IBM's Retrospective Radar

How do we come together and share and learn? And combine that with planning for what we want to do next. Or, to put it another way, how do we take feedback and then actually act on it?

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Anthony Coppedge is the principal global Digital Sales Agile Lead at IBM, where he guides the training, facilitation, and coaching of sellers, marketers, product owners, and executive leaders globally across all of IBM in how to apply Business Agility. 

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His latest Agile invention is the 'Retrospective Radar', a visualization tool and technique for teams to reflect together in a spirit of continuous improvement. 

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It combines Stephen Covey's 'Circles of Control, Influence, and Concern' with 'The Starfish Retrospective' by Pat Kua as the starting point for quantifying qualifiable information and then turning that color-coded feedback into actionable intelligence! 

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We've all sat through retrospective meetings where we go over what has and hasn't worked in the past quarter and then tried to work out who does what next. And very often, employees grow tired of giving feedback because nothing seems to change. 

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Quite simply, the Retrospective Radar is a more efficient meeting model and work results visualization tool. It combines the Retrospective meeting and Iteration Planning meeting into one team meeting instead of two separate meetings. 

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It is undoubtedly a brilliant way for companies to incorporate and act on employee feedback in a way that leads to meaningful company change! 

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Anthony's invention and resultant insights prove that communication leads to coordination, which in turn leads to collaboration. 

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Company siloes get broken down, time gets saved, and aggregated feedback becomes actionable intelligence. Find out more inside this week's episode of Scaling Tech! 

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"If you can visualize it, you can talk about it." ~ Anthony Coppedge

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In This Episode:

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• What is IBM's Retrospective Radar?
• The power of being able to pivot from your learnings
• How to quantify a qualifiable problem
• Understanding Circles of Control, Influence, and Concern
• Does feedback lead to change? 
• The Impact of Actionable Intelligence