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When someone asks me to define Agile, I often say it’s about moving forward even when you don’t have all the answers and instead embracing uncertainty and learning as you go. However, I’ve seen in the large organizations I’ve worked with struggle with this concept. Even if organizations want to be agile, they’re deeply programmed
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When organizations strive for agility, they often fall into the trap of adopting numerous agile terms and practices associated with popular frameworks like Scrum. While this approach generates a lot of internal activity, it often fails to translate into actual agility. In my experience, labelling and promoting certain practices as ‘Agile’ or ‘Important’ can be
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Years ago, when dealing with a team facing lots of interpersonal issues and a lack of safety, where people were not able to work together, and nothing seemed to work, I turned to the Culture Map, created by Dave Gray, as a way to help the team map, understand, and transform their culture. Since then, I’ve frequently
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The Team Dependency Matrix
3–5 minutes
In the large organizations I work with, dependencies are the number one blocker preventing fast flow. In these organizations that, for budgetary reasons, do annual planning, dependencies are the most significant determining factor to the success of their plans and the biggest afterthought. The tendency I see is for teams to plan their work as
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A team I’m coaching faced a challenge with the demand for their team’s services far exceeding the amount of work they could deliver. Here’s a look into an ongoing exercise I began with this team to help them get control of their work, and how I combined User Needs Mapping, Core Domain Mapping and Team
Flow Focused 