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. Managers Create and Refine the Culture.

Agile 95

Agile Management Efficiency Culture 95

Harvard Business

NOVEMBER 8, 2016

For far too long, managing risk has been seen as an esoteric business function — designed to control losses and adhere to compliance standards. Leaders who practice what they preach, have conviction, and lead by example are better at managing risks than those that merely pay lip service to ethics, value systems, or codes of conduct.

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 98

Agile Metrics Management Balance Sheet 98

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. I see many organizations succeed better when the less the manager knows, the better the team works. That's because the managers don't explain: Why this product.

Management 81

Management Agile Balance Sheet Metrics 81

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

Harvard Business

DECEMBER 18, 2017

These fears aren’t unfounded: managers across industries have cost targets and technology enables lower-value tasks to move from people to machines. This is true both for “on balance sheet” workers and the gig economy. Everywhere today the news confronts us with deeply held fears of AI and automation.

Balance Sheet 73

Balance Sheet Efficiency Financial Agile 73