InfoQ Homepage Business Content on InfoQ
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Appreciation at Work
As organizations across the world are experimenting better ways to sustain their employees’ engagement, appreciation and recognition programs have flourished in the last five years, among the best, if not the best, tool of predilection for making employees feel valued. Appreciation benefits are not limited to companies’ performance; they also benefit individuals and teams.
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Scrum & The Toyota Production System, Build Ultra-Powerful Teams
How to use the Toyota Production System, as a knowledge-building system, to reveal learning topics on which to work to develop outstanding Scrum teams for exceptional results.
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Humanity at Work: Interview with Rich Sheridan, Author of Chief Joy Officer
Richard Sheridan describes the importance of joy and humanity in the workplace and how it contributes to increasing employees' job satisfaction and engagement. Joy has always been important for employees, and today even more as we are welcoming new generations of workers.
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The Pipeline Driven Organization - Enabling True Continuous Delivery
Many organizations try to implement continuous integration or continuous delivery, but they get stuck in the process; too many human bottlenecks standing between the pipelines. By teaching pipelines to make better decisions and offloading human judgements onto the pipelines we can have the pipelines make decisions all the way up to production to create a true continuous delivery mechanism.
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Waste Not, Want Not: A Simplified Value Stream Map for Uncovering Waste
This article describes a simplified form of Value Stream Maps that makes it easy to visualize bottlenecks and inefficient processes in the software delivery lifecycle. It focuses on the two forms of Lean waste defined as Inventory and Waiting.
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How Developers Can Learn the Language of Business Stakeholders
This article explores how business stakeholders and developers can improve their collaboration and communication by learning each other's language and dictionaries. It explores areas where there can be the most tension: talking about impediments and blockers, individual and team learning, real options, and risk management.
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Q&A on the Book Risk-First Software Development
The book Risk-First Software Development by Rob Moffat views all of the activities on a software project through the lens of managing risk. It introduces a pattern language to classify different risks, provides suggestions for balancing risks, and explores how software methodologies view risks.
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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.
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Q&A on the Book Evolvagility: Growing an Agile Leadership Culture from the inside out
The book Evolvagility: Growing an Agile Leadership Culture from the Inside Out explains how focusing on inner-agility through sensemaking, communication, and relationship intelligence can increase the outer agility of organizations. It describes Sense-and-Respond leadership, an approach to catalyzing the creation of outcomes by sensing acutely, responding gracefully, and sensing deliberately.
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Sustainable Operations in Complex Systems with Production Excellence
Successful long-term approaches to production ownership and DevOps require cultural change in the form of production excellence. Teams are more sustainable if they have well-defined measurements of reliability, the capability to debug new problems, a culture that fosters spreading knowledge, and a proactive approach to mitigating risk.
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A Different Meaning of CI - Continuous Improvement, the Heartbeat of DevOps
This personal experience report shows that political in-house games and bad corporate culture are not only annoying and a waste of time, but also harm a lot of initiatives for improvement. Whenever we become aware of the blame game, we should address it! DevOps wants to deliver high quality. The willingness to make things better - products, processes, collaboration, and more - is vital.
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Cultivating a Learning Organisation
This article explores how creating an internal culture of experimentation and learning enabled a company to keep pace with the rapid iterations in tech that have become the regular way we do business. It shows that psychological safety is a key component of the learning organisation; employees need to be able to experiment and learn from any outcome - without fear that failure will be punished.