Based on several decades of experience, we have developed an agile framework for distributed teams. We defined 8 bubbles: Culture, Organization, Product, Team, Architecture, Engineering, Communication and Tools. Each bubble contains questions, virtues and practices to help organize distributed work. In this article, we describe culture and organization.
We hear, and even use, the phrase “agile mindset.” But what is it, really? In this article several themes are identified, such as respect, ability to change, and focus on delivering value. Additionally, possible methods for introducing and nurturing these themes are identified.
This article examines the agile culture and explores how it helps create a happy environment. It questions the practices and attitudes evident in some of the Tech Titan organisations, and questions if they actually want to achieve employee satisfaction and sustainable pace. Perhaps the Tech Titans leadership doesn’t want Agile because Agile isn’t good for their questionable labor behavior?
Hierarchical organizations can't react to new market opportunities and changes fast enough, this impedes the company’s survival in the long run. An interview on teamworking and increasing agility.
At the Agile New Zealand conference Bradley Scott gave a talk on Peopleware 2015 in which he explained the management structures, policies and approaches Xero has used to support its agile transition
Having read Joy,Inc and heard Rich Sheridan talk about the Menlo Innovations way, I wanted to understand if this was real and if so how the ideas could be applied elsewhere so I spent a week there.
Take a demoralized group, inadequate tools and a low-trust culture – now transform under intense performance pressure in just 6 months. Impossible? Read this story of change in the public sector.
Dominik Maximini researched the cultural aspects of organizations that use Scrum and published his findings, principles for implementing Scrum and suggestions on how to apply them, and a case study.
Software developers spend time and energy on building the best possible products looking at web frameworks, using a NoSQL or SQL database, etc. There's another equally important aspect: culture. 1
We are at a crossroads in the agile-adoption narrative. Agile started spreading “bottom-up”, then shifted from teams to executives and recently to consultancy for large enterprises. What will be next?
Culture plays an important role in organizational change. Successful agile adoption tends to depend on the ability to change culture by making the culture explicit and becoming more conscious of it.
At the recent Agile Singapore conference Richard Sheridan and Linda Rising discussed what it means to have an agile mindset and what it takes to create a culture of joy in work. Part 2.