Kanban is often used to manage work, but the concepts of kanban can also be used to guide a journey of change in an organization. This is a case study of an insurance company that used kanban to get change done to improve visibility and predictability and engaging their people.
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.
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.
In "experiences with a distributed agile team", Joost Mulders and Andriy Korpan presented how they integrated a near shore development team from Ukraine in a Dutch product development organization using agile practices. At the XP Days Benelux 2013 conference they talked about the do’s and don’ts of distributed agile.
Working in an agile team can sometimes be stressful, when the needs of the customers are unclear, if there is a lot of work to be done, or when team members are having difficulties doing their work. You might ask the question if having fun could reduce the feelings of stress, increase motivation, or increase productivity? And if that is true, then what can you do to have more fun in agile teams?
The lean startup is a “scientific approach to creating and managing startups” as Eric Ries describes in the lean startup principles. It uses “hard things” like validated learning with experiments and data. But what the “soft things” like intuition, guts, feelings, passion, inspiration and fun, do they also matter when you are developing new products?
Companies have reported that focusing on things that make their employees happy can give benefits. But how can you measure and analyze employee happiness? Some insights in the why of happiness, and the results and lessons learned from those who used it.