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Several of my clients want to use some sort of maturity assessment for their agile transformations. For agile transformation, an assessment can help people see how they change—how they innovate the products and the culture. Part of what might not work is the culture. (Is Is agility even possible?)
We talk a lot about empowered or self-organizing teams in the agile community. When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams , we said the easiest way to create a system that worked for the team was for the team to create its own board. Agile Approaches Require Management Cultural Change.
They think that the agile tools they use, such as boards, offer a strategic advantage. However, they adopt or “install” an agile framework or process without customization. Instead, agile organizations need flexibility, not rigidity. Commodity businesses don't need agility for product development.
So when does it make sense to customize your agile approach to gain a strategic advantage? They want an agile approach, so they started with Scrum. We don't think we need to be “religious” about our agile approach as long as we get the benefit. Then, they Built their agile approach based on their needs.
In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let's ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I
Leadership is evolving at an unprecedented pace, driven by technological advancements, shifting workforce expectations, and a global push for more adaptable, empathetic leaders. The post-pandemic world has transformed how we view leadership, making adaptability, empathy, and digital fluency key competencies for today’s leaders.
They think agile approaches are tactics and agile tools are part of their strategy. That's why they want to Buy an agile approach. Not realizing a standard agile approach is an oxymoron. Teams need to experiment and change their agile approach. Address the cultural changes necessary for agility.
Or even the “standard” agile approach everyone should use. See Leadership Tip #9: See & Stop Micromanagement—Learn to Trust Instead.). (See See Leadership Tip #9: See & Stop Micromanagement—Learn to Trust Instead.). Your culture determines how much power-over and power-with your managers use for decisions.
When I think about changing outcomes, I think about culture change. Of the four factors, how can we create a culture that encourages happiness? We might create that culture this way: Create the “good” kind of stress. I like agile approaches because I can separate lots of deliverables into small, coherent pieces.
Worse, most career ladders assume we can assess what a person can do, not on their contributions to an agile team. That means most career ladders don't fit agile teams or an agileculture. Instead of individual achievements, we can reward the types of agileleadership we want to see in agile teams.
Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agileculture. Divide and Conquer is Anti-Agility I see the product owner and dev team as a divide-and-conquer approach to work. Agility requires a collaborative cross-functional team.
Agile strategy leads to 220% increase in revenue. Further, the organization had not invested in leadership development nor was there a common leadership language. Following the assessment, Brimstone began by working with the leadership team to develop a comprehensive strategy. CASE STUDY.
Now, these same managers want business agility. The more we remove, the more agility or improvement we might see. As the teams used agile approaches, they requested more and more frequent deployments. A lot of the friction we see is anti-agility. What culture do you want? What Might You Consider Removing?
Census data confirms cultural diversity is growing faster than predicted, especially among Gen Z. A competitive talent landscape, technological advances, and global population shifts are rapidly increasing cultural diversity in the workplace. Cross-cultural differences require leaders with culturalagility.
I had great fun with Cherie Silas and Alex Kudinov on their podcast, “Keeping Agile Non-Denominational.” You've seen or heard about this problem: Senior leadership says, “Yes we need agility!” ” The teams say, “Yes, we got the agile goodness here!” ” And the middle managers?
I had the pleasure of being on the Agile Uprising Podcast: Modern Management Made Easy with Johanna Rothman. How trust, empathy, and creating a safe environment are what allows us to use agile approaches. The post Fun Discussion with the Agile Uprising appeared first on Johanna Rothman, Management Consultant.
Anytime I've seen a successful innovation culture, I've seen these principles. Let me address a little about business agility and innovation. Business agility allows us to create a culture where we plan to change. Too many people think business agility is about the ability to do more of the same, faster.
A Guide to Agile Practices and Their Benefits in Today’s Dynamic Business Environment In to-day’s business landscape, agility has become a key driver for success. Agile methodology, originally conceived for software development, has transcended its IT roots to become a vital approach in various business sectors.
I've met a number of agile coaches recently. However, many of these coaches work in organizations just starting a cultural transformation. Even though the client asked for agile coaching, that might not be what the client needs. Even though the client asked for agile coaching, that might not be what the client needs.
I had a great time on the Agile Coffee podcast, 75. We spoke about a variety of issues that managers, teams, and people encounter, such as: Culture and how that plays out at all levels. Why I don't always subscribe to the idea of intent-based leadership. Why I don't always subscribe to the idea of intent-based leadership.
When companies leverage the diverse talents of their Asian workforce, they can evolve into more global, agile, and powerful hubs of innovation and growth.
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.
If you read my scaling agile series , you can see that becoming an agile organization requires seeing your organization as a system with a culture. If you don’t also address the cultural problems of rewards, you won’t continue with your agile transformation. How can you see your system and your culture?
The teams want to use an agile approach so they can incorporate learning. The managers might even think this is roadmap reflects an agile approach. There's nothing about this roadmap that's agile. You can decide if you need an agile approach. See What Lifecycle or Agile Approach Fits Your Context? What can you do?
