Making it Stick - Rewiring Organisations for Outcomes & Continuous Change
summary
Argues that rewiring large orgs for outcomes works by creating a shared cadence: a quarterly business review implemented as a one‑page Confluence artifact that makes team OKRs and work visible, then progressively wires funding, security and workforce into that rhythm. Gives numbers: a security embedding took ~2–4 years then scaled to hundreds of teams; Telstra’s QBR page gets ~17,000 views in 12–18 months. Starts with an MVP and minimal viable wiring to expose work, reduce hidden wait time, and drive pull for change.
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chapters (8)
- 0:00Rewiring organizations for change
- 1:17Team Neo's transformation
- 6:07System vs within-system work
- 9:15Organizational transformation complexity
- 13:30Visibility and transparency in work
- 14:57Quarterly reviews as change driver
- 20:58Modular organizational wiring
- 22:43Q&A
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