Evaluate your journey map to identify low and high points, failures to set expectations, unnecessary or too long steps, channel transitions, and moments of truth. Use this information to find opportunities for improving the journey.
Category: Agile Transformation
Agile is more than a technique to increase speed-to-market. Done well, it’s a complete reboot of IT mind-set and behaviors.
AgileFall describes a situation in which project managers attempt to shift to Agile methodology, but are forced to continue operating under many of the rules and practices of traditional Waterfall development. This piece describes a client where this is happening–and how the company worked to reduce the paperwork and slow review timing that was hobbling progress.
Disruption, which happens gradually then suddenly, is both a risk and an opportunity. In her important new book about strategic agility, Seeing Around Corners (Houghton Mifflin Harcourt, published today September 3, 2019), Rita McGrath shows us how Agile firms must not only see around corners. Even more important, they must take action.
Planning was one of the cornerstones of management, but it’s now fallen out of fashion. It seems rigid, bureaucratic, and ill-suited to a volatile, unpredictable world. However, organizations still need some form of planning. And so, universally valuable, but desperately unfashionable, planning waits like a spinster in a Jane Austen novel for someone to recognize her worth. The answer is agile planning, a process that can coordinate and align with today’s agile-based teams. Agile planning also helps to resolve the tension between traditional planning’s focus on hard numbers, and the need for “soft data,” or human judgment.
Resilient teams are just as important to businesses as resilient individuals, but while individual resilience is built independently, team resiliency must be carefully cultivated by leadership. We surveyed almost 2,000 NCAA coaches to get their perspective on how they build resilient teams and worked with hundreds of team leaders and members in a wide variety of industries to find out if the same strategies from sports applied to the business world. We discovered that resilient teams — different from resilient people — have four things in common: They believe they can effectively complete tasks together, they share a common mental model of teamwork, they are able to improvise, and they trust one another and feel safe.