– building agile organizations from first principles – Is there a set of principles, such that each has the potential of a game changing impact on ‘engagement’, ‘operational effectiveness’ and ‘success’ in any high-tech product developing organization? And, if so,
(#AgileEngine – holistic and freely scalable approach to continuous improvement and systemic change) Most agree that becoming (more) agile is something you should strive for. Even more so if you are doing product development. But, what is the optimal way
How agile is your organization? How agile could it be? How agile should it be? I believe that agility must be observable and is relative to your business context. Every business runs at a certain pace. Being agile at the
In #LeanQuality you strive to proactively reduce the impact from actual and potential sources of dissatisfaction. Understand the hard and soft implications of customer dissatisfaction. Take an ecosystem approach to map all potential sources and make specific plans for mitigations
Portfolio management optimizes the value delivered and minimizes the risk of accommodating activities that cannot successfully deliver
Running an effective portfolio enables strong alignment of execution to strategy.
Yet this is an area where many experience poorer than necessary results with negative implications for economic results and key operational indicators like quality, cycle time and employee engagement.
There are three things that set portfolios apart:
Building on Lean and Agile principles I put together a presentation that demonstrates these and invites to a conversation on where you are with all of this in your company.
Find the most recent version from #Downloads
Necessary but not sufficient conditions for innovation: Starvation Pressure Perspective shift Dave Snowden, using Appollo 13 as an example, see YouTube: https://youtu.be/IlmesbbPqtU Snowden argues that the held belief that creativity leads to innovation is confusing causality and correlation
From just listening this is quite amazing – many good insights to build on – very strong focus on accountability – clear principles and beliefs – thumbs up – see https://youtu.be/3zduSKajK64 Principles Clarity over certainty Course correction over perfection Self-directed teams
“Complaining about a problem without proposing a solution is called whining” Teddy Roosevelt The Roosevelt quote is a classic example of simple, linear thinking that doesn’t fly far in a complex world full of systemic issues – on the
If you don’t know if you are overloaded or not – then most probably you are – not just a little – a lot! If you are overloaded, little will help, before you deal with the overload. This is probably
In connection with the Danish Agile@Scale Day 2017 organized by Accenture and #AgilityLab, #AgilityLab invited for a spot check of the temperature of agile in Denmark 2017. A total of 142 people responded to 3 simple questions: (Belief) Do you believe in
Your hear warnings about Conway’s law. Agile at scale is all about making Conway’s law your friend – building structure to drive behavior. Essentially applying Conway’s law in inverse.
Today’s lunch conversation centered around large scale digital transformations and how to succeed. Popular wisdom has it that less than 90% of digital transformations succeed. Some fresh thinking may be required. Imagine someone is just getting started, what advise would
Requirements Estimation Contracts Projects …
If you face a physical wall, it doesn’t matter if you believe it’s there. It’s there! The other way around … If you believe there is a physical wall in front of you, it doesn’t matter if it’s there. It’s