Economics & Flow

The keys that unlock the door to business success.


Course Content

Most organisations are designed to resist effective delivery. Hierarchical reporting lines, annual budgeting, departmental silos, incentives, a focus on resource utilisation, and a lack of real customer intimacy are just the start.

The traditional management models being used by modern businesses are unsuitable for the rapid delivery cycles that we need in today’s fast-paced world. And it is the traditional thinking that supports these models that really prevents us from being able to change and deliver successfully.

Financial management and governance, risk and compliance, organisational structure, and team makeup, all shape our culture, the way we make decisions, and the outcomes we achieve.

If we want to change, we need to break down these models, and change the way we interact, behave, and think. This process starts with the leadership team. Fail to do this effectively, and your existing culture will resist the changes that allow acceleration towards business goals.

Part 1

During the first part of this highly interactive class, participants will change the way they think about managing their work by exploring the foundations of balance & flow, people & interactions, and learning & growth. Together these form the cornerstones for an agile business and portfolio of work.

Based on the trainer’s practical experience, participants will:

  • Get a deep insight into how you think about organising work
  • Gain an understanding of the interplay between flow, collaboration, and learning, the concepts that underpin Agility
  • Understand the difference between resource and flow efficiency mindsets
  • Learn about the different levels of thinking (linear causality, causal loops, complexity) that either inhibit or support evolutionary change
  • Obtain concrete takeaways like; limiting WIP, deferred commitment, and practical collaboration policies, that can be implemented the next day

Part 2

In part two, participants will learn how to correctly quantify business value using an economic framework. This practice will shine a light into all the dark corners of product development, exposing hidden work and queues that hold back growth and improved profitability.

Using what they learned in the morning, they will explore the economic impact of:

  • Failing to correctly quantify economics, by comparing cost accounting and flow accounting
  • A blindness to queues, and how this leads organisations to unwittingly leave billions on the table every year
  • Failure demand, technical and organisational debt
  • Resource efficiency and the relationship between capacity utilisation and queue size
  • Failing to recognise the causal relationships between batch size, cycle time and feedback speed
  • Failing to recognise that most of the problems organisations face have a single root cause that kills agility and innovation

Who Should Attend

This class is for executives and decision-makers who set strategy and choose the portfolio of products and services offered. It is appropriate for anyone performing the following functions: strategic planning; finance; strategic marketing; product management; product design; service design; product ownership; and portfolio management.

This class is useful for anyone who wants to understand how to better manage the economics of their businessand the benefits of modern ways of working and leading

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The course is a mix of simulation, presentation and exercises


1 day or 2 half days


Online (onsite pricing available upon request)


Either 4, 8, or 12

Class Title

Economics & Flow

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