Innovation for relevance

Innovate to stay relevant

An important driver for organizations to become an agile organization is the need to cope with fast changing external circumstances. This can be anything like new technology, new eco-platforms, new legislation, new competitor products etcetera. This implies that innovation is a key element in the strategy.

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Life Cycle Management value vs business value

Delivering business value is often seen as the holy grail for agile teams or agile organisations. Although true in itself but if the price for fixation on business value is that prioritisation for Life Cycle Management pays the price for that, you are putting your organisation at risk.

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Silo busting – do or die

Old school organisations with traditional silo’s as Front Office/Mid Office/Back Office/IT/Risk…. will die. Like the dinosaurs they cannot adapt quick enough to changing circumstances. The solution for that are multi-disciplined teams where all relevant disciplines are represented. But is this also a realistic scenario for large organisations with hundred or even thousands of teams? In this article some best practices are shared on this leading to the answer ‘yes, that is possible’, even in large organisations.

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Agilize the support functions too

A lot of organizations by now recognize the benefits of working in multi-disciplined BusDevOps teams. Teams where IT engineers closely collaborate with business oriented colleagues coming from Product Management for instance. We recognize the fact that these teams are much better equipped to deliver products and services that customers really want. Do the right things and do the things right.

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No delayering, No agility

Many organisations are transforming into agile organisations nowadays. This is often born out of necessity to be able to cope with fast changes in the context of the organisation. In order to be able to quickly adapt to those changing circumstances a transformation is started where multi-disciplined teams are the foundation of the delivery organisation. For large organisations the concept […]

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Agile Delivery Organizations are the Dream of Programme Managers

There was a time when programme management was regarded as an instrument of the non-agile world. This has caused a lot of uncertainty and a negative perception of agile ways-of-working in the professional community of programme managers. Programme managers could rightfully not understand how some of the complex change programmes they were working on could be handled without proper orchestration.

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The Power of Aligned Autonomous Teams

Working in a Lean/Agile way of working is not new anymore for a lot of organizations. Many best practices are available showing examples how the organization can benefit from working in an agile manner. But many of the bigger organizations with a potential of hundreds of autonomous teams struggle with the question how to scale the agile way of working in such a way that it works in their context. This article describes the concept of Aligned Autonomy as a way to help big organizations to fully benefit from agile ways of working.

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