OKRs Archives - Scrum Master Toolbox Podcast

Oluyomi Emmanuel: Creating Agile Value Stream Visibility Without More Administration

“Transparency is not created by displaying more information. Transparency is created when people share enough meaning to interpret that information in the same way.” – Oluyomi Emmanuel

Oluyomi’s current challenge is helping an organization create end-to-end visibility and ownership across several value streams without turning the solution into another layer of administration.

At first, the problem looked like a Jira hierarchy issue: initiatives, epics, stories, and tasks needed shared definitions. But the conversations exposed something deeper. Different groups used the same work item names to mean different things, and those differences made prioritization, dependency management, coordination, and reporting harder. Together with a colleague, Oluyomi framed the work as alignment experiments instead of a large rollout.

One workshop asked what makes an initiative different from an epic, what information must exist before work moves forward, and when the next level of work should be created. The biggest tension was ownership, not terminology. A second experiment, a cross-value-stream visibility session, used real initiatives to expose overlapping work, unclear ownership, and weak links to outcomes.

Vasco then pushed the conversation toward intake: perhaps the problem was not only shared meaning, but the absence of a single view of what the organization needs to do. Oluyomi’s next experiment is linking initiatives to quarterly goals and OKRs to see what really deserves attention.

In this episode, we refer to value streams, OKRs, and portfolio management.

Self-reflection Question: Does your organization have one visible list of important work, or many competing lists with unclear ownership?

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About Oluyomi Emmanuel

Oluyomi is a Scrum Master, Agile Coach, and Product Lead with over seven years of experience helping teams work better and deliver meaningful digital products. Having worked across energy, consumer platforms, and fintech, he is passionate about building high-performing teams, creating clarity, and turning Agile principles into real business and customer value.

You can link with Oluyomi Emmanuel on LinkedIn.

Christian Thordal: Managing Cross-Team Dependencies in Scaled Agile, From Planning to Real-Time Coordination

“When one team’s plan failed, the rest collapsed — deliveries and outcomes were delayed across the entire domain.” – Christian Thordal

In this episode, Christian Thordal shares the biggest challenge he faced as an Agile Coach working within a large Danish broadcast company’s technology division, where 32 teams operate across multiple domains.

Within his domain of 10 teams, they plan in three-month cycles using OKRs, but a critical blind spot kept undermining their results: nobody had a clear grasp of the dependencies between teams and sister domains.

When one team’s delivery slipped in a previous cycle, it triggered a cascade of failures across the organization. Christian and the agile coaching community escalated the issue to the portfolio and delivery department, pushing to synchronize cycle timing across domains. He introduced a “big room planning” approach within his domain to map out which teams they impact and who impacts them, structured around a three-week cadence: define OKRs, align, then commit.

A key coaching insight reshaped his thinking: dependencies are not facts — they are decisions. By naming the specific people involved (the person who needs resolution and the person who provides it), teams can manage dependencies in real-time rather than waiting for a program management layer that only addresses problems after escalation.

Christian now plans to establish dedicated coordination days during each cycle where teams actively collaborate and resolve dependency issues together.

Self-reflection Question: When dependencies between your teams cause delivery failures, do you treat them as coordination problems to solve in real-time, or do you wait for escalation through a management layer?

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Christian Thordal

Christian Thordal is a former Danish Army officer turned Agile Coach. He works with leaders and teams to create clarity, accountability, and momentum in complex organizations. His approach blends military leadership principles with modern product development, helping organizations move from discussion and strategy to real execution and measurable results.

You can link with Christian Thordal on LinkedIn.

Christian Thordal: How “Fake Kanban” Fooled the Metrics, And What This Agile Coach Did to Fix It

“The team was like birds in a nest waiting to get fed — completely dependent on the PO for every piece of work.” – Christian Thordal

Christian tells us about a team that always appeared busy but was hiding serious dysfunction behind a single healthy metric. When he rated the system across his domain, he found the team scored low in process maturity, effectiveness, and learning — yet their cycle time looked good.

The team claimed to practice Kanban, but in reality it meant “we can do whatever we want.” Daily standups had become social check-ins. The backlog held over 100 items to do and 50+ in progress, most of them just headlines with no descriptions. Real work assignments happened through 30-minute Slack huddles between the PO and individual developers — pure push, no prioritization.

Despite having OKRs, the team could only plan a week ahead. Christian’s fix was radical: he restarted the backlog entirely, cutting 150 items down to roughly 30, established WIP limits to create a pull-based system, and brought the team into the process as active participants rather than passive recipients.

In this segment, we refer to Kanban and OKRs.

Self-reflection Question: When was the last time you looked beyond a single “green” metric to understand what was really happening in your team’s workflow?

