Most Agile implementations aren’t yielding meaningful agility, even if everything looks fine.
The new, no-cost mini-program by Gil Broza, “Your Agile Blind Spot,” reveals the greatest and often invisible weaknesses of Agile implementations and what you can do to fix things.
Agile adoption a bit mechanical or rigid? “Best practices” not quite living up to their promise? The agile lingo’s there, but business is as usual? Grab our Intentional Mindset poster and elevate the conversations to the levels that matter.
And… how would you tell? Here is a recent story from Gil.
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Your organization has an Agile way of working. Your previous company probably did too, but theirs was different. And the popular Agile frameworks? They don’t all agree either.
Imagine you’ve been asked to join another Agile team. The person in charge meets you and during the introductory conversation, says “Mondays, we have the planning ceremony at 10. The other main ceremonies are on Friday afternoons…”
Rewind to where the person said “ceremony.” Did you feel excited? curious? nervous? unenthusiastic?
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Almost every organization is now showing interest in Agile. We seem to have all the ingredients for effective transformations: well-known practices, detailed processes, ever-improving tools, extensive literature, myriad certifications, and many consultants. How is it, then, that so few organizations are truly agile?READ MORE
Everyone who tries to adopt Agile in their organization quickly realizes that the change extends beyond the team, project/program, and value stream. It affects management too. But how? More specifically, what should managers focus on to support the change to Agile?
It’s been several months since everyone started working from home. How has that affected your team?
Most people I talk to tell me their teams are fine, but are they missing something?READ MORE
How does a group of managers truly become a management team, especially one that builds an Agile culture? READ MORE
Recent story from a technology company: The CEO, seeing the software teams’ outcomes from being Agile, wanted the sales team to work in an Agile manner as well. In fact, he told the VP Sales to be more like the tech teams.
A few years ago, this would have been quite a shocker. Technology teams as the model of behavior? Yet, that’s becoming more and more the case, because Agile teams have a different impact on business: they work with the whole product in mind, make more strategic trade-offs, are more transparent and responsive, and so on.
So how does a non-software group/department/unit adopt Agile?