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InfoQ Homepage Agile Culture Content on InfoQ

  • Discovering Culture through Artifacts: QCon London Q&A

    Behavior and values are two critical components to organizational culture; values denote what the organization believes in, and behaviors are rooted in those values, argued Mike McGarr, engineering leader at Slack. At QCon London 2019 he spoke about improving your understanding of an organization’s culture, the key components of culture, and what to look for in order to learn about the culture.

  • People Are More Complex Than Computers: Growing the Equal Experts' Team and Culture

    Earlier this week, in QConLondon 2019, Mairead O’Connor from Equal Experts presented on the topic “People are more complex than computers”. In this talk, O'Connor presented on the way that Equal Experts managed to grow into a network of 1,500 people, with over 800 of them being consultants and the organisational and cultural challenges that come with creating this unique organisational structure.

  • Open Source Benefits to Innovation and Organizational Agility

    Capital One hosted their 3rd Agile Conference in December 2018 in Virginia. Among the guest speakers, Andrew Aitken, global open source strategy leader at Wipro, presented the state of open source and how it is becoming an industry-wide organizational keystone strategy in driving innovation and in retaining top talent.

  • Release Management and Customer Experience at Snapchat

    In 2019, T-Mobile hosted Snapchat executive, Tammarrian Rogers, and release manager, Claire Reinert, who presented how, in three years, they transformed their release management processes and culture which directly improved their customer experience.

  • Think of Software as a Force for Good, Using Teal and Agile

    A teal organisation set its horizon by defining its higher purpose and describing why it exists. Individuals join the company because of the value it creates for the world, and work freely towards a specific purpose. A teal and agile company has a culture of complete openness, transparency and mutual trust; everyone should feel safe and encouraged to share ideas, and make mistakes, without fear.

  • Enabling Individual Growth for Business Value at Tangible

    When a company starts to grow, working together is not enough for new people to learn the culture. For competence growth and for developing their culture, Tangible organizes workshops, internal days of knowledge exchange, hosted events and training, and evening activities, and assigns mentors for new people. This helps them to align individual values and intentions with the corporate vision.

  • Great Engineering Cultures and Organizations - Afternoon Sessions from QCon London

    The Building Great Engineering Cultures and Organizations track at QCon London 2018 contained talks from practitioners representing digital leaders of the consumer internet as well as transformational corporates from “traditional” sectors. Previously InfoQ published a summary of the morning sessions; this is the summary of the afternoon sessions of this track.

  • Great Engineering Cultures and Organizations - Morning Sessions from QCon London

    The building great engineering cultures and organizations track at QCon London 2018 included talks from practitioners representing digital leaders of the consumer internet as well as transformational corporates from “traditional” sectors. The speakers presented how they established and scaled engineering cultures that keep their organisations ahead of the rest. A summary of the morning sessions.

  • Dealing with the Broken Human Machine: How to Create High-Performing Teams

    To really progress in developing software and build anything at a scale, you have to examine your blind spots and learn to deal with people. The culture we build is important: the difference between a high performing engineering team and a low performing one is orders of magnitude in terms of productivity and quality. Focusing on how we do things is as important as what we’re doing.

  • Data-Driven Thinking for Continuous Improvement

    Organizations need an objective way to measure performance and tie actions back to business outcomes to improve continuously. Avvo uses a data-driven decision framework with an autonomous team model and a practice of retrospectives to help people make better decisions and proposals for continuous improvement.

  • Improving The Adoption of Agile

    We should use an agile approach to adopt agile instead of adopting agile in a waterfall way, and have leaders who are willing to empower their teams and build an organization that supports them. The industry needs more practices on incrementally rolling agility out.

  • Game Changing Beliefs for Knowledge Working Organizations

    Game changing beliefs carry the strength of the strongest walls to shape our behavior. The beliefs we choose to take on in our professional work are a leverage point. They can help us to change the culture and behavior in organizations to increase agility.

  • HR Needs an Agile Makeover

    Human Resources is an outmoded way of thinking about people and needs a significant makeover. Dov Sal examines the purpose of HR in agile organisations and encourages HR practitioners to adopt the Manifesto for Agile HR Development. On a similar note, Bersin by Deloitte provides an Agile Model of HR which talks about making radical change to the mission and focus of HR departments.

  • Improving Work Life with Organizational Hacks

    Visualize everything, pair up, open Friday, and no training budget; these are some of the "work hacks" that have improved work life at Sipgate, a telephone provider using Scrum.

  • Lean and Agile Culture at the Finnish Broadcasting Company Yle

    Scaling lean and agile is not a question of frameworks, it's about values, principles and mindset. At Yle the company management has been involved in the agile transformation by carrying out experiments, learning and doing; not by implementing frameworks. Magic happens when you work together with people in teams on all levels.

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