To become agile you might need to change the core values and beliefs of an organization. Applying value systems from spiral dynamics can help organizations to go from doing agile to being agile as Dajo Breddels showed in the path to agility at the XP Days Benelux 2014 conference.
The starting keynote at Velocity Conference Europe 2014 was all about how human error is too often the easiest way to explain away a failure and how a different approach is needed. Steven Shorrock, European Safety Culture Programme Leader at Eurocontrol, explained why a Systems Thinking approach applied to safety is a better answer.
Sometimes organizations that are adopting agile complain that they didn't get the benefits that they expected to get out of it. One of the possible reasons could be that insufficient attention has been given to performing the technical practices that support the agile values and principles.
Organizations should create an environment where people feel empowered and trusted, with a culture where leaders can thrive says Pawel Brodzinski. An interview in which Pawel shares his view on leadership and culture, explains what it is that makes leaders thrive in organizations and what organizations can do to create an environment where leadership would emerge.
In the book series the art of managing remote teams authors share their experiences and provide advice on establishing and working with remote teams. The books are intended for people who are about to setup an offshore or nearshore team, or people who are already managing a remote team and want to improve.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
At DevOpsDays Amsterdam, Mark Coleman asserted that all organizational's cultural changes start with one person influencing another. He finds that Charles Handy's writings on power and influence help on understanding how an organizations works and how one can go on to change it. Mark discussed Charles Handy's six sources of power and six methods of influence.
Writing in the Wall Street Journal, Rachel Shannon-Solomon suggests that most enterprises are not ready for DevOps, while Gene Kim says that they must make themselves ready if they want to survive.
How can you make a company grow without sacrificing it’s culture? InfoQ talked with Fridtjof Detzner, co-founder of DIY website creator Jimdo, about how Jimdo started and scaled up using agile and why Jimdo uses kaizen and retrospectives to improve continuously.
In the article culture is the true north Arne Roock talked about the “feel good manager”: a role which helps to foster and grow the culture in an organization. InfoQ talked with Magdalena Bethge, Feel Good Manager at Jimdo, about supporting the culture and collaboration, happiness, and helping employees to find their work-life balance.
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?
Ramli John gave an ignite talk about the minimum viable attitudes for lean startup teams at the 2013 lean startup conference. According to Ramli there are three attitudes that help teams to run lean sustainable over time: humbleness, hunger and happiness.
A report on how happiness index could be scaled out from team level to organization level. Frank Schlesinger, Corinna Baldauf and Stowe Boyd shared their experiences of scaling the happiness index and tools for implementation.
A case study on creating buy-in and commitment for flow thinking using a mental model and metaphor was presented at the Lean Kanban Central Europe conference. InfoQ interviewed Håkan Forss and Erik Schön about their journey from methods & tools to principles & mindset and how they use visual management to implement flow thinking and improve the product development flow at Ericsson.