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The Radical Operations Playbook

Create clarity. Unlock efficiencies. Achieve more.


Simplify Focus

Reduce the noise and ambiguity

Harmonize Operations

Get teams hyperaligned

Unlock Efficiency

Achieve more with less

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What's Inside


Intro: About Radical Operations
Section 1: The Operational Leader
Section 2: The Typical OKR Implementation
Section 3: The OKR Paradox
Section 4: Breaking Down the Real Operational Problems
Section 5: Introducing an Innovative Way of Operating
Section 6: Making the Case for Radical Operations
Section 7: Tips to Creating a Dynamic Culture
Chapter 8: Driving Radical Operations with an ‘Operating System’
Conclusion: The Time is Now



Intro: About Radical Operations

Radical Operations is something new, something different, and something unique. It's part strategy, part tactics, and part cultural mindset. It's about evolving and disrupting the traditional ways of working. Simplifying workflows. Prioritizing time, effort, and energy. Ultimately, Radical Operations is about re-clarifying a proven framework of OKRs, and bolting on some common sense ways of using the approach via an Operating System which promotes more engagement.

This playbook and this operational strategy and approach is new and raw, but perfection is the enemy of profitability. That’s the mantra of this playbook. Although the ideas and concepts behind it are years, even decades in the making, the content took less than a day to write (by a human, not A.I.). This playbook is not perfect. It has gaps and holes and ‘hot takes’ that can be discussed and debated, but it needs to get out in the open.

Going Beyond the Basics

We don’t intend to use this artifact to explain the basics of operational strategy or provide you with the best things to work on to grow your business. Instead, we are using the opportunity to challenge the status quo and disrupt the traditional ways of thinking around basic business concepts. We are looking at the system as a whole and trying to unlock efficiencies that can improve how internal and even external ecosystems operate.

Thanks for taking a look, and we look forward to hearing your feedback and discussing more.

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Section 1: The Operational Leader

The operational leader is the “Swiss Army knife the business.” Typically tasked with a number of responsibilities that can change on a dime, these individuals need to be highly intelligent, adaptable, and able to provide value across a variety of functions efficiently.

The Unsung Hero

Often considered the “connective tissue” within the organization, these folks can be force multipliers for results yet are often the unsung heroes of the businesses. They don’t get a big quota payout when the massive deal closes, and they aren’t the first person a customer will call when something goes wrong. Still, they will be the stable foundation the business can rely on when there’s a problem to be solved or when there needs to be accountability to ensure teams are “rowing in the same direction.” It’s a mission-critical role within a growing organization, and the exciting part here is, this is only the beginning.


Section 2: How OKRs Originate


This is the typical narrative for a growing technology company. The business starts to take off, especially after achieving product market fit. No longer a start-up, the organization grows rapidly but lacks the systems and processes to keep up. The result is more people, more meetings, and more red tape. It creates organizational gridlock in many cases, causing the once efficient engine to start to grind to an inefficient halt. Growth starts to become harder, more expensive, and more taxing on your teams. 

The Perceived Silver Bullet

When this happens, there’s usually a board member or executive who has read one of books on Objectives & Key Results (OKRs) and learns how wildly successful companies like Google, Netflix, and Spotify use the strategic goal-setting methodology to drive alignment, accountability, and growth. It all sounds fantastic in theory, so the responsibility is handed down to (you guessed it), the operational leader who is now tasked with implementing OKRs across the organization.

Why Shifting OKRs from HR to Operations is Critical

This process used to be managed by HR (which is why there is an OKR module in most HRIS tools), but as much as we love the friendly folks in that department, they aren’t drivers of business. Too many OKR implementations have failed because HR wasn’t able to properly align the business towards the right outcomes and get buy-in. If you’re in HR and reading this, we love you and keep reading, but go get an operational business leader to help drive your program. You’ll be better off in the long run. Now, back to the task at hand.

When the OKR decision is made, a handful of expected tasks happen, usually in this order.

