Portia Tung talks about how executive coaching helps managers to deal with challenges and find ways to help their teams, and explores the habits of highly effective agile coaches. She provides examples from her experience of coaching agile teams and executives, and describes the benefits that agile coaches can bring.
Michael Hamman, Lyssa Adkins and Michael Spayd on Integral Agile and Coaching for Teams, Management and the Enterprise
Michael Hamman, Lyssa Adkins and Michael Spayd of the Agile Coaching Institute talk about Integral Agile and the personas of Agile Coach, Enterprise Agile Coach and Organisational Leader.
InfoQ interviewed Yuval Yeret at the Lean Kanban France 2014 conference about kick starting Agile the Kanban way. He explained how teams can do pull-based change using Kanban, skills for change managers and patterns that can be used to support agile adoption in enterprises.
Nathan discusses adopting agile management ideas across the whole organization, radical transparency, creating truly empowered teams and what it means to become a Certified Democratic Organization.
Esther Derby talks about how coaching managers needs a different set of techniques to coaching teams and how every agile adoption should be based on the context of the organization, grounded in in the principles behind the ideas rather than trying to apply a practice or set of practices out-of-the-box.
At Agile 2014 Gil Broza spoke about what servant leadership really means, getting past the buzzwords to practical advice for managers and leaders on how to empower teams and individuals. He also previewed his upcoming book on the Agile Mindset.
Leading and working in distributed knowledge worker teams is reality for most organisations today. To get a perspective on some of the challenges and how to tackle them we spoke to Floyd Marinescu, CEO of C4Media, InfoQ's parent company. InfoQ is a globally distributed organisation with 35 fulltime and 150 part time contributors distributed across the whole world.
Hendrik Esser discusses the leadership challenges and changes in Ericsson's large scale Agile transition. He describes how trust and transparency have been achieved across all levels of the organization, and the cultural changes that have resulted.
In Agile, adoption and transformation are typically viewed as one big event. Mike Cottmeyer provides a holistic perspective that looks as adoption as the implementation of practices, and transformation along two dimensions, organizational and personal. Mike discusses how they are a means to an end, and how to avoid the trap of focusing on practice adoption as a goal.
Funding models and portfolio management approaches need to account for increasing levels of uncertainty, change and competition by compressing planning horizons, speeding time to market and recalibrating frequently. In short, organizations should apply real options and Agile methods for project approval, planning and oversight, not just for execution.
Esther Derby talks about common management and team traps that can impact organisations adopting Agile methods. She describes the conditions needed to form "real teams" and how management can create the right environment to nurture the formation of self organizing teams.