Taking Full Advantage of Lean-Agility

What does Atlanta traffic, deplaning, and and agility have in common? Wait, there is no punchline - they all are examples of false optimization or not optimizing the system as a whole. I can tell you are bought in on this amazing stinger! But quite seriously why, in the agile community, do I still hear … Continue reading Taking Full Advantage of Lean-Agility

A different take on Retrospectives

One of my favorite things is sharing life experiences with other people in the off chance that what I have gone through can help others. And not just gone through, but seemingly come out the other side with some sort of win! Recently, I had the opportunity to share about retrospectives (a tool used to … Continue reading A different take on Retrospectives

Thought of the Day – Wanted: Better Feedback

Last week I started watching a show that combines a few of my favorite things: Michigan Wolverine Football, good leadership, and a resounding analogy for agility.  There is a show on Amazon Prime called "All or Nothing: Michigan Wolverines."  The show centers around the lives of Jim Harbaugh (Head Coach), a group of the players, … Continue reading Thought of the Day – Wanted: Better Feedback

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

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.