Step 1. Research
- Online research on OKRs
- Read a book or two (or more)

Step 2. Consulting
- Hire a guru, or listen to a guru
- Learn from others who have implemented OKRs

Step 3. Training
- Put together a deck to explain OKRs to teams
- Announcement about OKRs is made
- Reaction is… meh
- Conduct a training or two, maybe more
- Field lots of questions about OKRs, to varying degrees of satisfaction

Step 4. Creation
- Ask people to create their OKRs
- Sift through them all as people go off and create somewhere between 2 and 2,000 OKRs
- Leaders go through multiple cycles of iteration with the creators because the OKRs stink

Step 5. Tracking
- Create a spreadsheet to track the OKRs, or use a generic or homegrown tool
- Schedule meetings to review the OKRs
- Ask people to update, although nobody seems to remember or want to

Step 6. Reflection
- Put together a slide deck to review the OKRs
- Talk about your OKRs, to varying degrees of engagement
- Adoption tinkers. Performance wanes. Effectiveness is doubted 
- Rinse & repeat weekly, monthly, quarterly, etc.

To implement OKRs takes time, attention, and a commitment. Without leadership buy-in at the very top (the CEO), these programs are often doomed to fail across the business. They can find success in smaller pockets or teams in the organization, for sure, but in terms of driving true business transformations which create impactful results, without the entire company using and driving results, the company will not reap the ultimate benefits.



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Section 3: The OKR Paradox


Now, let me preface this section by saying there are plenty of companies who get this OKR stuff right. They write 1-2 OKRs, slap it on a slide on January 1st, and that’s all that’s needed to get results. There are also plenty of companies that are so naturally talented at what they do and build, that they don’t even need OKRs. These are like the Bo Jackson of the business world. They just roll out of bed and hit home runs and score touchdowns. So it’s not to say every company on earth NEEDS to do some framework, but chances are if done correctly it might unlock even more potential that was untapped. For the rest of us though, let’s get real, we do need help to get this stuff right, and our aim is to unapologetically provide it. Buckle up.

OKRs Are Supposed to Solve Operational Problems, Not Create More of Them

First off, the only reason OKRs get implemented is because executives want visibility. After the start-up phase, they lose a sense of what’s happening in the business. This is why more meetings happen and more dashboards get created. They want to be “in the know, but not in the weeds.” OKRs as a framework is team-agnostic (ideally) so it creates a unified system the company can rally behind and start “speaking the same language.” It all sounds good in theory, however, there are a few major problems that typically arise when companies start using OKRs.

Common Problems with OKRs

Mediocre Quality
- Too many Objectives get written
- The Objectives are written too long
- Too many Key Results get written
- Too many Key Results without clear start/target values get written
- OKRs contain too much fuzzy language, aka corporate bs or jargon

Problematic Approach
- OKRs get pushed down to too many layers in the organization
- Lack of clarity around results vs. execution
- People write the OKRs great, but forget to execute and don’t see any results (literally)
- The word “strategy” gets mentioned 87 times

Lack of Knowledge
- Confusion around KPIs
- Confusion around “business as usual”
- Confusion around output vs. outcomes
- Confusion around if this impacts compensation

Operational Miscues
- No sense of size and scope
- Prioritization is a challenge
- The tools breakdown
- Adoption is low
- People think OKRs are just homework
- And the list goes on

The ironic part is, whether you use OKRs or not, chances are, the majority of these items are still a problem! The “OKR Paradox” we mentioned earlier stems from the fact that when OKRs are done incorrectly, instead of solving these problems, they further complicate the problem! Ouch!!

There Aren't Any Good Alternative Solutions

What are you going to do if OKRs fail? S.M.A.R.T. goals? V2MOMs? MBOs? Agile? ABC123's (we made this one up)? Go back to the status quo? Never! The primary takeaway here is no matter what you decide to use for your operations, you have to make it work. No matter what you use, if you start off with the wrong approach, it’s really hard to dig your way out. The negative implications could be cultural in that people become disengaged and start to leave, which in turn means that the business will suffer. Whether OKRs succeed or fail at a company has nothing to do with whether they wrote good OKRs or not, or if they have the perfect cadence of communication. It actually comes down to the initial approach, properly categorizing the components of the framework, and having a consistent message.

