If organizations want or need to do this for their employees and believe that it is a worthy investment, awesome! I just think there is a need to return to the idea that employer and employee are two partners which exchange services for compensation. If there is to be a powerful partnership, then all themes to retain this partnership must be bilateral.
Category: Reformation
A New Take on an Old Image – Why Employee’s Stay, Part 1
If organizations want or need to do this for their employees and believe that it is a worthy investment, awesome! I just think there is a need to return to the idea that employer and employee are two partners which exchange services for compensation. If there is to be a powerful partnership, then all themes to retain this partnership must be bilateral.
Scaling Agile: Don’t Fall for These Misconceptions
I had this originally posted at the MATRIX Resources Blog. I remember it well. It was about 11:40 am and we had been meeting with senior directors, vice presidents, and a number of influencers since 9:00 am the previous day. The conference room was strewn with the remainder of breakfast and a high number of … Continue reading Scaling Agile: Don’t Fall for These Misconceptions
Leaders: Why You Should Wear Jeans. Revisited.
A couple of years ago, I wrote this initial blog. It was in response to a client that seemed to have a "class" issue. Not that didn't have class but rather certain classes of people dressed and responded to casual days in different ways. I thought it would be good to revisit this post, make a few updates, and reblog it.
3 Ways to Apply Agile at the Executive Level
A while ago, I read a book and a short white paper that fit both of my user story needs. The first was about how leadership can apply agility at the executive leadership level. The second was about how we must change to get the right talent in our current Agile environment. Both brought up key Holistic Agile concepts that I constantly attempt to apply in Agile adoptions and transformations at MATRIX. When it happens successfully, the initiative seems to “take a turn” for the better as the organization (not just IT) “gets it.” When these practices are not applied to senior leadership, there is a chasm that drags Agile transformations to a halt. Without Holistic Agility, organizational change will fail. These practices and principles are building teams, being responsive, and self-management.
