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.
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.
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 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.
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 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.
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.
Moving towards microservices means moving towards distributed systems where you have to deal with latency, authorization and authentication, and messages that do not arrive, argues Sander Hoogendoorn. With microservices you can break down large systems into smaller components to regain control over the architecture.
Tom Clark, head of common platform at ITV, talked at the past DevOps Enterprise Summit 2016 in London on how their cloud platform has served as a medium for spreading DevOps practices and way of working across the entire organization, as well as how to grow a team of "smart and kind" engineers around it. In this Q&A Clark talks about ITV's DevOps journey, challenges faced and the road ahead.
The 11th annual state of agile survey is open through October 7, 2016. The survey explores the worldwide adoption of agile.
The UK's Revenue and Customs agency applied DevOps and Continuous Delivery principles to move from a bureaucratic culture to frequent delivery of digital tax services, learning and adapting from incremental successes and the occasional failures. InfoQ reached out to Lyndsay Prewer to dig deeper into how this journey started, where the agency is at today, and what the main challenges have been.
The Certified Agile Leadership program aims to increase the effectiveness of leaders by providing a learning framework for developing agile leadership competencies. An interview with Pete Behrens about the importance of leadership, changing how leaders lead and the leadership culture, leadership for self-organizing teams, and what organizations can do to develop agile leadership competencies.
Jonathan Smart, head of development services at Barclays, described how the bank's DevOps journey requires blending with local cultures (as in local to a given business are or to a geography) to succeed. Principles need to be shared, but practices need to emerge (with guidance where required) by applying those principles to the local context.
Studying successful organisations can inspire you and provide ideas to improve your own organisation. Helena Moore explains how reading case studies about high performance leadership and culture from organisations like Netflix, Zappos, and Virgin, and visiting organisations like Timpson has helped to understand what makes these organisations successful and to find ways to apply them.
Software-driven companies are taking over the world because they are responsive organizations, built on 'sense and respond' instead of 'plan and predict'. In the next decade every large scale organization will be digitized and will effectively become a software-driven enterprise. Vikram Kapoor, CEO at Prowareness, explored how organizations can increase their responsiveness.