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Section 4: Breaking Down the Real Operational Problems


There are a handful of problems that lead to OKRs being implemented, and these problems often persist after they are implemented.

Departmental Silos & Dashboard Overkill

We’ve mentioned before, but this OKR stuff originates due to a lack of visibility. As the company grows, there’s no single source of truth in most cases. Data is siloed, and even if you extract all that data into ginormous dashboard, you still don’t understand “why” the results are what they are. Why are we behind the target? Why are we ahead of the target? Why did that project stall? Why is that data not updating? The list goes on. Dashboard fatigue is real, primarily because it doesn’t provide enough context. When execs don’t have context, they schedule meetings. That’s a fact.

The Lack of Visibility Problem

Without visibility, executives don’t understand what’s happening which creates anxiety. This problem only amplifies as the company scales, so attempting OKRs is a good step in the right direction, but doesn’t necessarily solve this problem completely.

In the Know, Not in the Weeds

Leadership teams don’t need to know all the minor details of the business, or the normal day-to-day stuff that is to be expected of workers you hired and trust. Rather, they want to ensure the company is able to change with the times, stays ahead of the competition, and pushes the boundaries of innovation. This constant transformational dynamic is what ensures companies not only survive, but thrive! This is what executives and leadership want visibility into. What are the strategic things in motion which will ensure future viability as a business? This is the good stuff. They don’t need to know you resolved 5 support tickets this week. That’s to be expected. There’s a difference between strategic alignment and getting the job done.

Cross-Functional Misalignment
OKRs attempt to solve this problem too, but the lack of consistent usage, definitions, and application across teams typically creates further misalignment. When you have 10-15 teams, all with different goals, the company becomes horizontal and almost like an operational parachute. Instead of cutting through the air with tremendous speed, there’s a drag.

What We Have Here is a Failure to Communicate

Misalignment occurs in many fashions, but miscommunication is the prime culprit. Without consistent, clear, and contextual communication, misalignment has a crack to enter through. When misalignment creeps in, it’s really hard to reign it back. Often not seen, but felt, misalignment is a hindrance of growth and a catalyst for disengagement. The problem of misalignment is further compounded when teams are working remotely, often in different countries. The more spread out the organization, the harder you’ll have to work to get folks “on the same page.” OKRs need to be rock solid to create tight alignment, and paired with a strong culture, but even with these things there’s often a big piece of the puzzle missing. Keep reading.

Inconsistently "Getting Things Done"
This is the biggest problem of them all I’d say. Poor execution. Not putting in the work. Not rolling up the sleeves. Getting distracted. Not getting things done. Not thinking big picture and strategically. The list goes on. Writing OKRs is actually quite easy once you get it, but achieving them is hard. How do you achieve OKRs? With great execution. Is execution actually even part of the acronym itself? NOPE. That’s a problem. “Ideas are easy. Execution is everything.” This is a famous quote from John Doerr, the biggest evangelist of OKRs in the world. It’s an ironic statement, considering the very framework he champions, when done correctly, actually doesn’t contain any aspects of execution. In fact, it’s the biggest problem with all this OKR stuff. The acronym which originated half a century ago before we had email was designed to just give teams the outcomes. They’d just pin the paper to their cubicle and get to work. That’s all well and good, but it’s an outdated approach to the modern day way of working. Fact, not opinion.

The Lines Between Results and Execution Are Blurred

So typically the solution here is to just make Key Results quasi-action items. This creates another problem in that it locks you into something, or just creates a meaningless laundry list of “stuff” to justify one’s existence that can have serious orders of magnitude discrepancies. When Key Result #1 is generate $100,000,000 in ARR, and Key Result #2 is ‘Help Sally with sales support,’ we have a problem because there’s a massive disconnect there. When another Objective has 17 Key Results, that’s a problem too. Ultimately, execution is the driver of all results even though it’s technically not included in OKRs. Ironically enough, that’s the part people understand the most - what they work on! Sally the sales support may not know how to write a Key Result, but she knows the parts of her job she could improve to drive other results. Yet so often, those items, the real good stuff, get ignored.

