The article explains how grassroots R&D teams can create a systematic, self‑running IT flywheel that amplifies high‑quality, high‑efficiency delivery, aligns technical work with business KPIs, and uses SOPs to add acceleration, ultimately turning passive execution into proactive value creation.
At the 12th QECon conference, iQIYI presented a systematic value‑delivery framework that tackles misaligned goals, planning‑execution gaps, and metric deficiencies by using a two‑scenario model for iterative and special projects—defining SMART goals, tight scope control, continuous monitoring, and AI‑driven automation—to accelerate rollout, quantify impact, and guide future integrated, intelligent delivery.
This article explains how to combine OKR and agile activities to set measurable business goals, avoid common pitfalls, and create a continuous loop of planning, execution, review, and optimization that aligns strategic objectives with day‑to‑day value delivery in R&D projects.
The article explains ITIL 4’s Service Value System, detailing its seven interrelated guiding principles—Focus on Value, Start Where You Are, Progress Iteratively with Feedback, Collaborate and Promote Visibility, Think and Work Holistically, Keep it Simple and Practical, and Optimize and Automate—and shows how they jointly create stakeholder value, illustrated with real‑world examples from the Youzan e‑commerce platform.
Impact Mapping is a visual, goal‑driven framework that brings business, product, and engineering together to identify, test, and iteratively deliver the most valuable features that directly contribute to measurable business outcomes.
The article explains how to control work‑in‑progress by postponing new starts and concentrating on finishing existing tasks, emphasizing that WIP should be measured in delivered user value rather than task count, and outlines practical control techniques for lean product development.
