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
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.
As a Dad, there are never a loss of times that can be used to grow closer to, educate, enrich, empower, and even correct my kids. The art is knowing which of those – growing closer to, educating, enriching, empowering, correcting – is needed at which time. Sometimes, we use the situation or problem to … Continue reading Agile Dad: A Discussion with My Son on Team
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.
My first thoughts about Agile practices were not those of increasing productivity (even though they can), improving product speed to market (which they do), or even breaking down the walls between traditional "business" and "IT" (which happens, all the time). Rather, I kept seeing a cultural and environmental shift in the ways people interacted - from the client relationships to the leadership relationships. I saw how, at the core, we empowered people to do what they do even better and deliver things of value in order to improve relationships and the subsequently the wealth of all parties involved.