Senior tech leader, of all the improvements you could make now to product development, which are the most strategic, realistic, and impactful?
Has your Agile implementation plateaued — despite improvement efforts?
If so, it might need a nudge.
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.
Most Agile implementations aren’t yielding meaningful agility, even if everything looks fine.
Gil Broza’s free mini-program, “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.
A CEO asked me: “I can see how the teams and the product lines will operate with an Agile mindset, but at my level, how do I manage differently? How do I work with the other executives?”
Here is my quick (“elevator pitch”) summary:
And… how would you tell? Here is a recent story from Gil.
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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?