Also, RED was chosen to spearhead the fulfilment of these objectives.
Imagine yourself running after a car and not knowing why. Now if you are four-legged and reading this journal, you might find this completely normal. But for our regular readers, this can be a pretty odd affair.
The newly-appointed coaches at RED, were somewhat in a similar situation while working on the ExO workshop, before being shown the way. This is an account of how they aligned with REDs goals and objectives. The journal carries forward the format from the previous write-ups of answering the obvious questions you might have while reading this.
The answer to this question lies in some questions the coaches had when they sat together for the first time to plan the sprints:
The retreat at the Gnostic Centre had everyone super excited—come on, where else do designers and researchers get a chance to be part of such a transformation? But somewhere things didn’t add up. There were a lot of gaps between the plan and its execution, and the coaches realised they needed help.
You may refer to him as the Head Coach. This person was also the one to organise the Gnostic Centre retreat. Here's what he helped the coaches understand.
Also, RED was chosen to spearhead the fulfilment of these objectives.
The basic existence of RED lies in innovation and experimentation. It was supposed to have all the resources to cause and lead a massive transformation.
To achieve revenue:
To make BluOne and its ecosystem an ExO:
As discussed in previous reads, these attributes were to be first initiated at RED, and then to the rest of the divisions in the ecosystem.
Now that the coaches had a clear sense of all that was going to happen—the new processes, the ExO workshop, and everything in the workbook started to make sense. And it was time for them to start a 4-week process of preparing for the ExO workshop.