No Matter What, The Problems Will Persist. Manage Them.

So understanding all these problems with OKRs, and the big macro problems within many organizations, how do you solve them? Well, there’s good news and bad news here. The bad news is you really can’t. People are emotional creatures and businesses are messy. It’s hard enough to get a single person to behave and perform in the manner you like, let alone groups of hundreds of people. These are problems which aren’t going anywhere anytime soon. The good news, though, is there is a better way. A more simple way. A more logical way. A better way of operating. And that’s what we are so excited to share.

Establishing a sense of urgency is the best way to drive movement. Depending on how big your team is, starting small may be a better approach using early adoptors and influencers to drive change. From here, galvanizing a vision to strive towards is helpful as long as it's paired with a system of accountability. Using the operational framework best practices, it's always great to generate quick wins and build momentum. The problem here is lagging results. Ensure it's a balance of short-term wins aligned with longer-term priorities. Lastly, empower others to become part of the culture of transformation.

In addition to all the aspects of a new implementation (which are critical), existing implementations require a bit more finessing. Typically, technology is involved. The best tip here is just to be honest with yourself. If you need to cut half of your program to be efficient, that's okay. These things take time. Keep going and stick with it. You got this.


Section 5: Introducing an Improved Way of Operating


Now, this isn’t going to be some new, revolutionary, or mind-blowing concept. It’s quite simple actually with a touch of disruption to make it stick, and that’s the point. We joke that every company on earth uses some variation of this stuff, it’s just not clearly organized and articulated.

The Market Has a Need for More Clarity Around OKRs

Ultimately, after talking with hundreds of prospects and customers, building a product, implementing OKRs to teams, and just observing the oceans of conflicting and confusing information available online from so-called “gurus” we just decided we wanted to forge our own path. We aim to set the record straight.

Empowering Operations to Transform

Operational leaders are at a critical crossroads, especially when it comes to technology and strategy. These people need more resources. They need smarter strategies. They need better systems. What they DON’T need is another failed OKR implementation. That will cost people jobs, and cause the business to underperform or miss out on opportunities. We’ve seen it too many times and we intend to change that. The most successful companies are those that execute their plans with precision and speed. Our aim is to start fresh, with something new, something different. 

Introducing Radical Operations

What is Radical Operations? It's is an operational strategy and cultural mindset designed to create RADICAL efficiencies and opportunities around the business by putting an emphasis on visible and aligned execution. Radical Operations is all about pushing the boundaries of what’s possible and giving smart, creative, and motivated people the environment, and clarity, to truly do their best work. It’s about TRULY connecting organizational strategy to team reality, in a specific, prescriptive and transformative way. Radical Operations is light, it’s fun, it’s different.

RADICAL - The bold decision to keep OKRs with leadership in a limited capacity, and empower teams to execute with less oversight.

OPERATIONS - The mindset that creating, building, launching, and learning more together unlocks even more opportunities and potential.


Take the Best, Adapt the Rest

It takes a blend of the old, and applies modern principles to create a truly impactful way to drive results. It celebrates getting things done, quickly and efficiently. It prioritizes action over extensive planning. We believe Radical Operations is a way for companies to truly differentiate and innovate. This requires a combination of strategic planning, efficient processes, and effective communication. Radical Operations is not just about working harder or longer hours, but rather about working smarter and more efficiently.

How to Approach Radical Operations

Change isn’t easy, but to make progress, it’s necessary. The default setting is complacency or the status quo, so Radical Operations starts with communicating a sense of urgency to innovate and transform. By doing this, you need to clearly communicate why this is happening, and what’s in it for your teams (more autonomy, less meetings, financial gain, etc.) but with the caveat that business results need to be achieved. Radical Operations is about letting go of the wheel and seeing what comes back. If the results are minimal, perhaps the wrong team is in the place or too much is being asked of them. If the results are fantastic, double-down and reward those behaviors.

