Shifting to a Results and Outcomes Culture (vs. Inputs Culture)
How do you organizing a strategy division to be based on “OUTCOMES” rather than “INPUTS?”
How do you tackle issues with ownership, accountability, prioritization, resourcing, speed, and customer-centricity? How have others shifted to focus on OKRs/ strategic outcomes?
[Current OSN members will receive a direct email with an invitation to participate and/or can review output from this forum on the member platform once the event has concluded]
