Johanna Rothman

AUGUST 14, 2019

In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Team-based “agile” is not enough.

Agile 69

Agile Management Efficiency Culture 69

Harvard Business

NOVEMBER 8, 2016

But as more organizations fall prey to complex intangible risks, from unwanted disclosure due to rampant cyber threats to breaches of conduct driven by skewed incentive systems, the aperture of risk management is expanding from protecting the balance sheet to promoting ethical leadership and values-based decision making.

Ethics 130

Ethics Management Balance Sheet Agile 130

Johanna Rothman

MARCH 13, 2024

Every day, I hear more stories of agile coaches or Scrum Masters losing their jobs. Several reasons: No manager cares about “agile” even if they care about agility. So, selling “agile” into the organization doesn’t create any traction for change. You might not like these ideas.

Agile 75

Agile Metrics Management Balance Sheet 75

Harvard Business

SEPTEMBER 16, 2016

For example, at the end of its 2015 fiscal year, Apple’s balance sheet stated tangible assets of $290 billion as a contribution to its annual revenues, with approximately $141 billion worth of intangible assets — a combination of intellectual capital, brand equity, and (investor and consumer) goodwill.

Data 70

Data Balance Sheet Enterprise Insurance 70

Johanna Rothman

JUNE 9, 2020

In the agile and lean communities, we talk a lot about transparency. This image is the transparency principle we used in From Chaos to Distributed Agile Teams. And, a much more agile organization. What do agile managers do? I wrote a lot about this in Create Your Successful Agile Project.). People Solve Problems.

Management 59

Management Agile Balance Sheet Metrics 59

Harvard Business

MARCH 1, 2018

Most major producers with large balance sheets will likely hedge their bets and attempt both. As we have seen in other industries, to make the most of the new opportunities that lie ahead, oil companies will increasingly need to morph into agile organizations that can pivot to offset and even capitalize on disruptive new shifts.

Cash Flow 129

Cash Flow Transportation Energy Balance Sheet 129

Harvard Business

DECEMBER 18, 2017

This is true both for “on balance sheet” workers and the gig economy. Until employers are able to help people strengthen agility and passion, we will continue to have a discovery gap and fall prey to the efficiency trap.

Balance Sheet 71

Balance Sheet Efficiency Financial Agile 71