’s, the current one so you’re not editing out of the box.

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Rename stages.

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Qualify, commit, deliver.

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In each stage add just two data steps.

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Mark them required, tie a handoff queue to a choice column you already have

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or create a local choice with three values you’ll actually use.

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Publish.

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Then add one flow.

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When a record hits, deliver with handoff queue,

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equal, support, update owner to the support queue and post a timeline note.

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Two minutes to build, one minute to test.

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You’ve edited the map, not the terrain and the paths are now obvious and boom.

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Look at that result.

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The ribbon is no longer a decoration.

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It governs motion.

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Records can’t hide and limbo.

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Handoffs happen on save.

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The smallest change with the biggest return.

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Now that you’ve seen how simple this is,

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the bigger conversation will land.

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This is a product you can evolve every month,

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cutting friction, one tiny rail at a time.

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Align dynamics to real business goals.

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Now observe the shift we need to make.

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Dynamics shouldn’t just record what happened

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it should guide what happens next.

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The question to anchor everything.

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Does dynamics guide or archive?

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If it guides, friction falls and progress accelerates.

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If it archives, you’ve just built a tidy museum of yesterday.

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Here’s where most teams go wrong.

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They pick 10 KPIs and dilute focus.

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They build dashboards to impress, not instruments to steer.

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Try this test.

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Open your top view today and ask,

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what decision does this screen demand in the next five minutes?

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If the answer is none, you’re looking at reporting,

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not runtime guidance.

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So pick one goal that matters for the next 30 days

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and align dynamics to push it forward.

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One is the point, not time to cash,

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not SLA compliance as abstractions.

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Choose the friction you can feel on the floor.

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For sales that might be reduced lead qualification delay.

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For service, reduce manual triage.

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For membership, reduce renewal limbo.

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Then why are the systems so the next action is obvious

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and the wrong action is impossible?

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Let me show you how to translate that into structure.

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We start with a success question.

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What must be true in the system for this outcome to improve?

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If the aim is faster lead movement,

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the system must capture next action

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and a due date at the moment of qualification

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and it must surface stale items.

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If the aim is better SLA performance,

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the system must route new cases within seconds

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and highlight any case without an owner.

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If the aim is on time renewals,

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the system must surface whose 90, 60 and 30 days out

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and make the outreach step unavoidable.

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The thing most people miss is that this is a subtractive craft

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you don’t add seven fields and three swim lanes.

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You remove the places where decisions go to die.

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A quick story.

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A sales team cut 21 approval steps down to four

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and cycle time dropped by nearly half within two sprints.

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Another team deleted 32 unused fields on an opportunity form.

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User errors fell immediately because there was nothing left to get wrong.

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When leadership moved pipeline reviews into dynamics,

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no slides, just live records, adoption, shut up

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because the habitat finally reflected real behavior.

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Once you’ve set the single goal,

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back it with three mechanics.

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Views that expose risk and demand action.

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For leads, my leads with no next action sorted by oldest.

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For cases, unassigned over 15 minutes.

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For renewals, members 60 days out without outreach.

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These aren’t reports.

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They are work cues.

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Guard rails that prevent drift,

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required fields at the right moment,

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business rules that hide anything not needed now.

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BPF stages with crisp exit criteria that matched the goal.

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If the goal is speed, exit criteria should be verbs, not nouns.

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Next action chosen, not notes captured.

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Tiny automations that remove handoffs.

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When a stage changes to commit,

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set owner and due date automatically based on simple rules.

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When deliver is complete,

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route to the correct queue and post a timeline note

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so the next team has context.

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Make the handoff happen on save.

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Here’s a quick check to keep you honest.

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For every change you propose, answer three questions.

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What friction does this remove?

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What behavior will change tomorrow?

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Which metric should move within two weeks?

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If you can’t answer its theatre, hold it.

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A weekly ritual cements this.

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Run a 30 minute triage using only live records and these action views.

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Ask what stuck and why did the system allow it?

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Then fix that cause in the next sprint.

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One team found that 40% of stuck records were missing an owner

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because the owner field was optional at the wrong time.

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They made it required in the commit stage

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and never saw that class of stuck again.

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Now the personal line, this matters because progress is moral.

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When people see the system turning their effort into movement, they lean in.

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When they see its stall, they work around it.

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Guide, don’t archive and everything else gets easier.

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The three levers of scaling.

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Process, data, people.

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Now, observe the three levers that reliably turn friction into flow,

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process, data, people, pull them in this order.

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Process sets the path, data clears the view.

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People supply the momentum, upset this balance

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and you get noise without movement.

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Process first, the thing most people miss

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is that process isn’t documentation.

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It’s constraints that cut decisions.

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Every extra branch is a hesitation.

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Every unclear state is an argument.

