We all know Peter Drucker’s famous quote ‘Culture eats strategy for breakfast’ and I transformed that into ‘Culture makes or breaks your agile transition’. For me this is reason number one why so many agile transitions fail. In this article I explain what I mean with culture, I make some references to books or articles explaining culture and I make a reference to my Bird’s eye view on the agile forest and elaborate on the, what I call, culture targeted frameworks or ways of working.
The first BSF magazine has been released. It contains, among other, articles that were created in collaboration with representatives of Royal BAM group, The Diversity Company, Best-seller author Tim Wiegel.
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.
Imagine you are a manager of a support department. A manager leading 10-30 people. It is a collection of functions. Your biggest frustration? Definitely the fact that you have no control over the priorities of your department.
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.
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.
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.
Slowely organizations are moving toward an agile setting. In these organizations agile is not a hype anymore, but it is becoming a way of ‘living’.
Staying relevant these days to fulfill your purpose as a company is a hell of a job. Societal and digital influences are forcing companies to constantly change according to customer needs and external threats.
In my previous blog I was looking for features and conditions to sparkle in Agile Teams. In this blog I investigate to what extent a Growth Mindset contributes to this. To finally summarize it all with wise words from Pippi Longstocking …
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!
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.
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.
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.
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 […]