Keith Lucas

Values are your operating system.

And strategy, goals, and metrics are about your execution.

What specifically are we doing next?

How do we get there?

Why are we doing it?

And how do we know we're making progress?

So vision and mission and values are core alignment.

They're your core beliefs about why the team exists and how it works.

And the strategy goals and metrics are execution alignment.

They are really based on hypotheses that of what you're doing next, that you're going to head in a direction and you're going to experiment to learn something to see if that what you're doing next resonates or has the impact you want.

So in order to maintain trust and agility, you need to be able to disrupt both of these things when needed.

And you'll disrupt execution alignment a lot more than you would core alignment, but you need to be open to disrupting both.

Which means, and as you get out there and learn, and Steve Blank talks about this a lot in his book, The Four Steps to the Epiphany,

When you get out there and you're learning, you need to be able to come back and disrupt your hypothesis and change course.

But at the same time, you might learn along the way that some of our values are not lining up with how we need to operate or our mission is not quite tuned.

So you need to have that.

Without those disruptions, you won't be agile.

And without those disruptions and that agility, leaders will not have the trust

that the team will be able to adapt and will more likely lean towards micromanagement.

At the high level, it's not about a hard and fast rule about when and how often to do a reorg.