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The fastest wins usually come from subtraction.

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One client had a 21 step approval chain for enterprise quotes.

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We reduced it to four.

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Qualify, price guardrails, legal check, executive exception.

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Cycle time fell by about 40% within two sprints

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and nobody missed the 17 steps we retired.

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Why this matters to you less ceremony, more throughput?

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Here’s how to tune process without boiling the ocean.

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Start with the motion you want.

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Qualify, commit, deliver.

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Make each stage earn its existence

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with exit criteria that are verbs.

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Next action selected.

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00:11:51,080 –> 00:11:52,440
Owner and due date set.

255
00:11:52,440 –> 00:11:55,240
Outcome captured, hand off cute.

256
00:11:55,240 –> 00:11:57,080
Kill vague stages.

257
00:11:57,080 –> 00:11:59,880
If a step can’t explain how it speeds movement

258
00:11:59,880 –> 00:12:01,720
or reduces rework, it goes.

259
00:12:02,360 –> 00:12:04,920
Then create one work view per role

260
00:12:04,920 –> 00:12:07,960
that exposes what stuck by your chosen rule.

261
00:12:07,960 –> 00:12:11,160
Sales seize leads with no next action.

262
00:12:11,160 –> 00:12:14,440
Service seize unassigned over 15 minutes.

263
00:12:14,440 –> 00:12:18,600
Finance seize closed one missing contract.

264
00:12:18,600 –> 00:12:21,320
These aren’t reports they are daily routes.

265
00:12:21,320 –> 00:12:22,520
Data next.

266
00:12:22,520 –> 00:12:23,640
Not more data.

267
00:12:23,640 –> 00:12:24,920
Better data.

268
00:12:24,920 –> 00:12:28,600
Most dynamics orgs drown in optional fields

269
00:12:28,600 –> 00:12:32,280
and stale pick lists that corrode trust.

270
00:12:32,280 –> 00:12:34,120
The cure is ruthless relevance.

271
00:12:34,120 –> 00:12:37,720
Keep only the fields that drive a decision or an automation.

272
00:12:37,720 –> 00:12:41,720
A team deleted 32 fields from their opportunity form.

273
00:12:41,720 –> 00:12:43,800
Fields nobody had looked at in a year.

274
00:12:43,800 –> 00:12:46,840
Immediately user errors collapsed

275
00:12:46,840 –> 00:12:48,520
and time on form dropped

276
00:12:48,520 –> 00:12:50,680
because there was nothing left to get wrong.

277
00:12:50,680 –> 00:12:52,120
Then they added two fields.

278
00:12:52,120 –> 00:12:54,120
Next action and due date

279
00:12:54,120 –> 00:12:56,520
and their pipeline actually became steerable.

280
00:12:56,520 –> 00:12:58,200
Aim for three data moves.

281
00:12:58,200 –> 00:13:00,120
First shrink the capture surface.

282
00:13:00,120 –> 00:13:03,400
Hide anything not needed at this moment with business rules.

283
00:13:03,400 –> 00:13:06,680
Second make critical fields required at the right time.

284
00:13:06,680 –> 00:13:07,640
Not everywhere.

285
00:13:07,640 –> 00:13:10,440
Required at stage change optional elsewhere.

286
00:13:10,440 –> 00:13:12,760
Third turn data into alerts and cues

287
00:13:12,760 –> 00:13:15,160
not dashboards that nobody opens.

288
00:13:15,160 –> 00:13:17,640
If a case has no owner after 10 minutes,

289
00:13:17,640 –> 00:13:19,160
raise a toast and reassign.

290
00:13:19,160 –> 00:13:22,760
If a renewal is 60 days out without outreach,

291
00:13:22,760 –> 00:13:25,240
surface it on the owner’s home view.

292
00:13:25,240 –> 00:13:26,680
The reason this works.

293
00:13:26,680 –> 00:13:30,200
Data earns attention only when it reduces uncertainty now.

294
00:13:30,200 –> 00:13:33,240
People last but not least.

295
00:13:33,240 –> 00:13:35,080
Adoption isn’t training.

296
00:13:35,080 –> 00:13:37,960
It’s the feeling that the system helps you win today.

297
00:13:37,960 –> 00:13:40,840
The pattern that works is rhythm, not rollouts.

298
00:13:40,840 –> 00:13:44,200
Give the team a small reliable drum beat they can trust.

299
00:13:44,200 –> 00:13:45,480
One week discovery.

300
00:13:45,480 –> 00:13:46,360
One week build.

301
00:13:46,360 –> 00:13:47,320
One week test.

302
00:13:47,320 –> 00:13:48,840
One week release and measure.

303
00:13:48,840 –> 00:13:52,520
Publish your release notes in product in the timeline.

304
00:13:52,520 –> 00:13:54,040
We removed three fields.

