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.
The agile paradigm adapts processes to human nature, in contrast to the classical management approach which obliges team members to adjust to a particular development process. Bateson's learning model can help us to go from doing agile - following an agile method - to being agile - having your own agile identity and vision.
Lean, agile and Lean Startup can strengthen each other for driving improvement. Lean Pilots, a data-driven improvement framework for removing major cross-functional organizational impediments, has been used to drive internal continuous improvement.
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.
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.
People can feel limited when challenged, which slows them down or keeps them from trying. It can be a real problem, but their fear might actually be in their imagination. Sometimes the only thing that's holding you back is yourself. Survival rules can hinder us- sometimes you have to break them.
Feedback can be used to build trust in teams and help individuals improve their skills and grow in their craft. Emily Page and Doug Talbot shared their experiences from experimenting with peer feedback at Ocado Technology at Spark the Change London 2016. An interview with Emily Page, Organizational Catalyst at Ocado Technology.
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.
Giving teams autonomy to spend 10% of their time for learning reduces delivery time, increases quality, and increases motivation. The 10% rule gives teams full autonomy to work on things they consider important. It results in freeing up people's creativity and letting teams grow their potential.
The Spotify model can help you to understand how things are done at Spotify, but you shouldn’t copy it in your own organization. It changes all the time as people at Spotify learn and discover new things. There is no one way in which software is developed at Spotify.
If you want continuous improvement you can start with retrospectives, but you must go far beyond that with change management, culture change, and innovation. The most important thing in order to make change happen in organizations is creating new habits and changing your culture.
Ordinariness in leadership can help us to accomplish extraordinary results, argues agile/lean coach Katherine Kirk. Several more people have explored approaches that suggest to rethink leadership and go back to behaviour basics for leading people. Although these approaches are about small ordinary things, their effect may cause a revolution in the way organizations are being managed.
Data science is about the data that you need; deciding which data to collect, create, or keep is fundamental argues Lukas Vermeer, an experienced Data Science professional and Product Owner for Experimentation at Booking.com. True innovation starts with asking big questions, then it becomes apparent which data is needed to find the answers you seek.
Yuriy Koziy, delivery manager at GlobalLogic, argued at the Agile Eastern Europe 2016 conference that organizational change should start at the team level rather than in senior management. He formed a group of like-minded engineering managers and agile coaches who act as change agents, transforming the organization bottom-up from the inside.
Andrea Tomasini will give a keynote talk titled "Stop Scaling, Start Growing an Agile Organization" at the Agile Eastern Europe 2016 Conference. InfoQ interviewed him about growing agility.