Mambu的月度业务回顾

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At Mambu, we consider Monthly Business Reviews (MBRs) a great way to track our progress against the established engineering roadmaps to ensure Aligned Autonomy principle between teams and leadership, creating an environment for commitment, accountability and transparency.

在Mambu，我们认为月度业务回顾（MBRs）是跟踪我们在既定的工程路线图上的进展的好方法，以确保团队和领导层之间的一致自主原则，创造一个承诺、问责和透明的环境。

Because of Mambu’s rapid growth and a continuously increasing number of development teams, we realised we couldn’t answer fast to basic questions, applicable in each team:

由于Mambu的快速增长和不断增加的开发团队数量，我们意识到我们无法快速回答适用于每个团队的基本问题。

Are we on track to deliver our roadmap commitment?
我们是否在实现路线图承诺的轨道上？
How do we measure success? What are our KPIs?
我们如何衡量成功？我们的关键绩效指标是什么？
What are our major challenges and what are we doing about them?
我们的主要挑战是什么，我们正在做什么？

At that moment we knew we’re missing a scaling mechanism to ensure clarity and transparency in the decision-making process. To be pragmatic and to avoid reinventing the wheel, we started to look around at how others coped when faced with similar situations. We agreed that the system of Weekly Business Reviews used by Amazon, with slight adjustments would suit us. We were fond of the idea to gather the team, review what happened lately, communicate the accomplishments and challenges and take action to course-correct if needed. At the same time, the crisp one-pager format ensured efficient scaling and a good understanding for our leadership on progress, performance and direction.
Since decisions are two-way doors, at the end of 2019, we aimed to solve our challenge by piloting in one Product Line the Monthly Business Review (MBR). We saw the MBR as a recurring data-driven mechanism that allowed us to openly share and discuss a single slide that aggregated each team’s status and trajectory. We decided the owners of the process as the Engineering Managers. For flexibility, we kept open the option to change the cadence. Depending on the needs, we wanted to be able to shift from weekly, to monthly or even quarterly. S...