305
00:13:54,040 –> 00:13:55,800
We made owner required in commit.

306
00:13:55,800 –> 00:13:58,120
We added auto-rooting on deliver.

307
00:13:58,120 –> 00:14:01,560
Tie each change to a stuck story you heard last week.

308
00:14:01,560 –> 00:14:04,360
Suddenly the system feels alive and responsive.

309
00:14:04,360 –> 00:14:06,040
Ownership is the other piece.

310
00:14:06,040 –> 00:14:07,000
Not a committee.

311
00:14:07,000 –> 00:14:09,720
An accountable product owner who decides.

312
00:14:09,720 –> 00:14:12,360
Their job isn’t to say yes, it’s to rank.

313
00:14:12,360 –> 00:14:16,200
They hold a single backlog where every item is framed as friction,

314
00:14:16,200 –> 00:14:17,480
behavior, metric.

315
00:14:17,480 –> 00:14:20,360
Lead stall without an action.

316
00:14:20,360 –> 00:14:22,360
Require next action at qualify.

317
00:14:22,360 –> 00:14:24,200
Qualified lead cycle time drops.

318
00:14:24,200 –> 00:14:26,040
No guesswork on why this matters.

319
00:14:26,040 –> 00:14:29,080
They meet users weekly in a 30 minute triage

320
00:14:29,080 –> 00:14:32,120
using only live records and action views.

321
00:14:32,120 –> 00:14:35,240
The question is always what stuck and why did the system allow it?

322
00:14:35,240 –> 00:14:39,720
Then they pick one or two changes that will remove the cause next month.

323
00:14:39,720 –> 00:14:42,440
Leadership sets the habitat.

324
00:14:42,440 –> 00:14:46,360
If execs run reviews in slides, the system becomes a museum.

325
00:14:46,360 –> 00:14:50,280
If they run reviews inside dynamics, live records, action views,

326
00:14:50,280 –> 00:14:52,120
adoption follows the attention.

327
00:14:52,120 –> 00:14:55,800
One team moved pipeline reviews into the app and band screenshots

328
00:14:55,800 –> 00:14:59,720
within two cycles data quality jumped because the only way to look prepared

329
00:14:59,720 –> 00:15:01,400
was to keep records clean.

330
00:15:01,400 –> 00:15:04,680
A truly magnificent specimen handled with care.

331
00:15:04,680 –> 00:15:07,800
So process trims the path, data sharpens the view,

332
00:15:07,800 –> 00:15:12,200
people sustain the rhythm, pull all three, and friction falls.

333
00:15:12,200 –> 00:15:15,160
Your system turns work into progress by design.

334
00:15:15,160 –> 00:15:17,640
Patterns that actually scale.

335
00:15:17,640 –> 00:15:19,160
Product.

336
00:15:19,160 –> 00:15:20,440
Nearshore.

337
00:15:20,440 –> 00:15:21,320
Adgile.

338
00:15:21,320 –> 00:15:24,760
Now observe three patterns that actually scale

339
00:15:24,760 –> 00:15:27,480
without turning your habitat into ceremony.

340
00:15:27,480 –> 00:15:31,080
Product mindset, near shore capacity, and real agile.

341
00:15:31,080 –> 00:15:35,560
Each cures a specific pain, use them together and progress compounds.

342
00:15:35,560 –> 00:15:38,360
Product mindset first.

343
00:15:38,360 –> 00:15:41,960
This cures the “we launched, but nothing changed” problem.

344
00:15:41,960 –> 00:15:45,480
A project says requirements, “build, done.”

345
00:15:45,480 –> 00:15:49,560
A product says “friction behavior metric every month.”

346
00:15:50,200 –> 00:15:53,160
The product owner is the Keystone Creature here,

347
00:15:53,160 –> 00:15:57,000
accountable, available, and empowered to say no.

348
00:15:57,000 –> 00:15:59,480
Their backlog isn’t a wish list.

349
00:15:59,480 –> 00:16:02,920
It’s a ranked queue of friction removals.

350
00:16:02,920 –> 00:16:05,720
Each card must answer three things.

351
00:16:05,720 –> 00:16:08,840
What friction dies, what behavior changes tomorrow,

352
00:16:08,840 –> 00:16:11,160
and which metric should move within two weeks.

353
00:16:11,160 –> 00:16:14,360
If a card can’t answer that, it doesn’t enter the habitat.

354
00:16:14,360 –> 00:16:15,720
Then cadence governs.

355
00:16:15,720 –> 00:16:19,720
One week discovery, one week build, one week test, one week release, and measure.

356
00:16:19,720 –> 00:16:22,040
You’ll notice the rhythm matches what we already said.

357
00:16:22,040 –> 00:16:23,400
That’s intentional.

