Agile Outside of IT
Decoding what agility means for HR
In recent times, ‘agility’ has become the buzzword, businesses have started to adopt ‘agile’ methodologies to keep pace with the ever dynamic world. While agile’s natural environment is the software world, where it was introduced to meet the constantly changing and multifaceted customer requirements, agile isn’t restricted to tech anymore. It’s a global movement that is transforming the way most organizations work. Agility is nothing but the ‘ability to respond to a change to succeed in a turbulent environment.’ In today’s VUCA world, where disruptive innovation and a high speed to market are prerequisites, businesses need to be deft and proactive. Amidst all this, HR cannot be risked being seen as a hurdle for an agile environment, and hence HR needs to evolve and respond to the needs of the organization swiftly as well. But, how does HR become agile?
Business Agility
Individual Performance Appraisals, Just Say No!
For some reason, the notion of individual performance reviews comes up a lot. My general feeling is that we should dump them entirely. I’m actually in good company. Almost a third of U.S. companies are dropping individual reviews, including stodgy places like General Electric. (See this HBR article. There are books written on the subject, in fact.)
The Latest from Retrium
20 Tips for Your 2020 Retros
Before the ball drops, make sure that you celebrate your team’s retrospective practices 🎊In true agile fashion, we’re all about making improvements, so how will you better your retrospectives in the new year? While the changes don’t have to be major, small tweaks to how you run your retros can lead to big improvements, and even greater outcomes.
Technical Agility
Technical Debt
Agile is all about fast feedback loops—hours or, at most, a couple days. Deliberately lengthening your feedback loop in pursuit of the chimera of perfection destroys your agility. The cost of that delay is a real cost. It usually exceeds development costs by a large factor. Deliberately delaying a release as you pursue perfect knowledge is IMO irresponsible. It’s literally so expensive that it can destroy the company.
Teams, Coaching & Facilitation
How to drasticly reduce meetings with internal Open Spaces
In traditional organizations you need to schedule a meeting if you need a decision, want to talk to someone, share knowledge within a group… whatever. To gather people in one room is difficult and often just a demonstration of power („as your boss I can make you sit in that room for 2 hours!“). Meetings are normally poorly prepared, not moderated, badly timeboxed and don’t meet expectations.
Tips & Tricks
Five Lessons I'm Thankful I Learned in my Agile Career
Since it’s Thanksgiving week here in the United States, I took some time out of my schedule to reflect on some lessons I’m very thankful to have learned through my career. While these lessons are not unique to Scrum or even agile, each has been a big part of my success with agile.
Organizational Structures that Support Faster Innovation and Evolution
Organizational agility is the ability of an enterprise to change direction, realign and succeed in volatile, uncertain business environments. It requires sensing emerging trends and actively listening to customer requests, then acting on this information and making the changes required to position the organization for where it needs to be in the future.
Industry News & Analysis
How digital transformation is changing project management
At first, IT was an efficiency play. Then social media came along, smartphones and the cloud. This radically changed how business is done, forcing every business to become a digital business.
Agile at Scale
Real Agile transformation case study, with Agile Fluency Model
Omid is a WealthTech company based on A.I (artificial intelligence) that offers intelligent wealth management solutions to customers(B2B and B2C). When I was invited to join this company, they typically expected me to implement scrum, but based on my experience implementation of scrum should not be a goal. We need to answer this question, really why should we implement Scrum? Actually what problem does it want to solve by implementing Scrum? In many cases, we do all scrum ceremonies but our stakeholders (Managers, Developers, and customers) are not happy with the result!? We can call it Fake Agile.
Our Company Impediments Wall
Our company works with Scrum. We have about 15 Scrum Teams. Every Scrum Team runs into impediments. Often the impediments can be resolved within the Development Team. When this is not possible the Scrum Master steps in.
In Case You Missed It
A pretty good summary of Lean, Agile, Scrum
Because in this changing world of social and digital engagement, we need a better way of doing business and managing organizations.