An interview with Tuomas Syrjänen, CEO of Futurice, about how transparency can support enterprises to work more like startups, what Futurice has done to become transparent, the impact of transparency on the mood of teams and people, benefits that transparency can bring and pitfalls in becoming transparent, trust, and decision making at Futurice.
If organizations want to make informed management decisions to maximize the delivered value they will need to gather evidence about value says Gunther Verheyen. InfoQ interviewed Gunther about evidence based software management and finding evidence, how Scrum relates to evidence-based managing, challenges in scaling agile, and advice for enterprises that want to adopt Scrum.
Mário Moreira explored the role of the middle management in an agile world on its agile adoption roadmap blog and the challenges that are in place when facing that reality.
Rehearsals of top-notch orchestras and ensembles can represent an unprecedented source of deep learning for management teams said Dominique Dejonghe and Luc Galoppin from Pensato. InfoQ interviewed Dominique and Luc about leadership development, the relationship between making music and managing organizations and on finding the oboe in your project or process.
Niels Pflaeging, founder of the BetaCodex Network, did the opening talk organize for complexity - how to get life back into work on the second day of the Dare Festival Antwerp 2014. He explained how decentralizing organizations is paramount to increase their performance and agility.
Fons Leroy, CEO of VDAB (a public employment service in Belgium), talked about how innovation and co-creation has helped strengthen citizens on the labor market. He explored what VDAB is doing to empower citizens to be in the driver seat of their own career. Organizations can use a similar approach to empower employees and increase organizational agility.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
Organizations look for ways to increase their agility and becoming more adaptive and responsive. There a new wave of modern ways for managing organizations, supporting transparency and self-organization, taking off. LiquidO is an organizational governance model for arranging activities and decisions and giving credit, allowing everybody in an organization to take part in management activities.
When an organization decides to adopt agile the way it is structured often has to change. An agile way of working also brings new practices for teams and managers, and usually impacts the culture and mindset. All of these are related, but changing everything at the same time might be a too big challenge for an organization. Let’s explore what can happen when we start with the structure.
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
Scrum meets management 3.0 , a talk presented by Arne Ahlander at Regional Scrum Gathering India 2014.
Adopting agile is an organization change which involves management. It is said that management buy-in is crucial for agile to succeed and that a lack of management support can be a barrier in agile transformations. There are different ways for management to support agile in enterprises.
Jurgen Appelo has released a tool to help target intrinsic motivators in teams and individuals, his -Champfrogs checklist.
Apigee Edge now supports Node.js and has open sourced Volos, a project containing a set of API management modules.
Agile adoption in organizations where command and control is the most dominant management style can be tricky. There have been situations where an agile transition didn’t deliver the expected improvements, or even failed and was stopped. Several authors suggested ways to adopt agile in organizations with a command and control management style. How did you deal with it when transitioning to agile?