Holacracy removes power from a management hierarchy and distributes it across teams that have a clear set of roles, responsibilities, and expectations. This new organizational system with no managers or titles is often misunderstood. Learn about holacracy from the Dutch telecom company Voys who implemented this new way of running organizations.
Many agile teams suffer from the mismatch of agile and organizational leadership with the latter being reflected by the organizational hierarchy. This article suggests using sociocracy as a solution that leaves the hierarchies in place yet still allows teams to act in an agile way.
In a time of rapid business and technological change, CTOs and other technology leaders are increasingly looking to new methods to drive their digital technology agendas. Creating a new innovation playbook for innovation requires an understanding of the widening disjuncture that disconnects corporate R&D spending from innovation - while also harnessing the rise of new “innovation enablers.”
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how Kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
Moving from traditional project management to agile is a paradigm shift. This article discusses the role that management plays in organizations that have decided to adopt agile. 4
An interview with Katharine Kirk about how agile or lean can increase politics and how she combines ideas from agile and lean with eastern and tribal philosophy to deal with people issues that arise.
A Technical Leader should demonstrate capability in three main areas which are often overlooked:Team Support, Technical Excellence, and Innovation. Read more about these capabilities in this article. 7
Ganesh Prasad proposes separating governance and management in SOA projects to make sure that right dependencies are used throughout the system in order to promote agility and reduce costs and risks.
At the Agile Australia conference Michael Stange spoke about patterns of organisational resistance and how to incrementally make change to structures that enable agility
At the recent Agile Australia InfoQ spoke to Nigel Dalton about social experiments in modern management, applying Lean, Agile and Systems Thinking to workplaces and disruptive innovation.
This article explains why it is inherently wrong to set up software metrics to try and 'improve' the software development process, and offers some alternatives. 3
Agile and the PMO are no longer diametrically opposed. With an ever-changing business landscape, organisations must adopt more nimble approaches, making Agile more suitable than people think. 3