Scaling agile practices are helping organizations overcome challenges that deter quicker time-to-market, engagement, product quality and productivity. However, scaling agile fails when practices used to establish working surface teams – or those doing the core technical and design work) – create conflict at the more complex levels of product development and portfolio planning and coordination. Continue
What’s Wrong with Agile?
Agile allows businesses to make great strides, adapting quickly to market changes and a competitive marketplace, while promoting flexibility, a high standard of work, cost reductions, and technology-business goals alignment. But it has not been the savior that enterprise has hoped it would be. But let’s give credit where credit is due. Agile has propelled Continue
The New Role of Leadership: Human Networks and Transformation
Organizational Network Analysis (ONA) is a visual representation of the relationships that employees rely on to succeed in their jobs. It depicts daily interactions and conversations that occur that enable work. ONA provides leaders with an understanding of the “as is” network structure of their organization. They revel how work is actually getting done across Continue
The New Role of Leadership: Shaping Employee Networks for Agility and Innovation
Agility and product innovation can be difficult to master. Most companies that invest in Agile product and software development methods (in pursuit of enhanced innovation, quality and speed) fail to overcome the obvious: entrenched norms, beliefs and behaviors. Worse, Agile “improvements” often inject new conflict into the work processes. That’s the bad news. The good Continue
