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Lean and Agile Culture at the Finnish Broadcasting Company Yle

by Ben Linders on  Mar 21, 2017

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

by Ben Linders on  Mar 02, 2017

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

by Abel Avram on  Feb 25, 2017

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

by Rui Miguel Ferreira on  Feb 12, 2017

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

by Shane Hastie on  Feb 09, 2017

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

by Ben Linders on  Feb 02, 2017

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

by Manuel Pais on  Jan 20, 2017

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.

Lessons Learned the Hard Way

by Rui Miguel Ferreira on  Jan 16, 2017

Ricardo Fiel, Cloud Solutions Architect at Microsoft, gave a presentation at the Scrum Gathering Portugal 2016 on some common ground he has found when collaborating with several types of organizations and about the lessons he has learned on his way while trying to leverage teams’ environment.

QConSF - Creating Awesome Teams

by Susan McIntosh on  Dec 07, 2016

Alexandre Freire’s QConSF session focused on Modern Agile’s framework and suggested ways to implement them within an organization. He emphasized that the underlying culture must support these practices, or the practices will be forced and not lead to creating awesome teams.

ThoughtWorks Recognized as Most Women-Friendly Tech Company

by Shane Hastie on  Nov 21, 2016

At the recent Grace Hopper Celebration of Women in Computing, ThoughtWorks was recognised as being the top company for Women in Technology. InfoQ spoke to Rebecca Parsons, CTO, about the company's culture and the award.

QConSF: Keynote - The Second Act

by Shane Hastie on  Nov 09, 2016

Michael Lopp gave the second keynote at QCon San Francisco; titled "The Second Act" he explored what cultural changes are necessary when growing an organisation from building one product to building a business that builds products.

Esther Derby's Six Rules for Change

by Susan McIntosh on  Nov 03, 2016

Esther Derby identifies six rules to use when change needs to happen, so that the people involved are honored, and the complexity of the change is acknowledged. Creating an environment based on empathy, knowledge of the past, and a willingness to experiment, makes change less stressful.

Scaling Teams to Grow Your Startup

by Ben Linders on  Oct 27, 2016

Once a startup becomes successful it needs to scale its teams and technology to grow. Scaling has to be done in way that the startup remains effective, and thus capable of quickly delivering products to satisfy the needs of the fast growing user base. Some of the challenges faced are hiring people and onboarding them, along with technology decisions that allow you to grow and get the right people.

Autonomy and Job Satisfaction

by Susan McIntosh on  Oct 20, 2016 1

Lack of autonomy at work is directly related to reduced levels of motivation and engagement, and increased levels of stress and poor health. What can leaders do to improve the sense of autonomy in individuals, thereby increasing levels of motivation and job satisfaction?

Grow with Conway’s Law, Not against It

by Mikael Zandin on  Oct 13, 2016

Jason Goth, Micah Blalock, and Patricia Anderson of Credera explained at SpringOne how they used Conway's law to tailor a client's technical architecture and processes to reverse falling productivity and accelerate the production of high-quality code.

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