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  • Evolving the Engineering Culture at Criteo

    Senior management should make engineering culture a top priority and create the framework which supports building a good engineering culture. You need values for culture to evolve, supported by rules that govern how things are done.

  • The Agile Journey of Buurtzorg towards Teal

    Buurtzorg, a Dutch nationwide nursing organization, operates entirely using self-managing practices. Teams are fully self-organized, and the organization has developed a culture where these independent teams are supported by the back office. Their IT system was developed in an agile way to help teams deliver nursing care to their patients.

  • 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.

  • Organizing Improvements with Lean Leadership at ING Bank

    It’s the manager’s job to organize improvements and to make sure that real learnings take place. For real learnings you must accept the unknown and move outside of your knowledge boundary. Agile, lean and continuous delivery help to boost your learning capabilities.

  • Open Office Layouts Bad for Productivity and Memory

    A recent BBC article revived the discussion about the "best" office layout for productive knowledge work - how spaces impact culture, productivity and collaboration.

  • Organizing over Organization

    In the coming years we will see less organizations, but not less organizing. Organizing is a daily activity to get things done, but we don't necessarily need organizations to do things. When individuals are subordinate to the organization, it's an inhibitor for adopting modern management approaches.

  • Applying the Teal Paradigm

    Applying the teal paradigm helps organizations increase team members' engagement and allows teams to grow. Teal oriented organizations think of themselves as "living organisms"; they are human centric and liberating towards their employees, and look for the resourcefulness in humans rather than looking at humans as resources.

  • Opinion: What 2017 Has in Store for Culture & Methods

    We polled the InfoQ Culture & Methods editors for their takes on what 2017 has in store for the technology industry, what are the trends which we see coming to the fore and what the implications will be for organizations around the globe.

  • Managing in the Networked Society

    More and more now value is created through connected organizations and individuals using seamless collaboration across boundaries. At the same time however, many companies are still influenced by management practices invented in 19th century. A paradigm shift is needed to successfully manage in the networked society.

  • Leadership Fit for the 21st Century: Intent-based Leadership

    This third post and last in the series on leadership fit for the 21st century covers the keynote given by David Marquet at the evening seminar on leadership fit for the 21st century about intent-based leadership and the leader-leader model.

  • Leadership Fit for the 21st Century: Empowering People is Impossible

    This second post in the series on leadership fit for the 21st century covers the talk given by Jenni Jepsen from goAgile in which she explains that we cannot empower people, and provides ideas for creating an organization where people feel empowered.

  • Making People Feel Empowered with Intent-based Leadership

    Intent-based leadership is about giving control and decision-making power to people who have the information. When we give control to people who have the competence and clarity, we create an environment where great things happen. An interview with Jenni Jepsen about intent-based leadership, giving influence and control to people, and creating an environment where people can feel empowered.

  • Turn the Ship Around - Towards Leadership at Every Level

    At the Agile Tour London 2015 Wim Heemskerk and Dirk Mulder hosted a session about creating leadership at every level, based on the book Turn the Ship Around by David Marquet. InfoQ interviewed them about how hierarchy can hinder transitioning to agile, why organizations should develop leaders in stead of followers, and on applying leadership lessons from the book to increase the agility.

  • Planning with #NoEstimates

    People are used to making plans and taking decisions using estimates, even though they are often not so good in estimation says Gil Zilberfeld. The #NoEstimates movement explores alternatives for estimation. At the Agile Testing Days 2015 Zilberfeld will do a workshop on Planning with #NoEstimates. InfoQ will be covering this conference with write-ups, Q&As and articles.

  • The Role of an Agile Manager

    An agile transformation needs a convincing involvement and statement by top management to show that the game really has changed says Jürgen Dittmar. InfoQ asked him about how management can be an obstacle in agile transformations, changing the mindset and approach for managing organizations, how managers and leaders can enable agility in organizations, and examples from applying Management 3.0.

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