The Purpose of Radical Operations

The goal of Radical Operations is to get teams to minimize theoretical “strategic thinking” and mindless talking about results, but rather focus more on exerting effort and seeing the dynamic impact that happens from brute force. Obviously, balancing these efforts with an emphasis on health, rest, and development is critical. These are people, not robots. Let them breathe, but provide the right structure to operate within.

Ensure Leadership Sets the OKRs

There are parts of Radical Operations which just make sense when done correctly. The traditional goal-setting frameworks of yesterday still work today. OKRs are just that which is why it’s a critical part of this mindset. Objectives still provide direction of where you are going and why, and Key Results offer those measurable outcomes which highlight progress towards the Objective. They are critical metrics you can influence, but not control. Call them KPIs, leading indicators, lagging indicators, outcomes, or whatever you like, but the Key Results are the quantifiable and measurable priorities across the business. 

Put Guardrails in Place

We are not abandoning them, but rather putting specific guardrails around them. The OKRs for the business should get defined at the leadership level (1-3 Objectives max) with a handful of Key Results (a mix of 3-4 metrics per Objective - volume, quality, and health-based - ideally externally focused on your customers). 

The critical part is… THIS IS WHERE YOU DRAW THE LINE.

Do not attempt to cascade OKRs down, or roll this out at multiple levels. If you have 72 Objectives, you have no Objectives. If you are measuring 162 Key Results, you’re measuring nothing. If everything is a priority, nothing is a priority. Forget trying to decipher Key Results and KPIs, or explain outputs vs. outcomes to the rest of the organization. Making the bold, and RADICAL, statement of… this is where we are going (Objectives), and this is how success is measured (Key Results), but then sharing how the rest of the organization DOESN’T need to now go learn OKRs or implement with their teams, but rather just needs to prioritize and select the Strategic Initiatives they believe will move the needle is a much more palatable request. The accountability comes with OKRs at the business level, but to get true adoption, engagement, and continuity you need something to rally behind that they can control. This is where Strategic Initiatives come into play.

Radical Operations Emphasizes Strategic Initiatives

Where Radical Operations provides value is it cleanly separates OKRs from the rest of the business. Stop trying to roll OKRs across the entire business. Behind the scenes, people hate OKRs. They are resentful of them. If not now, give it time and they will be. Strategic Initiatives (SIs) however empowers teams to explore, experiment, and execute on their own. Strategic Initiatives are the things you work on, the actions, the effort, the execution.

Strategic Initiatives are Easier to Define, With Fewer Hurdles

They are easier to define, easier to execute, and easier to discard if something isn’t working. When done correctly SIs can be worked on in a safe space where creativity and expertise can thrive, and failure is celebrated rather than reprimanded. Nobody ever said, “I wish you’d take more Key Results.” People have said though, "I wish you’d take more Initiative.” Radical Operations aims to give people that power, assuming you have functional expertise who know how to drive the business forward. Don’t hand your marketing strategy to an intern and expect magical Strategic Initiatives, but do hand this power to people with expertise who know how to get stuff done. Restricting those abilities will prove detrimental. Get those people out of mindless meetings and into mindful productivity.

Elements of Strategic Initiatives

Strategic Initiatives —---> PROGRESS
- SI Timing - Short-term, near-term, long-term
- SI Scope - Small, Medium, Large, Extra-Large
- SI Tracking Values - Binary, Output, Percentage, Milestones
- SI Impact - 1 KR, 2 KRs, etc.
- No no’s - Writing down your day-to-day responsibilities

Explore. Experiment. Execute.

Another critical aspect of Strategic Initiatives are the three EEEs. Exploration, experimentation, and execution. Look at your options through this lens to better categorize the work being done. Exploration is all about research, fact finding, networking, discussion (low confidence to impact). Experimentation involves short, easy, and quick ideas to test (unsure confidence to impact). Execution involved bigger, collaborative and prioritized efforts (high confidence to impact). 

