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Why Shared Services “Teams” Don’t Work with Agility

Johanna Rothman

One of my clients wants to use shared services “teams” as they start their agile transformation. That's because the managers think resource efficiency works. They don't realize how much more effective flow efficiency is.). Agile approaches break the idea of a “shared service” model of people. .

Agile 119
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Effective Agility: Three Ways to Change Your Team’s Project Culture, Part 3

Johanna Rothman

In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. Can you create an agile culture for your team even if you can't change how the organization works?

Agile 81
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Effective Agility: Three Suggestions to Change How You and Your Team Work, Part 2

Johanna Rothman

In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. If you and your team have been practicing real agility, you might say these ideas barely show any agility at all.

Agile 71
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Where I Think “Agile” is Headed, Part 2: Where Does Management Fit?

Johanna Rothman

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
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Where I Think “Agile” is Headed, Part 5: Summary

Johanna Rothman

I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 4 was about how “Agile” is meaningless and “agile” is an adjective that needs to be applied to something. That would be resilient.

Agile 65
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What Lifecycle or Agile Approach Fits Your Context? Part 5, Origins of Agile Approaches

Johanna Rothman

The original signatories of the Manifesto for Agile Software Development wanted to solve these specific problems: How can we: Bring more adaptability to software development? For example (books have affiliate Amazon links): Takeuchi and Nonaka published The New New Product Development Game in HBR in 1986. Feature-Driven development.

Agile 66
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The Future of Leadership: Embracing Change in a Dynamic World

Effective Managers

AI and automation are driving efficiencies by taking over routine tasks, freeing leaders and their teams to focus on more strategic, high-impact work. Leading with Empathy and Agility Empathy has always been an important trait for leaders, but in today’s world, it is indispensable.