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Yes to this! Is it too much to go beyond vision to operationalizing or piloting use?

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Yes to this! Is it too much to go beyond vision to operationalizing or piloting use?

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Is it a priority to determine/launch work on a new Big Bet?

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Is it a priority to determine/launch work on a new Big Bet?

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Seems like we'll be putting significant capacity against TRR

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I completely agree that we need to figure out what types of smaller communities (think back to the Teal org structures) that will be required to get work done. This is a body of work that will need to be managed tightly.

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I'd put Sing the Same Song (period) vs. just re: NE efforts. Makes it more clear that we want cohesive messaging across the org, programs, etc.

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Remain concerned about alignment on what conditions are. Making headway in Q1 on this with TA and APS out will be tricky.

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Remain concerned about alignment on what conditions are. Making headway in Q1 on this with TA and APS out will be tricky.

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Yes, this goes with out saying but everyone should be singing the same song across all teams. It will be important that internal work is done before we go external. CBE needs to get clear on what we mean by "our brand."

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In my org research, I was struck by the orgs that established priority owners. I do not think we can simply align everyones individual goals to these priorities. I think there will need someone to really consider how to drive the vision of accomplishment of these priorities

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Maybe this is under Priority 2, but clarifying our TOC and the vision for DC requires us also to set BHAG.

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I think this could be a big one to boil down and manage. I like that you started giving examples because it will be important that we tackle the most important things well vs. trying to address all the things not so well.

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In terms of thought leadership, I think we need to talk about in what in particular. Outcomes may well be our Northstar (and APS will have more to say about this next week), but proving "we" caused the outcomes is very hard. What is readily doable are reports on activities and learnings that plausibly could be connected to outcomes, similar to what we did with the CTDC white paper.

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In terms of thought leadership, I think we need to talk about in what in particular. Outcomes may well be our Northstar (and APS will have more to say about this next week), but proving "we" caused the outcomes is very hard. What is readily doable are reports on activities and learnings that plausibly could be connected to outcomes, similar to what we did with the CTDC white paper.

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I see how a lot of IOC priorities do or could fit here

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I see how a lot of IOC priorities do or could fit here

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- the talent systems work we want to do this year (roll out competencies, level up PE, comp structures)
- the new finance/compliance  systems re: fed $
- the ops of being in-person
- optimizing meetings structures and cadence
-DEI
-applying Inclusive Management plc work
...

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The components of this feel really good. The website definitely will force process on all of this. BUT we have to complete the TOC work in order for this to happen.

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That we are innovative demands that we carefully set culture and management up to enable innovation. Anything goes means incoherence and not accomplishing things.

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How do we use these for team and individual goal-setting?

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How do we use these for team and individual goal-setting?

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It was forced last year, at times, to try to align other important stuff we have to get done to preserve the health of the org with the 3 priorities. So we created Drumbeat Goals for ea team to catch those. Would like us to be more cohesive with Drumbeat goal setting this year