Creating Operational Rhythm with Contextual Engagement

What brings these two core elements together is a simple “Contextual Engagement” cadence where concise updates, learnings, and plans are shared on a recurring basis - either asynchronous or on live meetings - to highlight not only “what” is being tracked or “how” that thing is going, but more importantly “why” progress or performance is what it is. KPI dashboards don’t provide the level of insights needed to truly understand what’s happening. Once you get into a rhythm of business, traction can take hold and businesses can operate more efficiently. Set the schedule, stick to it, and reap the rewards. Right now, the common phrasing is the mundane “Check-In” but we will also attempt (one day soon) to transform this language as well. Stay tuned :)

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Why Attempt Radical Operations?

Companies that can execute their plans quickly and efficiently have a significant advantage over their competitors. Radical Operations allows companies to move faster and more decisively, enabling them to seize opportunities and respond quickly to changes in the market. This can lead to increased revenue, improved profitability, and ultimately, greater success. There’s a million and half operational strategies and systems out there.

Radical Operations Aims to Create a Movement

There are tons of acronyms and business jargon which outlines the right and wrong ways to drive an organization. There’s no right or wrong answer to this stuff a lot of times. However, logically speaking, Radical Operations aims to promote the biggest driver of success in any aspect of life - execution. Putting in the work. Trying. Failing. Trying again. Nothing worthwhile to achieve is ever easy, but it does take hard work. One person executing can change their life. Teams of people executing can change the world. Understand this. The days of OKRs are running low. We are telling you in advance. For every one happy post you see about OKRs there are 99 negative ones being thought of. Let’s avoid that, and go towards a better place where the direction is clear, the results are measurable, and then it’s on the teams to execute and celebrate success.

Comparing Traditional OKRs as a Standalone to Radical Operations

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The Radical Operations Recap

Radical Operations is a blend of three core elements.

- OKRs - 1 is ideal… 2 is great… 3 is good… beyond three, you’ll dilute impact. Combined with 3-4 measurable Key Results per Objective. More is okay if you want to measure more, but realize it also dilutes the impact and focus.
- Strategic Initiatives - The primary driver of Radical Operations. The Strategic Initiatives. Not tasks. Not projects. Not outputs. Strategic Initiatives. What is being worked on. What’s being created. What’s being built. What’s being launched. What’s being EXECUTED. Put all the ideas on paper, prioritize them, and take on as many of these as you can. Execute. Learn. Optimize. Repeat.
- Contextual Engagement - The rhythm of business. Not just the ‘what’ and the ‘how’ but the ‘why’ around performance and progress.

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Section 6: Making the Case for Radical Operations


Transformation is hard. It takes time, effort, and a willingness to extend beyond your comfort zone. Sharing to the CEO or the rest of the organization that you are adopting a “Radical Operations Strategy” may be met with a level of curiosity and confusion. Here’s a few tips to “make the case” both with your CEO and with the rest of the business about why Radical Operations is the way to go.

Selling Radical Operations Internally

Here are some talking points to help drive the conversation and narrative.

“Markets change at a rapid pace. The teams that adapt will win. We need an operational playbook to ensure everyone is on the same page and rowing in the same direction, but provides the flexibility to adapt and pivot as events occur. This takes a combination of selecting a singular playbook, and rallying behind it in order to maximize the benefits of it. We believe in the concept of Radical Operations, because it emphasizes the work you put in over the results you hope to achieve.”

“With so much conflicting information available online about OKRs, KPIs, SMART goals, and the list goes on, we settled on “Radical Operations” as our operational strategy of choice. It clarifies the right way to connect executive strategy with team execution. Learn more at”

“We aim to implement a centralized Operating System which connects executives to employees, but also houses critical contextual data which can drive more insights, streamline planning, and unlock efficiencies.”

