InfoQ Homepage Leadership Content on InfoQ
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People Re-Engineering How-To’s: Mentoring As A Service
The software industry revamps half of its people every five years with fresh grads, causing a state of Perpetual Inexperience. People Reengineering proposes Mentorship As A Service to fight this phenomena through one of its threads of action that seamlessly instills professional maturity into the new generations for better performance and people retention.
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Q&A on The Manager‘s Path with Camille Fournier
In the book The Manager’s Path, Camille Fournier explores managing engineers and what it takes to be a technical manager. She describes the different roles which form the path from mentors and tech leads to senior engineering management, discusses the challenges of technical leadership and provides advice on how to deal with them.
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Q&A on the Book Soul-Centered Leadership
The book Soul-Centered Leadership by Michael Anderson provides ideas and exercises for developing skills to lead people while being in touch with your soul. It explores a leadership approach based on emotional intelligence, psychology, and spirituality.
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Adding Purpose to Scrum with Holacracy
Organisations passionately working with Scrum are still missing a key ingredient: their organizational governance got stuck in the last century. Holacracy can be a complete replacement for the traditional management hierarchy and can significantly increase motivation and productivity.
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People Re-engineering
People Re-engineering is a concept bundling whatever's needed to keep software people fit to meet the growing and pressing challenges caused by merciless market demands. A typical implementation of the concept includes efforts along five axes: Mentoring and Coaching, Leadership Enablement, Team Energizing, Executive Engagement and finally Monitoring to measure results and steer efforts.
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Agile Sailors - A Journey from a Monolithic Approach to Microservices
Over the last couple of years eSailors IT solutions has implemented big technological and organisational changes: from functional silos to cross-functional teams, from a work flow that looked like an assembly line to dynamic loops, from a monolithic platform to microservices, from hierarchical command-and-control to leadership as a team sport. This article provides a summary of their journey.
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Predictable Agile Delivery
Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play: encouraging the development of predictability; understanding the needs of their teams; and rolling-up their sleeves to clear the blockages themselves or by escalating the problem promptly and responsibly.
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Johanna Rothman on Agile and Lean Program Management
Johanna Rothman explores how to scale lean and agile processes to work in large programs in her book - Agile and Lean Program Management: Scaling Collaboration Across the Organization. It explains how to collaborate across the organization to create and steer an adaptive, resilient program.
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Q&A with Shawn Callahan on Putting Stories to Work
The book Putting Stories to Work by Shawn Callahan provides a process with a practical approach to master business storytelling; a leadership skill that helps to achieve results. It contains many stories that can help you to use storytelling for business communication and culture change.
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Q&A with Dave Snowden on Leadership and Using Cynefin for Capturing Requirements
Dave Snowden gave a talk titled "Context is Everything" at the Scaling Agile for the Enterprise 2016 congress in Brussels, Belgium. InfoQ interviewed him about applying leadership models, the Cynefin model and how it can be used for capturing requirements, scaling agile, and sustainable change.
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Ten Ways to Successfully Fail your Agility
This article is intended for newbies and agile sceptics who want to challenge their take on agile. It provides 10 ways to successfully fail your agility, implying that by replacing these practices with ones that do the opposite, you will increase agility and improve the odds of being successful.
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Test Management Revisited
The concept of test management sits awkwardly in agile, mostly because it’s a construct derived from the time when testing was a post-development phase, performed by independent testing teams. Agile, with its focus on cross functional teams, has sounded the death knell for many test managers. While test management is largely irrelevant in agile, there is still a desperate need for test leadership.