358
00:16:23,400 –> 00:16:24,920
Rhythm reduces anxiety.

359
00:16:24,920 –> 00:16:28,600
People know when change happens, and what it’s for.

360
00:16:28,600 –> 00:16:29,880
A quick practical.

361
00:16:29,880 –> 00:16:34,360
Give your product owner a standing 30-minute triage with frontline users.

362
00:16:34,360 –> 00:16:36,840
Only live records.

363
00:16:36,840 –> 00:16:38,520
Only action views.

364
00:16:38,520 –> 00:16:39,960
The script is simple.

365
00:16:39,960 –> 00:16:42,440
What stuck and why did the system allow it?

366
00:16:42,440 –> 00:16:46,840
The owner translates each answer into one small change with a measurable bet.

367
00:16:47,560 –> 00:16:50,360
That public bet becomes the heartbeat of the month,

368
00:16:50,360 –> 00:16:53,240
and leadership, run reviews inside the app.

369
00:16:53,240 –> 00:16:54,840
No screenshots.

370
00:16:54,840 –> 00:16:58,920
When the habitat is the meeting room, data quality becomes self-policing.

371
00:16:58,920 –> 00:17:01,720
Near-shore capacity next.

372
00:17:01,720 –> 00:17:04,760
This fixes capacity bottlenecks without losing control.

373
00:17:04,760 –> 00:17:07,480
Most teams swing between two extremes.

374
00:17:07,480 –> 00:17:10,840
We do everything internally and burn out,

375
00:17:10,840 –> 00:17:14,360
or we outsource everything and lose the plot.

376
00:17:14,360 –> 00:17:17,320
Near-shoreing, one or two time zones away,

377
00:17:17,320 –> 00:17:19,080
shared language hours,

378
00:17:19,080 –> 00:17:24,360
gives you a flexible ring of builders who can turn small well-shaped backlog items fast.

379
00:17:24,360 –> 00:17:27,400
The rule is, brains in house hands near shore,

380
00:17:27,400 –> 00:17:30,040
strategy, priorities,

381
00:17:30,040 –> 00:17:32,760
and acceptance stay with your product owner.

382
00:17:32,760 –> 00:17:36,600
The near-shore team gets crisp, atomized tickets,

383
00:17:36,600 –> 00:17:38,760
require next action at qualify,

384
00:17:38,760 –> 00:17:41,480
auto-assign to support on deliver,

385
00:17:41,480 –> 00:17:43,800
hide 12 fields on commit.

386
00:17:44,520 –> 00:17:48,680
Define acceptance criteria in one sentence and a screenshot.

387
00:17:48,680 –> 00:17:52,120
If a change can’t be tested in two minutes, it’s not small enough.

388
00:17:52,120 –> 00:17:54,360
This keeps the ecosystem legible.

389
00:17:54,360 –> 00:17:56,680
Guardrails matter.

390
00:17:56,680 –> 00:17:58,280
One branch strategy.

391
00:17:58,280 –> 00:17:59,640
One solution.

392
00:17:59,640 –> 00:18:02,600
Solution layering that avoids cross dependencies.

393
00:18:02,600 –> 00:18:03,960
Managed downstream.

394
00:18:03,960 –> 00:18:04,920
Unmanaged in dev.

395
00:18:04,920 –> 00:18:08,600
And a daily 15-minute sink between the product owner

396
00:18:08,600 –> 00:18:10,360
and the near-shore lead to unblock,

397
00:18:10,360 –> 00:18:12,440
confirm scope and keep the rhythm.

398
00:18:12,440 –> 00:18:14,760
Upset this balance and you’ll get Jira Theater,

399
00:18:14,760 –> 00:18:16,280
busy tickets, little movement.

400
00:18:16,280 –> 00:18:19,480
Maintain it and you’ll ship friction cuts weekly.

401
00:18:19,480 –> 00:18:21,240
Real agile last.

402
00:18:21,240 –> 00:18:23,960
This prevents the six-month release that nobody uses.

403
00:18:23,960 –> 00:18:26,440
Agile here is not stand-ups with slide decks.

404
00:18:26,440 –> 00:18:29,960
It’s shipping tiny testable changes tied to a metric.

405
00:18:29,960 –> 00:18:31,960
Three anchors keep it honest.

406
00:18:31,960 –> 00:18:35,080
First, definition of done includes a measurable check.

407
00:18:35,080 –> 00:18:37,800
Owner field required at commit.

408
00:18:37,800 –> 00:18:41,560
Qualified lead cycle time should drop 10% within two weeks.

409
00:18:42,120 –> 00:18:45,160
If you can’t measure it, you’re rehearsing, not performing.

410
00:18:45,160 –> 00:18:47,720
Second, YP limits.

