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  • Scaling Agile in a Data-Driven Company

    The IT department of Cerved Group experimented with Scrum, Kanban, Lean, SAFe, and Nexus, to learn what works for them and fine-tune and continuously improve their way of working. In their transformation, they focused on the culture and mindset to cultivate high-performing teams, to improve the quality of products for customers, and to help managers transforming themselves in servant leaders.

  • Agile in the Context of a Holistic Approach

    In this article Jon Kern, co-author of the Agile Manifesto, describes a set of critical practices that serve to build up a holistic view of the project, from which all else proceeds. Fail to do a good job at taking the systems view, and your project will likely not go as well as it could. It might even fail.

  • Scaling Autonomy at Zalando

    Autonomy isn't something you can just give to a team, it’s something that teams learn and earn over time. It has to come with accountability to amplify working towards a purpose. At Zalando, creating the right architecture and organizational structure reduced the amount of alignment needed and freed up the energy to be more thorough where alignment is needed.

  • Agile Transformation at Ericsson

    Applying complex systems thinking, growing the agile mindset through storytelling, and visualizing the interplay; these are some of the things that drove the agile transformation at Ericsson. Having a leadership team that fully embraced agility, an independent group of agile coaches, and doing frequent retrospectives in the leadership team ensured that the transformation stayed on track.

  • Q&A on the Book Unscaled

    The book Unscaled by Hemant Taneja explores how startup companies can create capabilities similar or stronger than large companies by unscaling. They compete by renting space and functionality in the cloud, which makes them cheaper and more flexible. They are able to innovate and create better products by using data and exploiting the possibilities that sophisticated AI is increasingly offering.

  • Q&A on the Book Company-Wide Agility with Beyond Budgeting, Open Space & Sociocracy

    In the book Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy, Jutta Eckstein and John Buck combined and integrated principles and practices from general streams of development and created a multi-disciplinary approach for company-wide agile adoption.

  • Q&A on the Book The Age of Agile

    The book The Age of Agile by Steve Denning defines the goals, values, principles, and techniques for Agile management together with stories about how large organizations are applying this to deliver value on a large scale.

  • Scaling Agile – Big Room Planning

    This third article in the series about making scaled agile work explores how to do big room planning. It’s two days of planning together with all program and team members every three months providing an overview of all the work to be done in the next quarter. Towards the end of the two days, team and program objectives for the three months are agreed upon, and risks are discussed and mitigated.

  • Q&A on the Book The Age of Surge

    In the book The Age of Surge, Brad Murphy and Carol Mase explore a human-centered approach to scaling agility and transforming companies for digital. The book describes the Digital Wave Model which companies can use to disrupt organizational structures and business functions and re-create them to fit the digital landscape.

  • What Does Company-Wide Agility Imply?

    Self-organization, transparency, constant customer focus, and continuous learning: these are the four values that drive company-wide agility. InfoQ interviewed Jutta Eckstein and John Buck about how to apply a combination of Beyond Budgeting, Open Space, and Sociocracy to support these agile values, and what benefits this approach can bring.

  • Scaling Agile - Master Planning Together

    The first article in the series about making scaled agile work shared a true scaling agile story; the second article described the importance and the how-to’s of slicing your requirements into potential releasable epics. So now we’re ready to build on top of those slices and that common understanding; we’re ready to do the master planning together.

  • Scaling Agile - Slice and Understand Together

    This second article in the series about making scaled agile work digs into how to slice requirements. If this is done right, it will not only result in good slices, but also a common understanding of the product we’re about to build or enhance.

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