When you want to scale agile you have to view it as “a way of doing things, a mindset and a culture for the whole company” says Christoph Mathis. To scale agile you need to change the culture to achieve a learning organization.
The Agile Consortium Belgium together with UNICOM is organizing the Scaling Agile for the Enterprise 2015 congress in Brussels, Belgium. InfoQ interviewed Arie van Bennekum and Jan de Baere from the Agile Consortium about activities organized by the Agile Consortium, issues that the software industry is facing with agile scaling and stories from enterprises that have successfully scaled agile.
Focusing on the motivation of individuals can positively impact performance. An interview with Peter van Oevelen about motivating individuals, influencing the mood of teams, applying radical management, economies of motivation and building effective teams with individuals that have their own ideas, preferences and motivations.
The Scaled Agile Framework (SAFe) provides practices, roles activities and artifacts for applying Lean and Agile development at enterprise scale. InfoQ interviewed Dean Leffingwell about deploying the scaled agile framework, building cross functional agile teams and aligning teams, the people part of SAFe and the principles of lean and agile leadership.
The introduction and integration of agile approaches to an organization should be regarded and treated as an agile project itself says Andreas Schliep. An interview with Andreas about pitfalls when trying to scale agile, on ScALeD and how it compares to Agility Path, LeSS, SAFe and DaD, and on continuous improvement and scaling retrospectives.
Rehearsals of top-notch orchestras and ensembles can represent an unprecedented source of deep learning for management teams said Dominique Dejonghe and Luc Galoppin from Pensato. InfoQ interviewed Dominique and Luc about leadership development, the relationship between making music and managing organizations and on finding the oboe in your project or process.
The Agile Alliance is inviting people to submit sessions for their annual conference in 2015. The submission system will remain open until February 22, 2015; speakers are encouraged to submit early.
Teams consist of individuals working together. Individuals have their own specific beliefs and perceptions. If you know where a person’s perceptions are coming from, you can better understand why they see things different than you do and behave in a certain way. Being able to understand people helps to find better ways to collaborate and communicate in teams.
Niels Pflaeging, founder of the BetaCodex Network, did the opening talk organize for complexity - how to get life back into work on the second day of the Dare Festival Antwerp 2014. He explained how decentralizing organizations is paramount to increase their performance and agility.
Fons Leroy, CEO of VDAB (a public employment service in Belgium), talked about how innovation and co-creation has helped strengthen citizens on the labor market. He explored what VDAB is doing to empower citizens to be in the driver seat of their own career. Organizations can use a similar approach to empower employees and increase organizational agility.
High performing environments that support agile and lean ways of working need a foundation based on trust, safety and respect. Temenos consists of exercises that can be used to create a safe setting where people can open up, get to know each other, create a shared vision and develop their interaction skills.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
Organizations look for ways to increase their agility and becoming more adaptive and responsive. There a new wave of modern ways for managing organizations, supporting transparency and self-organization, taking off. LiquidO is an organizational governance model for arranging activities and decisions and giving credit, allowing everybody in an organization to take part in management activities.
When an organization decides to adopt agile the way it is structured often has to change. An agile way of working also brings new practices for teams and managers, and usually impacts the culture and mindset. All of these are related, but changing everything at the same time might be a too big challenge for an organization. Let’s explore what can happen when we start with the structure.
Kanban talks about limiting work in progress (WIP) as a way to manage workflow. “Limiting WIP is hard enough, but selling it can be nearly impossible” said Jim Benson. At the Lean Kanban Central Europe 2014 Conference he talked about how to convince others to limit WIP.