411
00:18:47,720 –> 00:18:50,760
Cap active work at the number of people times one.

412
00:18:50,760 –> 00:18:54,600
If four people are building, only four cards can be in progress.

413
00:18:54,600 –> 00:18:56,280
Cuse short and focus deepens.

414
00:18:56,280 –> 00:18:59,480
Third, a ruthless end-of-month retro with evidence.

415
00:18:59,480 –> 00:19:01,320
Pull the numbers on the bets you made.

416
00:19:01,320 –> 00:19:02,680
Did cycle time move?

417
00:19:02,680 –> 00:19:04,200
Did unassigned cases drop?

418
00:19:04,200 –> 00:19:05,240
If yes, double down.

419
00:19:05,240 –> 00:19:08,040
If not, ask why the system still allows the stall

420
00:19:08,040 –> 00:19:09,880
and pick a smaller change.

421
00:19:09,880 –> 00:19:11,640
Here’s a small story to make it real.

422
00:19:12,040 –> 00:19:15,160
A team stuck at quarterly releases adopted this trio.

423
00:19:15,160 –> 00:19:19,080
The product owner reframed the backlog as friction bets.

424
00:19:19,080 –> 00:19:22,040
A near-shore squad took three two-hour changes a week.

425
00:19:22,040 –> 00:19:25,560
Real agile anchored each release to a metric.

426
00:19:25,560 –> 00:19:29,400
Within two cycles, lead qualification time fell

427
00:19:29,400 –> 00:19:31,640
from six days to under two.

428
00:19:31,640 –> 00:19:34,760
Nothing magical, just clear ownership,

429
00:19:34,760 –> 00:19:36,920
small changes and a cadence that never missed.

430
00:19:36,920 –> 00:19:38,920
Why this matters to you?

431
00:19:38,920 –> 00:19:40,760
Progress is a habit.

432
00:19:40,760 –> 00:19:43,400
Product gives you a decider and a drum beat.

433
00:19:43,400 –> 00:19:47,800
Near-shore gives you affordable hands without handing over the steering wheel.

434
00:19:47,800 –> 00:19:52,840
Real agile keeps you honest by tying every change to movement you can feel.

435
00:19:52,840 –> 00:19:57,080
Combine them and your system turns work into progress, week after week.

436
00:19:57,080 –> 00:20:01,640
Classic failure patterns and their fixes.

437
00:20:01,640 –> 00:20:05,800
Now, observe the patterns that quietly strangle progress.

438
00:20:05,800 –> 00:20:09,480
Each has a simple antidote, legacy with nicer colors.

439
00:20:09,480 –> 00:20:11,480
Teams rebuild the old system,

440
00:20:11,480 –> 00:20:14,440
field for field inside dynamics,

441
00:20:14,440 –> 00:20:16,920
then wonder why nothing moves after a big spend.

442
00:20:16,920 –> 00:20:19,720
Fix, start with subtraction.

443
00:20:19,720 –> 00:20:22,120
Run a quarterly call ritual.

444
00:20:22,120 –> 00:20:25,400
Delete fields nobody used in 90 days.

445
00:20:25,400 –> 00:20:28,200
Retire stages without exit criteria.

446
00:20:28,200 –> 00:20:30,600
Kill approvals nobody can justify.

447
00:20:30,600 –> 00:20:33,560
If it doesn’t reduce rework or force a decision,

448
00:20:33,560 –> 00:20:34,360
it goes.

449
00:20:34,360 –> 00:20:37,000
One team cloned their legacy schema and shipped it.

450
00:20:37,000 –> 00:20:38,840
Six months later, zero lift.

451
00:20:38,840 –> 00:20:43,480
They cut 28 fields and two stages and cycle time finally cracked.

452
00:20:43,480 –> 00:20:46,360
Infinite stages, zero rules.

453
00:20:46,360 –> 00:20:49,960
The ribbon looks impressive, but nobody knows what earns a stage change.

454
00:20:49,960 –> 00:20:54,760
Fix, three stages max tie to verbs.

455
00:20:54,760 –> 00:21:00,120
Qualify, commit, deliver, and two required fields per stage.

456
00:21:00,120 –> 00:21:04,280
Make the next action unavoidable and ownership explicit.

457
00:21:04,280 –> 00:21:06,360
Movement becomes visible and enforceable,

458
00:21:06,360 –> 00:21:08,280
email as the real workflow.

459
00:21:08,280 –> 00:21:11,560
The system records the work happens in inboxes.

460
00:21:11,560 –> 00:21:13,880
Fix handoffs unsafe use one choice,

461
00:21:13,880 –> 00:21:17,000
hand off cue and a tiny flow to root automatically.

462
00:21:17,000 –> 00:21:21,240
Post the context into the timeline so the next team never hunts through threats.

