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 […]

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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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