What do employees gain by participating and driving Radical Operations forward?
- More freedom, autonomy, creativity
- Less noise in terms of what the priorities are
- Less meetings and homework and more time to explore, experiment, and learn
- What does executive leadership gain by implementing a Radical Operations strategy?
- More adaptable business
- Improved organizational culture
- Better business results
- What is the expectation with Radical Operations?
- Engagement in the process
- Continuous feedback
- Business results

The point here is that businesses are changing, roles are changing, and in order to keep up you need a system and playbook to rally behind. Innovation happens at the forefront of new ideas and exploration, and this is just the beginning.



Section 7: Tips for Creating a Dynamic Culture Around Radical Operations


Develop Efficient Processes and Communicate Effectively

Develop efficient processes that enable you to execute your plans quickly and effectively. This might include automating tasks, delegating responsibilities, and streamlining workflows. Effective communication is essential for Radical Operations. Ensure that everyone on your team understands the OKRs, SIs, the contextual engagement process, and is clear on their responsibilities.

Embrace Continuous Improvement

Radical Operations is not a one-time event, but rather an ongoing process of improvement. Encourage your team to embrace a culture of continuous improvement, and regularly review and adjust your processes to optimize performance. The impact of these efforts doesn’t need to be 100% attributed but ideally can be felt. Attribution is hard. It’s like trying to quantify how much you love a loved one. Instead of trying to nail down the model, just trust your instincts.

Blend Functional Autonomy with Fractional Accountability

In order for autonomy to work, you have to know what you’re doing. For example, autonomous driving cars which smash into street signs and cause mayhem aren’t very autonomous. They may drive by themselves, but they cause more harm than good. Same with work cultures. Reserve complete autonomy for functional experts, but guide and coach others as needed. 100% accountability is also not needed as it will restrict the willingness to try new things. Set the guardrails and try and keep teams in them. Easier said than done, we know.

Push the Boundaries

Radical Operations is a mindset and approach that can help your business achieve its goals more quickly and efficiently. By setting clear goals, defining key metrics, developing efficient processes, communicating effectively, and embracing a culture of continuous improvement, you can achieve Radical Operations in your business. So, take the first step today and start executing with radical efficiency!

Stay Away from Spreadsheets and Generic PM/Task Tools

They are cheap, easy, and flexible, but encourage bad behaviors and poor quality. Use an Operating System (shameless self-plug). Sorry, not sorry.

Prioritize. Prioritize. Prioritize.

Sounds easy, but it’s hard. Use a shared framework like RICE, MoSCoW, or any other of the millions of other ways out there. If you prioritize the right things, you’ll unlock the next things.

Create Value Instead of "More Things"
The definition of value is ‘Quality x efficiency x benefit to others.’ If the Strategic Initiatives end in a poor output which took 2-years to create and nobody wants or needs it, that is not valuable. Look at your Strategic Initiatives through the lens of value.

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Section 8: Driving Radical Operations with a Cross-Functional 'Operating System'


Yes, again, this is a shameless self-plug here, but shooters shoot. Look, there are plenty of tools and software on the market to track things. We’ve already mentioned spreadsheets and the generic project and task management tools, but going even further and looking at plug-in modules and homegrown systems. All very capable, but not purpose-built. We believe the operations function is the next big thing in technology because efficiency, speed, and quality of execution are what will win in the next era of business.

Here are the four aspects of driving adoption with an Operating System.

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We aren’t going to go into this too much in this doc as it’s not the purpose here to try and sell our technology. In fact, our aim is truly to create awareness and clarity around a movement that has already started, but with the intention of accelerating it further. At the end of the day though, it’s necessary to have solid technology to complement business activities and provide actionable insights to further optimize your operation.




Conclusion: The Time is Now


Radical Operations is not a magic bullet. It’s still in its infancy, but we believe in it. Operational leaders are at the forefront of innovation and have an opportunity to lead not just with technology or canned definitions, but with a cultural mindset backed in data that ultimately aligns teams and drives results. Our focus is to take the fluffy corporate jargon of yesterday and crystalize it in a way that provokes the system and challenges the old guard. Whether you are just starting out, or are an experienced vet in need of a rejuvenation, we hope you’ll find Radical Operations as a concept to rally behind, and help drive the movement forward. The time is now. 


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