Constructing an agile future

Interview with Royal BAM Group

An agile transformation is never an objective in itself. It is always an enabler to achieve something else. For a lot of organisations, this boils down to becoming more adaptive to change, transforming toward digitalization and building a great place to work.

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An agile journey is like sailing around the world

The leadership purpose of one of the Inspinity partners is ‘leading the expedition into unchartered territories and enjoying the journey more than the destination’. This contains two important elements that characterize every agile journey; it will be different than planned and it must be pleasant.

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Froggy Talk - Transparency

Froggy talk: transparency

The theme of this first issue of the Blue Striped Frog Magazine is transparency. Not the stifling Big Brother transparency from ‘The Circle’, but the trust- creating transparency that makes it possible to be agile and continuously improve. Read the editor’s Froggy Talk!

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CUSDEVOPS – in love with your customers

Agile ways of working have drastically extended the already big vocabulary of consultancy. Part of this new set of words is the acronym BUSDEVOPS. This is used to qualify multi-disciplined teams with representatives coming from Business, (IT) development and (IT) operations. In this article we will argue that CUSDEVOPS should be a better term, where CUS is an acronym for Customer.  

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Digital Obeya – business agility in ‘the new normal’​

Agile teams traditionally excel when their members are co-located and the work is physically visualised on walls and boards: sticky notes all over the place. Since the COVID-19 virus hit us, the overall experience is that the switch to remote working on team-level was relatively easy. The clear rhythm and routines facilitated a smooth transition towards a distributed way-of-working. But what about the visualisation on corporate level in so-called Obeya’s? Can we also easily transition this into a digital variant? 

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Agillusions: 10 myths on agile

So much has been said about agile. We thought it would also be good to show you the almighty myths of the corridor chat. Here are some statements that you should definitely question! Let us enlighten you why…

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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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Podcast – We build it before we build it

Marcel Riemersma and Vincent Snijder were interviewed about the agile transformation  at Royal BAM Group. The interviewers were Roderick and Bart of TeamForge. Roderick Göttgens is former interim manager with a focus on organizational- and team development. Bart is Officer in the Dutch army.

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Agile enough to escape the headlights?

Will you keep on staring at the headlights?

Agility is a strategic asset, a philosophy that could really take leadership forward. It helps organizations to continue serving their purpose. Here’s some examples that show why organizational agility is important. Are you a rabbit or a leopard?

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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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In love with agile

Valentine’s Day, every year it keeps many people busy. A large imaginary pink cloud is pouring out across the world for a euphoric peak around the thought that love overcomes everything.

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Can you feel it? A Sparkle Thermometer for Agile

I believe that Agile organisations are ‘sparkling’ organisations. But what is ’sparkling’? How can we determine the ‘degree of sparkle’ in an organisation? Which aspects influence it? How can this be helpful to improve the Agile Mindset?

In this blog I cover these questions as the start of a series of blogs and I ask for your input to define ‘sparkling’. Hopefully this contributes to more and more sparkling Agile organisations!

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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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Flow in Sparkling Agile teams

In my blog last month, I stated that Agile organisations are ‘sparkling’ organisations. I cannot imagine a situation where a genuine Agile organisation does not sparkle because I believe that a true Agile mindset is uplifting, engaging and passion generating.

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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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