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  • Experiences from Having Developers Write E2E Tests

    Developers writing e2e tests can make code testable, provide fast feedback, and prevent bugs. Wix worked with their product managers, developers, and QA engineers to transition from QA-only testing, to having developers write e2e tests to shift QA left and deliver faster.

  • How Kanban Can Support Evolutionary Change

    Evolutionary change is about starting where you are and improving one small change at a time. You need a stressor, a reflection mechanism, and an act of leadership to provoke change and institutionalize it. Understanding empathy allows change agents to find out what resonates with someone and work around resistance.

  • Draft Published of the Code of Ethical Conduct for Agile Coaching

    The Agile Coaching Ethics Initiative has published a draft code of ethics that aims to raise the standards around agile coaching. It runs under the auspices of the Agile Alliance to independently represent the wider agile community.

  • Experiences from Using a Disciplined Approach to Change

    When a company embraces the agile path, the first question is: “Where do I want to go?” and not “What is the right framework to do agile?” A disciplined approach to change can help you to choose from possible practices such as a “design pattern book” for agile transformation, and to identify when a practice is promising and when the current context is not the most favorable for it.

  • Q&A with Katherine Kirk on Managing Entropy in Uncertain Times

    InfoQ talks to Katherine Kirk about her recently published talk on thriving when control is removed. We discuss the impact of the current pandemic on organisations. Kirk explains the importance of contextual strategies which acknowledge and counterbalance the impact of entropy.

  • Establishing Change Agents within Organisations Using Shu-Ha-Ri

    Shu-Ha-Ri provides us with a learning path toward being agile by mastering the basics and understanding the fundamentals to gain incremental success. By having their own change agents, organisations can adapt quickly to changing market needs and get a competitive edge.

  • Optimizing for Speed with Continuous Organizational Transformation

    A rapidly scaling company needs different structures at different sizes. You’re continuously reinventing yourself as your company grows by iterating on structures, processes, and roles. Continuous learning is critical for organizational transformations to succeed and it requires a high level of organizational agility.

  • Preventing Inadvertent Changes, Amazon Adds Change Calendar to AWS Systems Manager

    In a recent blog post, Amazon announced a new capability has been added to AWS Systems Manager called Change Calendar. This feature allows administrators to create change windows that either block or enable changes to be made, within a specific time frame, and is beneficial to organizations that have deployment freezes such as during the holidays or key business events.

  • Scaling Tech to Keep Building the Right Product During Hyper-Growth

    When your organization is growing fast and steadily, change has to be part of your culture. People are recruited, people leave, and people change teams; you have to learn to adapt fast and keep tech and business synchronized. At FlowCon France 2019 Nicholas Suter and Nicolas Nallet spoke about scaling tech at Younited.

  • Design Sprints at LEGO: Q&A with Eik Thyrsted Brandsgård

    Design sprints have led to a high level of energy and motivation at LEGO. You need to discuss the ideas and learnings coming out of each sprint to decide if there’s a solution or if you need to go deeper in the next sprint. Design sprints have created a sense of pride; a belief that teams can tackle any challenge, and the feeling that individuals can add value that exceeds their expected roles.

  • Refactoring Organizations to Reduce Organizational Debt

    Organizations can accumulate organizational debt when adopting new ways of working. An agile mindset can be a driving force to remove organizational impediments and promote continuous improvement, said Jess Long, enterprise Agile coach at LeanDog. At the ACE Conference 2019, she presented how we can reduce organizational debt by refactoring organizations.

  • Cultivating High-Performing Teams in Hypergrowth

    To support their hypergrowth, N26 created a shared picture about what to work on, how to do the work, and the organisational structure. Called the Target Operating Model, it has helped them grow while maximising team autonomy and alignment. At QCon New York 2019, Patrick Kua, chief scientist at N26, spoke about cultivating high-performing teams in an organisation that’s going through hypergrowth.

  • Build Agility with Design Sprints

    Design sprints can be a powerful vehicle for challenging traditional ways-of-working that that hamstring business agility. Teams can solve challenging business and customer problems in incredibly creative, exciting and valuable ways, and as a group they are collectively more willing to kill bad ideas early.

  • Wave 2 Agile: Living the Agile Mindset

    Living the agile mindset means actually doing it, not just talking about it. Living agile is only accessible to those who say yes to personal growth in a big way. If you want different behaviours in your organization, change your own behaviour. This is what Michael K Sahota is calling "Wave 2 of Agile", and invites everyone to join.

  • Organizational Refactoring at Mango

    To increase agility, companies can descale themselves into value centers in charge of a business strategic initiative, with end-to-end responsibility and with full access to the information regarding customer needs. You need to create spaces where people can cross-collaborate and learn, using for instance self-organized improvement circles, Communities of Practice or an internal Open Source model.

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