It seems in vogue to extol the praises of “outcomes” when discussing e.g. software and product development. Setting aside the challenges of defining what we might mean by “outcomes” (I dislike getting into rabbit-hole discussions of semantics), there’s one key aspect of this debate that seems to escape folks’ attention. W Edwards Deming nailed it decades ago with his First Theorem:
“Nobody gives a hoot about profits.”
Even so, Deming said little about what folks (managers, in his frame) DO give a hoot about. We can turn to Russell L. Ackoff for an insight into that:
“Executives’ actions make sense [only] if you look at them as taken in order to maximise the executive’s well being.”
As Dr. Ackoff says, a secondary focus on profits is just the cost executives must pay in order to maximize their rewards. The actions taken would be different if the well being of the organization was primary and the well being of senior executives subservient to that aim.
So, to outcomes. The outcomes that delight will be those that maximise the executives’ (and other folks’) well being. When developing a piece of software, how often do the specifics of the well being of the Folks That Matter get discussed? Indeed, is the subject even discussable? Or is it taboo? In your organisation?
How unsurprising then, that software as delivered is so often lacklustre and uninspiring. That it fails to address the core issues of the well being of the Folks That Matter? That it’s the wrong software.
As a developer or team, do you ever afford your customers (a.k.a. the Folks That Matter) the opportunity to talk about their well being? And how what you’re doing for them might contribute to that well being?
So, might I invite you to stop talking about specious and illusory “outcomes”. And start asking the difficult questions of your customers (and yourselves)?
Here’s a possible opener:
“Would you be willing to discuss what it is you need for your own well being?”