I typically end it by urging someone to try it for a month. Read a bit more – start at the manifesto and then transfer their team’s (or even their personal) action items into some form of a version of a board be it by sticking some post-its or starting a Trello board. Just for a month. Just to see. See if they’ll fall in love with rapid results they built together from the heart.
Courage
15 posts
Chances are, the future belongs to organizations who will become Agile with the use of a mirror and a Google show-and-tell not a consultancy's overpriced strategy deck
n a fight where "Us" is the "Versus Silos" and "Them" is the "Safe, Happy and Open Agile Team" - which one are you willing to bet the survival of your company on?
Many argue that there is a substantial difference between "DevOps" and "Agile". I think it's semantics and here's why.
Of all the data points it seems that the clearest correlation between team behavior and creating and fostering Psychological Safety is whether or not team members feel they have been heard.
he Agile manifesto says it clearly: it's all about the people not the process. Despite that, most people that come near it will try to rely on process and overcomplicate the procedure and the terminology because keeping it fundamentally simple is a lot more complicated than it looks and requires a degree of emotional intelligence many people were not called to exercise in their work lives.
It's the skills that can't be replicated with as much ease before the Turing test workers and their leaders should focus on
There has been a lot of talk on the topic of aligning incentives to the company strategy but what happens when that strategy is nebulous itself? What happens when the overt goals of the organization are stuck in McKinsey slides hell while its real needs, clear to one and all don’t […]
In our practice at PeopleNotTech, we tell organizations that if they want Google, Apple or Amazon-like results they need Google, Apple or Amazon-like work culture. It is that simple. To emulate the velocity and speed of innovation that have created their success, one of the key things that these organizations uphold and eternally strive to better, is psychological safety.
"It is undoubtedly a lack of courage issue or else “Got fired for buying non-IBM” would be on one’s LinkedIn list of crowning achievements"...
In time, the gap between hopeful expectation about their role and the ability to change the world versus the harsh, stifling reality of the corporate environment, sees people either give up and leave or more likely and arguably even worse, give up and stay.
It’s hard to argue with the tangible results of transforming any work function into a practice of some type of Agile process. More things get done and they get done faster. More importantly, new things get done - things that hadn’t yet made their way to unchallenged stale lists now have the space to enter backlogs and a fair chance at being prioritized and that allows any type of knowledge-based team to test and fail and ultimately innovate.