463
00:21:21,240 –> 00:21:25,880
Committee ownership decisions die in alignment.

464
00:21:25,880 –> 00:21:27,880
When fixed product owner singular,

465
00:21:27,880 –> 00:21:30,280
they rank they decide they accept.

466
00:21:30,280 –> 00:21:33,640
A review council can advise but one person steers.

467
00:21:33,640 –> 00:21:36,360
No more backlog by popularity contest.

468
00:21:36,360 –> 00:21:38,360
Dashboards as theatre.

469
00:21:38,360 –> 00:21:41,080
Beautiful charts that never change behaviour.

470
00:21:41,080 –> 00:21:43,000
Fix, action views.

471
00:21:43,000 –> 00:21:45,400
Unassigned over 15 minutes.

472
00:21:45,400 –> 00:21:47,080
Leads with no next action.

473
00:21:47,080 –> 00:21:50,200
Renewals 60 days out without outreach.

474
00:21:50,200 –> 00:21:53,080
These are daily routes, not rear view mirrors.

475
00:21:53,080 –> 00:21:54,600
Big bang releases.

476
00:21:54,600 –> 00:21:57,000
Six months of work lands with a third.

477
00:21:57,000 –> 00:21:58,440
Users shrug.

478
00:21:58,440 –> 00:22:01,960
Fix the smallest shipable change tied to a near term metric.

479
00:22:01,960 –> 00:22:04,120
Require next action at qualified ship.

480
00:22:04,120 –> 00:22:08,440
Auto assign on deliver ship measure two weeks later if it didn’t move cut smaller.

481
00:22:08,440 –> 00:22:10,440
Custom connectors everywhere.

482
00:22:10,440 –> 00:22:13,160
Clever, brittle, unmentainable.

483
00:22:13,160 –> 00:22:14,200
Fix.

484
00:22:14,200 –> 00:22:16,520
Start with first party where possible.

485
00:22:16,520 –> 00:22:20,760
If you must extend isolate the extension in its own solution

486
00:22:20,760 –> 00:22:24,520
and keep acceptance tests simple enough to run in minutes.

487
00:22:24,520 –> 00:22:25,800
Here’s the sting.

488
00:22:25,800 –> 00:22:30,360
One team rebuild their old system inside dynamics.

489
00:22:30,360 –> 00:22:35,000
Every field, every form then spend 400k stabilizing it.

490
00:22:35,000 –> 00:22:36,920
Nothing changed until they cut.

491
00:22:36,920 –> 00:22:38,440
Friction is paid in time.

492
00:22:38,440 –> 00:22:39,480
Pay less.

493
00:22:39,480 –> 00:22:41,160
Tools that give you rhythm.

494
00:22:41,160 –> 00:22:43,880
Rassie, backlog, 30 day release.

495
00:22:43,880 –> 00:22:46,440
Most teams don’t fail for lack of ideas.

496
00:22:46,440 –> 00:22:47,880
They fail for lack of rhythm.

497
00:22:47,880 –> 00:22:49,800
These three tools give you one.

498
00:22:49,800 –> 00:22:51,480
Product owner, RICY.

499
00:22:51,480 –> 00:22:52,760
Clear roles end.

500
00:22:52,760 –> 00:22:54,520
The who owns this?

501
00:22:54,520 –> 00:22:55,160
Drama.

502
00:22:55,160 –> 00:22:56,040
Responsible?

503
00:22:56,040 –> 00:22:56,920
Product owner.

504
00:22:56,920 –> 00:22:57,560
Ranks.

505
00:22:57,560 –> 00:22:58,320
Decides.

506
00:22:58,320 –> 00:22:59,400
Accepts.

507
00:22:59,400 –> 00:23:00,360
Accountable.

508
00:23:00,360 –> 00:23:01,560
Business sponsor.

509
00:23:01,560 –> 00:23:02,760
Protects the mission.

510
00:23:02,760 –> 00:23:04,520
Removes blockers.

511
00:23:04,520 –> 00:23:05,520
Consulted.

512
00:23:05,520 –> 00:23:06,600
Frontline users.

513
00:23:06,600 –> 00:23:07,640
And tech lead.

514
00:23:07,640 –> 00:23:08,920
Surface friction.

515
00:23:08,920 –> 00:23:10,520
Shape solutions.

516
00:23:10,520 –> 00:23:11,400
Informed.

517
00:23:11,400 –> 00:23:12,440
Stakeholders.

518
00:23:12,440 –> 00:23:14,360
Here what shipped and why.

519
00:23:14,360 –> 00:23:18,520
Publish it when someone asks who decides you point, not debate.

520
00:23:18,520 –> 00:23:19,680
Backlog template.

521
00:23:19,680 –> 00:23:22,120
Think like a product manager, not a ticket taker.

