Every company wants to delight customers with a high-quality product, and many organizations naturally focus on process improvements to reach quality goals. But organizational culture eats process for breakfast. So how do you create a culture of quality? New research on 850 employees who impact quality from 80 companies presents new strategies for shifting values, norms, beliefs, and habits.
The book Becoming a Catalyst by Len Lagestee aims to help Scrum Masters, Agile coaches, and project managers to accelerate the culture change that is needed when an organization is adopting agile. InfoQ interviewed Len about supporting people in adopting agile practices, what it takes to become a catalyst, and how catalysts can start and energize change initiatives.
Leslie Ekas & Scott Will have written a book which provides advice on how to make an agile transformation sustainable. They identify some common mistakes and provide ideas on how to avoid them, with a focus on what is needed to Be Agile instead of just doing agile practices.
Swiss Railways employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. A report of their two year journey. 4
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
The people’s Scrum is a collection of essays on agile ideas and practices. InfoQ interviewed Tobias Mayer about people, teams and self organization with Scrum and about AgileLib.net.
The Lean Mindset by Mary and Tom Poppendieck is a collection of research results and case studies from companies applying lean in product development and delivery.
What happens when a director of a consulting company decides to drastically change the culture? An interview on the change approach, culture and trust, and lessons learned from an agile journey.
PROspectives help us to reflect more often, independently of acute, unexpected problems and without time pressure, to uncover ideas for future improvements. 12
Great projects rely on commitment from individual team members, teams and projects: Agile teams committing based on business needs and their capabilities, and delivering against those commitments.
Organizational change coach Jason Little talks about approaches for organizational change, culture, feedback and learning, and using the lean startup approach.
Resistance from management is recognized as a bottleneck in agile adoption. When will we reach the tipping point where organizations unshackle themselves from the limitations of command & control? 3