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.
The Agile Consortium has launched the MarComs chapter which aims to exchange knowledge on agile among marketing and communication professionals. InfoQ interviewed Jeremy Curtin, one of the founders and chair of this initiative.
Dan North talked about models and techniques for giving and receiving feedback and how to apply them effectively at the QCon London 2016 conference.
Shane Hastie gave a keynote talk at Agile Tour Singapore Conference 2015 in which he discussed Agile mindset and how it can be helpful in solving tough business problems.
Kelsey van Haaster will give a talk at 1st Conference about how to develop a road map to agile fluency for teams and organisations. InfoQ interviewed her about the possible ways to do an agile fluency assessment, example of findings and improvement opportunities that came out of the assessments and things that she learned, and advice for readers who want to use the agile fluency model.
At the Agile Practitioners 2016 conference Huib Schoots talked about testability. He stated that low testability, anything that makes our software hard to test, slows teams down, and explored how testability can be increased.
At the Lean Kanban Benelux 2015 conference Jeroen Molenaar shared his experiences working as an agile coach with the Dutch solar car team that has won the world solar challenge in Australia.
Patrick Steyaert talked about lean innovation with Kanban at the Lean Kanban Benelux 2015 and Lean Kanban Central Europe 2015 conferences. InfoQ interviewed him about the main obstacles to innovation, how to use discovery Kanban to manage innovation, how to develop talent for innovation, and asked him for examples of using Kanban with a business model canvas or lean canvas or other thinking tools.
Jez Humble talked about organizational obstacles to moving fast at scale and how to address them at the GOTO Berlin 2015 conference. InfoQ interviewed him about how we can focus on value, why having a shared understanding of an artifact can be very valuable, removing waste and discovering the needs of customers quickly with low costs, and how to use the concept of improvement kata.