The following 9 inspirational videos on leadership and change have been helpful for us and the leaders with whom we work. Grit, curiosity, agility, courage and so much more. In this spirited talk, he highlights three important changes we should understand for better productivity and calls for a stronger culture of “smart failure.”
I just finished a series for my Pragmatic Manager newsletter about Agile Transformation Secrets: Part 1: Manage for Change. I wrote this series because I find that many people get a little confused about an agile transformation. They think an agile approach will work because they can predict and commit better. Please join us.
Part of what makes an agile transformation difficult is the cultural change required. That’s what makes an agile transformation a journey. A client said to me, “I want the agile. The agile is good stuff: faster delivery of smaller stuff that we can get revenue for. Cultural change rarely occurs fast.
A Guide to Agile Practices and Their Benefits in Today’s Dynamic Business Environment In to-day’s business landscape, agility has become a key driver for success. Agile methodology, originally conceived for software development, has transcended its IT roots to become a vital approach in various business sectors.
A couple of weeks ago, I delivered the first version of my Free Your Agile Team talk at Agile New England. I spoke about the problem of a framework-first approach to transforming to an agileculture. I based the talk on Create Your Successful Agile Project , but I didn’t stop there.). (I
In this episode of the Leadership Vision podcast, we sit down with Dennis Stevens, an enterprise Agile coach and founder of OrgWright with 30 years of experience. We discuss the evolving relevance of Agile principles and practices, particularly in the context of the post-pandemic business world.
Embracing leadership assessment can build your capacity to navigate complex challenges and steer your team and organization to success. Here is what you need to know about leadership and the five keys to 360-degree assessment success. Why 360-degree assessment matters 360-degree leadership assessment has been around for over 25 years.
Managing extended R&D projects comes with its unique challenges, with even the popular agile method struggling in such contexts. Second, setting expectations, especially in R&D, calls for transparent communication regarding delivery timelines, and fostering a culture centered on learning and adaptability.
” These people claim there is no need for either role in an effective team, especially an agile team because the team can manage its own deliverables. While some agile teams can manage their own deliverables, that's not the only role for a project or program manager. I've been talking about servant leadership.
Scrum Master or Agile Project Manager? ” (You might like Why an Agile Project Manager is Not a Scrum Master.). She's an agile project manager. When she manages programs, she's an agile program manager. See a ton more about this role in Create Your Successful Agile Project.) Scrum is not her job. That's fine.
I started to think about the management signals we send, especially in an agile transformation. In From Chaos to Successful Distributed Agile Teams , Mark and I developed this chart to show how agile approaches change the culture. When managers signal to the right, the organization can change. I’m working on it.
Effective leadership is communication. A few things about effective leadership communication are proven based on several studies over the past two decades. With these recommendations, you can focus on the critical few proven leadership communication solutions that create business results. Why Leadership Communication Matters.
Introduction to an Agile Transformation series… I’ve seen several agile transformation challenges. Since I want to address those challenges, this is a series of posts about agile transformation. The problems I’m planning to address are: Understanding why agile, why now. You might have another reason.
I see too much micromanagement, even in supposedly agile organizations. As an example, when managers don't bother to learn agile measures and what they mean and instead want a Gantt chart, “because how long could it take?” ” Or, when a manager imposes a “standard” agile approach.
You want business agility. The people and teams continue to experiment with agile behaviors. Every team's agile journey is unique. So is each manager's agile journey. If some people aren't sure, they might not be as far along in their agile journey. The teams have worked hard to change how they work. Educate them.
Most of my clients struggle with their agile transformation. The teams love agile approaches because they can work on their release frequency and technical excellence. The senior managers love the agile promise because they can see how agile approaches help the teams release a more constant flow of value.
During the month of October, I had the pleasure of learning Organizational Development (OD) and Change Leadership from The Drucker School of Management at Claremont Graduate University. Leadership Support: Leaders must champion change and cultivate an environment that encourages adaptability. Is your organization ready for it?
L&D leaders have been instrumental in helping employers and employees pivot to pandemic protocols and navigate both remote and hybrid operations and corporate culture. When viewed in the context of an unstable or uncertain job market, continuous learning is essential to creating and maintaining an agile workforce and operations.
Net Promoter Score 95% Skill Adoption 92% Impact This global biotech company with a commercial footprint in 78 countries was looking to accelerate leadership and management development though a Corporate Leadership Academy for Biotech. Job Relevance 98% Satisfaction 148% Knowledge Gain 95.4%
The People Leadership Fundamentals workshop results were: 98.2% To set people leaders up for success, they wanted to establish proficiency with the fundamentals of leadership. The post People Leadership Fundamentals for Technology Managers appeared first on LSA Global. Job Relevance 98.4% Satisfaction 151% Knowledge Gain 95.5%
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