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  • TalentSumerization – The Employee Experience in Agile Enterprises

    Talent, knowledge and leadership are today’s currency for competitiveness. HR teams that begin to think about their roles as creating an employment experience will be on the leading edge of modern workplaces. This article explores how Consumerization of Human Resources” – or “TalentSumerization” – can be used to create a social, mobile, and consumer-style employee experience.

  • Telenor’s Stars to Space Stations: An Example of Gate Systems Applied to Product Development

    When Telenor needed to establish a clearer understanding of how to measure progress for early stage product development, they created a different set of KPIs for early stage products based around learning instead of financials. They studied the product phase gate process used by companies such as Microsoft and IBM to develop one that worked for Telenor to make relevant investments.

  • Total Talent Management: A Systems Approach to Agility

    With increasing corporate reliance on contract and temporary workers come more challenges for HR departments. Core HRM responsibilities like training/development, compensation/benefits, and mobility normally apply solely to standard company employees. Total talent management aim to do HRM for the total workforce, including temporary workers, contractors and consultants.

  • Creating a Creative and Innovative Culture at Scale

    King Digital Entertainment needs to foster a creative and innovative culture with engaged and motivated people to create fun games. They have established an environment with freedom and trust, with space for experiments, exploration, and learning, to make people happy. Experiments and lessons from the engineering organization showing continuous improvement of HR-related processes and topics.

  • Author Q&A – The Lean Mindset by Tom and Mary Poppendieck

    The Lean Mindset is a collection of research results and case studies from companies applying lean in product development and delivery. A lean mindset according to Mary and Tom Poppendieck is about “developing the expertise to ask the right questions, solve the right problems, and do the right thing in the situation at hand”.

  • Interview with Simon Brown about Sustainable Competence

    Why are some teams successful while others are less than stellar? Can teams use processes to do their work? How can managers help teams to become better? And do we need incentives to improve the quality of software? InfoQ did an interview with Simon Brown about sustainable competence for continuous improvement, balancing people and processes, and software quality and architecture.

  • Agile Performance Reviews

    Why go an entire year before receiving feedback? Nothing else in the Agile world waits a year, why would feedback? Struggling to make feedback objective? Perhaps objectivity is the wrong goal perhaps reviews should be subjective. Ryan Hagan offers his approach to doing performance reviews with an Agile Team.

  • Interview: William E. Perry - Author iTeams – Putting the “I” Back Into Team

    In his book, iTeams – Putting the “I” Back Into Team, author William E. Perry demolishes the cliché - "There is no ‘I’ in team." As Perry explains, the phrase is nonsense because it is the individual differences in team members that make teams great. In this interview, Ben Linders explores with the author the motivations for writing the book as well as some of the key thoughts.

  • The Elephant in the Room: Using Brain Science to Enhance Working Relationships

    The new brain science (social neuroscience, positive psychology, and imaging techniques) give us tools for understanding and enhancing the ability of men and women to work together. Companies like Deloitte & Touche and IBM have seen financial results including increased retention of women by training their managers to use gender intelligence.

  • Building an Agile Team

    Building an agile software development team is not easy. Many managers and team leads hire technically capable people, throw some form of an agile process at the team, and hope that everything works as well as the literature says it does. This approach is not only unrealistic, but is prone to failure. This article will describe the components of a successful team and how we built this team.

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