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.
Exploring the Seven Principles of Sociocracy 3.0
Principles guide behaviour, and when made explicit can raise consciousness and help to evolve culture. The seven Sociocracy 3.0 principles support organizations that want to act in integrity with their environment, learn from experience, and generate a collaborative, adaptable and intelligent system to navigate complexity.
How New Relic Does DevOps
A lead software engineer at New Relic wrote a summary of how DevOps tools and practices are used and practised in the New Relic engineering team. It talks about the evolution of the DevOps role, using their own product for monitoring and the visible benefits of this culture.
Lending Privilege for Increasing Diversity and Inclusion
A grassroots movement is necessary to increase diversity and inclusion in the tech industry. Everyone has privilege; lending it to marginalized groups can make it happen, claimed Anjuan Simmons. If we have a diverse tech industry we will all win, as lending privilege increases value for everyone.
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.
Devoxx US 2017: Day 1 Recap
Reviewing day 1 of Devoxx US.
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.
Making Distributed Development Work
Distributed development depends on effective communication: you need to look for ways to have robust and diverse communication, build empathy towards each other to encourage feedback, and keep an eye on motivation. Team members are more engaged and creative when there’s shared ownership and responsibility for complete delivery from idea to production in distributed teams.
Civility at Work and Elsewhere
Google and Microsoft have published their studies on civility at work and the internet at large. Here we summarize some of the main ideas depicted from their work.
The Employee Experience: How to Make People Want to Show Up at Work
Jacob Morgan, a keynote speaker, best-selling author and the co-founder of The Future of Work Community, a global innovation council of the world’s most forward thinking organizations exploring the new world of work, gave a webinar along with Cisco to discuss how organizations should behave to create remarkable employee experiences, the ones that make people want to show up at work.
Eric J. McNulty : Your People’s Brains Need Face Time
In a recent Strategy and Business article, leadership author Eric J. McNulty wrote about why distributed teams need to get together on a regular basis in order to be most effective. He cites research into distributed teams which shows that the value of face-to-face sessions far exceeds the cost of bringing people together.
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.
How 3rd Party Tools Nearly Killed Performance (and Culture) at Adidas
How the shoe and clothes giant manufacturer's IT tamed an out-of-control proliferation of third party tools in their global websites which was killing performance. Furthermore, this led to a blame culture setting in between business and IT. A new third party governance process focusing on performance data and user experience validation was key to stop the bleeding.