Featured Book of the Week: Turn the Ship Around by David Marquet

Christian recommends Turn the Ship Around by David Marquet, a former U.S. Navy submarine commander who transformed his crew’s performance by replacing permission-seeking with intent-based leadership. Instead of waiting for orders, crew members were expected to say “I intend to…” — transferring ownership and making people accountable for their decisions.

Christian says this deeply resonated with his own military background in the Danish Army, where leadership operated on similar principles. The book’s core message — stop creating dependency and start building leaders at every level — connects directly to the team story in this episode, where passive dependency on the PO was the root of the dysfunction.

You can also listen to previous episodes with David Marquet and explore more on intent-based leadership.

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Christian Thordal

You can link with Christian Thordal on LinkedIn.

Steve Martin: Making Scrum Master Success Visible with OKRs That Actually Work

“It is not the retrospective that is the success of the retrospective. It is the ownership and accountability where you take improvements after the session.” – Steve Martin

The biggest problem for Scrum Masters isn’t just defining success—it’s being able to shout it from the rooftops with tangible evidence. Steve champions OKRs as an amazing way to define and measure success, but with a critical caveat: they’ve historically been poorly written and implemented in dark rooms by executives, then cascaded down to teams who never bought in.

Steve’s approach is radically different. Create OKRs collectively with the team, stakeholders, and end users. Start by focusing on the pain—what problems or pain points do customers, users, and stakeholders actually experience? Make the objective the goal to solve that problem, then define how to measure progress with key results.

When everyone is bought in—Scrum Master, engineers, Product Owner, stakeholders, leaders—all pulling in the same direction, magic happens. Make progress visible on the wall like a speedometer, showing exactly where you are at any moment.

For an e-commerce checkout, the problem might be too many steps. The objective: reduce pain for users checking out quickly. The baseline: 15 steps today. The target: 5 clicks in three months. Everyone can see the dial moving. Everything should focus on the customer as the endpoint.

The challenge is distinguishing between targets imposed from above (“increase sales by 10%”) and objectives created collaboratively based on factors the team can actually control. Find what you can control first, work with customers to understand their pain, and start from there.

Self-reflection Question: Can you articulate your team’s success with specific, measurable outcomes that everyone—from developers to executives—understands and owns?

Featured Retrospective Format for the Week: Post-Retro Actions and Ownership

The success of a retrospective isn’t the retrospective itself—it’s what happens after. Steve emphasizes that ownership and accountability matter more than the format of the session. Take improvements from the retrospective and bring them into the sprint as user stories with clear structure: this is the problem, how we’ll solve it, and how we’ll measure impact.

Assign collective ownership—not just a single person, but the whole team owns the improvement. Then bring improvements into the demo so the team showcases what changed. This creates cultural transformation: the team themselves want to bring improvements, not just because the Scrum Master pushed them.

For ongoing impediments, conduct root cause analysis. Create a system to escalate issues beyond the team’s control—make these visible on another board or with the leadership team. Find peers in pain: teams with the same problems can work together collectively.

The retrospective format matters less than this system of ownership, action, measurement, and visibility. Stop retrospective theatre—going through the motions without taking action. Make improvements real by treating them like any other work: visible, measured, owned, and demonstrated.

Transform Your Agile Teams with Hard-Earned Lessons from Super-Experienced Scrum Masters

About Steve Martin

You can link with Steve Martin on LinkedIn.

Steve is an Agile Coach, mentor, and founder of The Agile Master Academy. After over 14 years leading Agile transformation programmes, he’s on a mission to elevate Scrum Masters—building high-performing teams, measurable impact, and influence—and raising industry standards of Agile mastery through practical, evidence-led coaching. You can also find Steve’s insights on his YouTube channel: Agile Mastery Show.

BONUS: The Agile Organization as a Learning System

Think Like a Farmer, Not a Factory Manager

“Go slow to go fast. If you want to go somewhere, go together as a team. Take a farmer’s mentality.”

Simon contrasts monoculture industrial thinking with the permaculture approach of Joel Salatin. Industrial approaches optimize for short-term efficiency but create fragile systems. Farmer thinking recognizes that healthy ecosystems require patience, diversity, and nurturing conditions for growth. The nervous system that’s constantly stressed never builds much over time—think of the body, trust the body, let the body be a body.

Value Masters, Not Scrum Masters

“We need value masters, not Scrum Masters. Agile is a useful tool for delivering value, but value itself is primary. Everything else is secondary—Agile included.”

Tom makes his most provocative point: if you asked a top manager whether they’d prefer an agile person or value delivery, the answer is obvious. Agile is one tactic among many for delivering value—not even a necessary one. The shift required is from process mastery to value mastery, from Scrum Masters to people who understand and can deliver on critical stakeholder values.

The DOVE Manifesto

“I wrote a paper called DOVE—Deliver Optimum Values Efficiently. It’s the manifesto focusing on delivering value, delivering value, delivering value.” Continue reading BONUS: The Agile Organization as a Learning System