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  • Applying Genetic Engineering to Your Organization Culture

    Common barriers to transformation value remain people, mindset, and organizational culture; they are so significant that they can halt any transformation from achieving meaningful delivery capabilities. Behavioral mechanisms can work as a sophisticated DNA blueprint that directs actions. This article explores mechanisms for DNA manipulation to apply the concepts in the organizational environment.

  • ‘Debt’ as a Guide on the Agile Journey: Organizational Debt

    In this article in a series on how ‘debt’ can be used to guide an agile journey, we will provide two examples of smells that are related to organizational debt, explain the symptoms, the impact on the business and in our organization, outline the experiments (countermeasures) that we have introduced in an effort to try to remove the smell, and provide some specific advice for you to be inspired.

  • The Game Master's Framework for Software Development

    The Game Master Framework for Software (GeMs) combines role-playing concepts with software development, effectively creating a framework to deliver software in complex and chaotic environments. GeMs allows you to use your skills from playing Warhammer, WoW, Dungeons, or dragons, and C’thulu, to create software. GeMs combes gaming tactics with software creation.

  • Cloud-Native Is about Culture, Not Containers

    At QCon London last year, Holly Cummins, innovation leader in IBM Corporate Strategy, provided a session titled: Cloud-Native is about Culture, not Containers. In this article, Cummins will discuss the role of culture in cloud-native architecture. Furthermore, she will dive into various topics around cloud-native ranging from its definition to CI/CD and operations.

  • Innovation Startups Modeling Agile Culture

    Innovation is not only about the most advanced technology; management and processes are the new era of startups' innovation. To mix the power of the data and the importance of people to offer business intelligence is a key point nowadays. The result is not only the most important thing; the way you do it is more important. To be agile is to adapt to today's market.

  • Software Teams and Teamwork Trends Report Q1 2020

    The Culture & Methods editors team present their take on the topics that are at the front of the technology adoption curve: how to make teams and teamwork more effective, in person or remote, some new tools and techniques, some ideas that have been around for a while and are starting to gain traction, the push for professionalism, ethical behavior and being socially and environmentally aware.

  • Psychological Safety: Models and Experiences

    This paper discusses psychological safety that refers to a climate in which people are comfortable being (and expressing) themselves. A proposed model (called S.A.F.E.T.Y.) is discussed briefly, and the article proposes a path to how we can use this model in agile adoptions related to teams and organizations.

  • Scrum: The Art of Changing the Possible

    The Scrum Fieldbook aims at introducing Scrum within organizations outside of the software industry, where Scrum can help leaders achieve a culture of high performance. The author shares patterns, practices and practical steps that leaders can take to incorporate these successfully in their organization.

  • Agile around The World - A Journey of Discovery

    People in different parts of the world exhibit behaviours that can either fit with agile or be an impediment. David Spinks and Glaudia Califano are travelling the world to explore how national cultures impact agile adoption.

  • Maybe Agile Is the Problem

    “Agile” now means anything, everything, and nothing. Many organizations are Agile fatigued, and the “Agile Industrial Complex” is part of the problem. Agilists must go back to the basics and simplicity of the Manifesto and 12 Principles. The Heart of Agile and Modern Agile are examples of basic, simple frameworks. Agilists also have much to learn from social sciences.

  • Scaling Agile in a Data-Driven Company

    The IT department of Cerved Group experimented with Scrum, Kanban, Lean, SAFe, and Nexus, to learn what works for them and fine-tune and continuously improve their way of working. In their transformation, they focused on the culture and mindset to cultivate high-performing teams, to improve the quality of products for customers, and to help managers transforming themselves in servant leaders.

  • Scaling Autonomy at Zalando

    Autonomy isn't something you can just give to a team, it’s something that teams learn and earn over time. It has to come with accountability to amplify working towards a purpose. At Zalando, creating the right architecture and organizational structure reduced the amount of alignment needed and freed up the energy to be more thorough where alignment is needed.

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