522
00:23:22,120 –> 00:23:23,640
Each card has.

523
00:23:23,640 –> 00:23:24,920
Problem statement.

524
00:23:24,920 –> 00:23:26,040
Business metric.

525
00:23:26,040 –> 00:23:27,720
Acceptance criteria.

526
00:23:27,720 –> 00:23:28,840
Effort estimate.

527
00:23:28,840 –> 00:23:30,600
Priority.

528
00:23:30,600 –> 00:23:31,720
Example.

529
00:23:31,720 –> 00:23:34,200
Leads stall without next action.

530
00:23:34,200 –> 00:23:36,520
Reduce qualified lead cycle time.

531
00:23:36,520 –> 00:23:39,080
Require next action at qualify.

532
00:23:39,080 –> 00:23:41,080
Show error if blank.

533
00:23:41,080 –> 00:23:44,160
Add to my leads with no next action view.

534
00:23:44,160 –> 00:23:45,320
Two hours.

535
00:23:45,320 –> 00:23:46,400
High.

536
00:23:46,400 –> 00:23:50,200
If a card can’t be tested in two minutes, it’s not ready.

537
00:23:50,200 –> 00:23:51,960
30 day release checklist.

538
00:23:51,960 –> 00:23:53,320
One week discovery.

539
00:23:53,320 –> 00:23:54,440
One week build.

540
00:23:54,440 –> 00:23:55,640
One week test.

541
00:23:55,640 –> 00:23:57,480
One week release and measure.

542
00:23:57,480 –> 00:23:58,480
Week one.

543
00:23:58,480 –> 00:24:00,040
Triage live records.

544
00:24:00,040 –> 00:24:01,840
Pick two friction cuts.

545
00:24:01,840 –> 00:24:05,520
Right acceptance criteria and a metric bet.

546
00:24:05,520 –> 00:24:06,480
Week two.

547
00:24:06,480 –> 00:24:08,080
Build tiny changes.

548
00:24:08,080 –> 00:24:09,960
Keep solution hygiene clean.

549
00:24:09,960 –> 00:24:11,520
Commit daily.

550
00:24:11,520 –> 00:24:12,360
Week three.

551
00:24:12,360 –> 00:24:13,880
Test against criteria.

552
00:24:13,880 –> 00:24:15,720
Fix prep notes.

553
00:24:15,720 –> 00:24:16,800
Week four.

554
00:24:16,800 –> 00:24:18,480
Ship on a known day.

555
00:24:18,480 –> 00:24:20,080
Post notes in app.

556
00:24:20,080 –> 00:24:22,360
Measure the bet two weeks later.

557
00:24:22,360 –> 00:24:23,560
Use them together.

558
00:24:23,560 –> 00:24:25,280
The race he gives you a decider.

559
00:24:25,280 –> 00:24:29,680
The backlog gives you clarity.

560
00:24:29,680 –> 00:24:30,480
Quiet.

561
00:24:30,480 –> 00:24:31,440
Reliable.

562
00:24:31,440 –> 00:24:32,600
Compounding.

563
00:24:32,600 –> 00:24:34,200
Becomes the habit.

564
00:24:34,200 –> 00:24:36,800
What scaling with dynamics actually looks like.

565
00:24:36,800 –> 00:24:38,960
Now observe how this plays out over 90 days

566
00:24:38,960 –> 00:24:41,160
when you actually run dynamics like a product.

567
00:24:41,160 –> 00:24:43,080
Month one is rhythm and rails.

568
00:24:43,080 –> 00:24:44,680
You appoint a product owner.

569
00:24:44,680 –> 00:24:45,920
You publish the rathi.

570
00:24:45,920 –> 00:24:47,920
You set one goal for 30 days.

571
00:24:47,920 –> 00:24:49,920
Reduce lead qualification delay.

572
00:24:49,920 –> 00:24:53,160
Reduce manual triage or reduce renewal limbo.

573
00:24:53,160 –> 00:24:56,040
You create three action views tied to that goal.

574
00:24:56,040 –> 00:24:59,040
You trim the business process flow to three stages

575
00:24:59,040 –> 00:25:01,480
with two required fields per stage.

576
00:25:01,480 –> 00:25:04,320
You ship two tiny automations that make handoffs happen

577
00:25:04,320 –> 00:25:05,480
unsafe.

578
00:25:05,480 –> 00:25:08,320
And you start the weekly 30 minute triage

579
00:25:08,320 –> 00:25:12,080
using only live records and those action views.

580
00:25:12,080 –> 00:25:16,000
Progress becomes visible and the first stock causes get removed.

581
00:25:16,000 –> 00:25:18,720
Month two is subtraction and surfacing.

582
00:25:18,720 –> 00:25:21,320
You run a quarterly call ritual early.

