Culture Demo Leadership 
Harvard Business
MAY 23, 2016
We all have the tendency to look at other cultures through the lens of our own. In my experience working and teaching across cultures, I’ve noticed one important area where this frequently causes conflicts: deadlines. Western cultures tend to view time as linear , with a definitive beginning and end. Pamela Hinds.
Johanna Rothman
SEPTEMBER 15, 2023
Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture. See How to Start Thinking in Flow Efficiency for Better Teamwork & Throughput and What Does Your Culture Value: People “Efficiency” or Work Throughput? When was the most recent demo?
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Johanna Rothman
JULY 29, 2021
Demo on a regular cadence. An agile approach will work better, but an agile approach is a cultural change, which you might not need.). Which means you can demo at will. Demo Early and Often. In addition, create a cadence for demos, such as Wednesday morning at noon or just before. Record the demo.
Johanna Rothman
JUNE 17, 2021
Ask for a regular cadence of demos, too. The more often you see a demo, the more often you can see the team succeed. If senior leadership delegates the project portfolio decisions to middle management, then the middle managers decide. This is a part of the series of leadership tips. You don't have to micromanage.
Epicflow
APRIL 19, 2024
After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. Organizational culture.
Johanna Rothman
AUGUST 19, 2021
The first was not waiting for the end of an iteration to demo or release. They demo'd every week on Wednesday mornings and then they released after the demo. Aside from the problems that the teams don't finish everything each quarter, the senior leadership likes the regular cadence of planning and seeing accomplishments.
Harvard Business
SEPTEMBER 11, 2017
When organizations lack a formal innovation pipeline process, project approvals tend to be based on who has the best demo or slides, or who lobbies the hardest. Organizational debt is all the people and culture compromises made to “just get it done” in the early stages of an innovation project.
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