(Somewhere in the EU Sky) Normally when an Agile Transformation starts, it starts by the bottom of the structure. It’s easy to get Scrum up and running in small Agile Teams.
When Agile Transformation enters in a scale process, the challenge starts. It is mandatory regular alignment across the different portfolio levels to make sure that the Transformation occurs.
Continue reading “The importance of the regular alignment between different Organization levels”
Agile Transformation is a test for the executives capacity to drive organizational change and business competitiveness. Agile Transformation affects all management levels and areas in the organization: since Tools, Processes, Structures and Resources individually. It’s really tough for managers to impose so many changes at once and keep the business running competitive and innovative. A huge challenge I would say.
Continue reading “Agile Transformation is a test for executives courage”
When hiring an Agile Transformation Consultancy company it would be good to have clear why are you doing it, what do you expect to achieve with it in the business goals perspective and in the company culture too. Based on your goals and time to reach them, it would be great to organize an interview asking to the potential candidates their level of experience towards your specific context and goals. With those answers, you would be able to compare them in a matrix.
Continue reading “Are you planning to hire a consultancy company to start your Agile Transformation? If yes, you must read this post and do some homework first”
Some time ago, I discussed with a colleague about who should lead the Agile Transformation in an Organization: an internal colleague or an external expert consultant? He defended that it should be an external expert, empowered by the executives, who should lead his own suggested measures and supervise their execution in the field. I thought immediately, it should be known in the entire organization, the time for the execution and the transitory nature of this role. Once his mission is accomplished, he or she leaves the organization. But why it should be like that? Continue reading “Why should be an external consultant managing the Agile Transformation?”
(Algarve, Portugal) – The digitization of traditional industries reveals major challenges that imply consensus between many and different parts. Defining a vision, a strategy, a program or a set of projects is per se a huge challenge.
Other more concrete challenges go through gathering, intelligently, requirements and translating them into functionalities valued at the client, optimizing processes and motivating workers. Ideally producing measurable, noticeable and relevant improvements. Ultimately producing innovation.
I would like to share with you my thoughts on what Design Thinking is and how it can be useful to accelerate effective results during scanning processes, especially in traditional industries.
Continue reading “How can Design Thinking be extremely useful during the Digitalization process in traditional industries?”
Some days ago I was in a Jeep for 8 passengers, plus 2 seats counting with the driver, with a suspension higher than usual, the normal safari jeep… a wild Indian elephant can be taller and bigger than this jeep… amazing… If the elephant is busy and we are not annoying him, he doesn’t pay attention to us. But if he is scared or nervous with something, he can be very aggressive with humans. This scene makes me think about Kanban as a possible introduction to Agile in the big corporations, big “elephants”. Sharing my thoughts with you about it! 🙂
Continue reading “Kanban can be very useful during Agile Transformation”
(Antwerp, Belgium) I write to you from the city where the concept of logistics was reinvented over time, to talk about the management of systems portfolio and software requirements and how the most traditional methods are not consistent with the current reality.
Continue reading “The reason why the applications and systems portfolio management methods do not fit more into the current business reality”
An Organization is described by processes and structures, those define the way people interact. But individual values often tend to sabotage the organization evolution. This is often observed during Agile Transformation processes, specially from a middle management layer, insecure about their skills to guide an Agile team to deliver excellence to the end user.
Continue reading “Egocentrism, Narcissism and the middle management blocker to Agile Transformation”