583
00:25:21,320 –> 00:25:22,760
Remove dead fields.

584
00:25:22,760 –> 00:25:24,560
Retire vague stages.

585
00:25:24,560 –> 00:25:25,360
Kill approvals.

586
00:25:25,360 –> 00:25:26,760
Nobody can justify you.

587
00:25:26,760 –> 00:25:30,280
Hide anything not needed at this moment with business rules.

588
00:25:30,280 –> 00:25:33,440
You make critical fields required at the right time.

589
00:25:33,440 –> 00:25:34,440
Not everywhere.

590
00:25:34,440 –> 00:25:37,760
You add one or two signals that turn data into motion.

591
00:25:37,760 –> 00:25:40,960
Unassigned over 15 minutes toast and reassign.

592
00:25:40,960 –> 00:25:43,280
Leads with no next action.

593
00:25:43,280 –> 00:25:45,440
Lights up on the home view.

594
00:25:45,440 –> 00:25:47,880
Leadership moves reviews inside the app.

595
00:25:47,880 –> 00:25:50,200
No slides, just live records.

596
00:25:50,200 –> 00:25:52,520
Data quality jumps because attention moved.

597
00:25:52,520 –> 00:25:55,440
Month three is compounding and confidence.

598
00:25:55,440 –> 00:25:57,720
The product owner’s backlog is now a ranked queue

599
00:25:57,720 –> 00:25:59,040
of friction bets.

600
00:25:59,040 –> 00:26:00,880
Near short capacity, if you use it,

601
00:26:00,880 –> 00:26:03,200
ships two or three small cards a week.

602
00:26:03,200 –> 00:26:05,000
Each change has acceptance criteria

603
00:26:05,000 –> 00:26:06,960
and a metric bet measured two weeks later.

604
00:26:06,960 –> 00:26:09,240
You keep WIP limits tight.

605
00:26:09,240 –> 00:26:12,200
You end the month with a brief retro.

606
00:26:12,200 –> 00:26:15,400
What moved, what didn’t, and why the system still

607
00:26:15,400 –> 00:26:16,520
allowed stalls.

608
00:26:16,520 –> 00:26:18,280
You pick smaller changes where needed.

609
00:26:18,280 –> 00:26:21,960
You publish short release notes in app, what changed,

610
00:26:21,960 –> 00:26:25,160
why it matters and how to use it today.

611
00:26:25,160 –> 00:26:26,960
What does it feel like on the floor?

612
00:26:26,960 –> 00:26:29,280
Reps stop asking who owns this

613
00:26:29,280 –> 00:26:31,480
because the system enforces ownership.

614
00:26:31,480 –> 00:26:33,120
Service stops forwarding emails

615
00:26:33,120 –> 00:26:35,280
because routing happens on save.

616
00:26:35,280 –> 00:26:37,240
Finance stops chasing context

617
00:26:37,240 –> 00:26:40,280
because the timeline tells the story at the handoff.

618
00:26:40,280 –> 00:26:41,600
People feel momentum.

619
00:26:41,600 –> 00:26:44,720
The habitat reflects the way work actually moves

620
00:26:44,720 –> 00:26:46,640
and it nudges the right move next.

621
00:26:46,640 –> 00:26:47,960
Scaling isn’t louder.

622
00:26:47,960 –> 00:26:49,080
It’s cleaner.

623
00:26:49,080 –> 00:26:50,880
Fewer choices at the right moment.

624
00:26:50,880 –> 00:26:53,680
Fewer handoffs, clearer states.

625
00:26:53,680 –> 00:26:57,560
A steady drum beat that trims friction every month.

626
00:26:57,560 –> 00:27:00,360
That’s what scaling with dynamics actually looks like.

627
00:27:00,360 –> 00:27:03,120
Work turning into progress by design.

628
00:27:03,120 –> 00:27:05,360
If you remember nothing else, remember this.

629
00:27:05,360 –> 00:27:08,280
Reduce friction and every metric improves

630
00:27:08,280 –> 00:27:10,320
because progress becomes the default.

631
00:27:10,320 –> 00:27:14,040
Treat dynamics like a living product, not a finished project.

632
00:27:14,040 –> 00:27:17,480
Rails, rhythm, and small measured changes.

633
00:27:17,480 –> 00:27:19,640
If you want the racey, the backlog template

634
00:27:19,640 –> 00:27:21,960
and the 30-day release checklist,

635
00:27:21,960 –> 00:27:23,560
grab the links below.

636
00:27:23,560 –> 00:27:27,480
Subscribe for the next episode on advanced routing patterns

637
00:27:27,480 –> 00:27:30,680
and send me one friction point you’ll remove this month.

638
00:27:30,680 –> 00:27:33,200
Continue to observe this ecosystem with care.