AmirHossein BozorgKian
I help businesses accelerate growth with Agile mindset and scalable software solutions
Tag Archives: EBM
Russian Roulette from Top Management to the Product Team
In the world of product development, everything starts with a decision — a decision about what should be built. But when this decision is made without a clear vision, without a strategy, and without a product goal, it’s no longer a real decision. It becomes a blind shot in the dark. Just like Russian roulette…
Thriving in Uncertainty: The Agile Product Operating Model (APOM) – an Evidence-Based Approach
A recent white-paper published on Scrum.org discusses the Evidence-Based Approach and introduces a new model called APOM (Agile Product Operating Model). The paper tries to show that in today’s world, decision-making based only on gut feeling or past experience is no longer enough. Organizations need to rely on real data and evidence. APOM: https://www.scrum.org/resources/agile-product-operating-model-apom-evidence-based-approach Fast…
Product Ownership in 2025: Accountability, Leadership, and Decision-Making
In the Scrum Guide 2020, the role of the Product Owner was defined rather briefly and task-focused: a person responsible for managing the Product Backlog and optimizing product value. While this simple definition laid the foundation for Agile team operations, in practice it led to various and sometimes ineffective interpretations of the role. In the…
Applying Evidence-Based Management at the Organizational Level
In this chapter, the book explains how organizations can apply Evidence-Based Management (EBM) at a company-wide level to drive continuous improvement and long-term success. Instead of relying on rigid strategies or intuition, businesses should foster a culture of adaptability, transparency, and data-driven decision-making. The key takeaway is that an organization-wide EBM approach ensures alignment, agility,…
EBM: Applying Evidence-Based Management at the Portfolio Level
In this chapter, the book explores how organizations can apply Evidence-Based Management (EBM) at the portfolio level to ensure that investments align with customer value and business impact. Instead of spreading resources across multiple projects without clear justification, businesses should use empirical data to prioritize and fund initiatives that create the most value. Managing Investments…
EBM: Applying Evidence-Based Management (EBM) at the Product Level
In this chapter, the book explores how organizations can apply Evidence-Based Management (EBM) principles at the product level. Instead of making product decisions based on assumptions or rigid plans, teams should use real customer data, experimentation, and feedback loops to develop and improve products. The key takeaway is that businesses should validate ideas before investing…
EBM: Separating the Signal from the Noise – Focusing on What Truly Matters
In this chapter, the book highlights the importance of distinguishing useful insights (signal) from distractions (noise) in decision-making. Many businesses rely on excessive data, misleading metrics, and irrelevant information, which can lead to poor choices. The key takeaway is that organizations must filter out unnecessary complexity and focus only on data that drives meaningful outcomes….
EBM: Managing and Overcoming Expectations – The Reality of Business Progress
In this chapter, the book explores how expectations—whether from leadership, customers, or teams—can create pressure that distorts decision-making. Organizations often prioritize meeting expectations over achieving real progress, leading to misleading success metrics and unproductive efforts. The key takeaway is that businesses must set transparent, realistic goals and focus on delivering value rather than just appearances….
EBM: Becoming (More) Effective – Focusing on Real Impact
In this chapter, the book explores why speed alone is not enough—businesses must focus on being truly effective by delivering meaningful results. Many organizations prioritize efficiency, but without a focus on real customer impact, they risk missing the bigger picture. The key takeaway is that businesses should shift from just doing things faster to doing…
EBM: Using Empiricism to Progress Toward Goals
In this chapter, the book challenges the traditional approach of setting fixed, long-term plans and instead promotes empiricism—a method of continuous learning through feedback and adaptation. The key takeaway is that businesses should measure progress based on real-world data rather than rigid assumptions. It also introduces the shift from SMART goals to SM goals, emphasizing…