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InfoQ Homepage Self-organizing Team Content on InfoQ

  • How to Supercharge a Team with Delegation: QCon London Q&A

    Delegating work can result in getting it done better and faster; it increases team autonomy and creates opportunities for learning. Delegation is a continuum: it begins by doing a task yourself and ends by having somebody else take on that task. James Stanier, VP of engineering at Brandwatch, spoke about delegating to self-organizing teams at QCon London 2020.

  • Trust in High Performing Teams: QCon London Q&A

    High-performing teams flourish in a culture of trust and safety. It’s important that trust come both from within and outside of the team, in order to avoid isolating teams from their stakeholders. Stephen Janaway shared his experience with trust in high performing teams at Qcon London 2020.

  • How Leaders Can Foster High-Performing Teams

    A leader can act as a coach, provide opportunities for ownership, and find out what motivates people to foster high performing teams. It also helps teams if leaders have powerful and meaningful conversations with team members and give vocal feedback face to face to team members.

  • Collaborative Decision-Making in Self-Organizing Teams

    Giving people the opportunity to express their full potential in self-organizing teams is the best way to make an organization thrive today, argued Lorenzo Massacci. At Agile Business Day 2019, he presented how teams that organize themselves can continuously make decisions effectively and efficiently.

  • Highlights from JAFAC 2019 Day 2: Leadership, Cultural Readiness, Self Care and Growth Mindset

    Continuing the coverage of JAFAC 2019 (Just Another F&#k!ng Agile Conference), the conference brings different voices to the fore and highlighting ways that agile ideas are being applied in a wide variety of contexts. Important themes that emerged on day two included cultural readiness for change, the importance of self care, and the need for a growth mindset at all levels of an organisation.

  • Eric Evans Wants to Improve the Language of DDD

    Eric Evans wants architects to actively engage in improving the language used when modeling and designing complex systems. Some of the fundamental terms used in DDD, such as Bounded Contexts, are often misunderstood. Evans wants to see an active community try to address these concerns, with the goal that DDD "should be a real, living body of thought."

  • Why Self-Organisation is Intuitive, Yet Challenging to Adopt

    Self-organisation can be challenging; you need to understand what's required to achieve, and success needs to be visible, said Mirco Hering, managing director at Accenture. He suggested to create boundaries in which to self-organise and enrich the team’s context, showing how well they are doing.

  • DOES London: Team Topologies and Cognitive Load

    At the DevOps Enterprise Summit in London this year, authors of the soon-to-be-published 'Team Topologies', a book that aims to offer a practical, adaptive model for organisational design, Matthew Skelton and Manuel Pais, took to the stage to share their thoughts with the audience.

  • Autonomy and Accountability: Randy Shoup’s Advice for Moving Fast at Scale

    Randy Shoup, VP of engineering at WeWork, presented "Moving Fast at Scale" at CraftCon 2019, and discussed how he has organized teams for speed at scale without sacrificing innovation, business value, quality or team autonomy.

  • Experimenting with #NoProductOwner at F-Secure

    Maaret Pyhäjärvi experimented with no product owner and reported the benefits on team performance. The team developed a cross-team ownership that increased their ability to solve problems, they improved the flow of value, delivered solutions faster, and drove innovation as they anticipated features that were not expected by the business. they introduced data driven feedback mechanism.

  • Tuckman Was Wrong! Doc Norton on Reteaming Models

    At Agile India 2019, Doc Norton shared why the Tuckman team formation model doesn’t work and described new reteaming models that are more applicable to current agile teams. Norton shared reteaming models that foster organizational innovation and learning and identified 4 criteria leading to better teams’ performance: autonomy, connection, excellence and diversity.

  • Think of Software as a Force for Good, Using Teal and Agile

    A teal organisation set its horizon by defining its higher purpose and describing why it exists. Individuals join the company because of the value it creates for the world, and work freely towards a specific purpose. A teal and agile company has a culture of complete openness, transparency and mutual trust; everyone should feel safe and encouraged to share ideas, and make mistakes, without fear.

  • Managing in Organisations without Managers: Self-Management in Action

    At the Agile People conference, Doug Kirpatrick gave a keynote talk and a deep dive workshop about what it takes to adopt Self-Management in an organization. Self-Management is the organizational philosophy represented by individuals freely and autonomously performing the traditional functions of management without mechanistic hierarchy or arbitrary, unilateral command authority over others.

  • Patterns and Practices for Cloud Native Continuous Delivery

    Christian Deger, chief architect at RIO – a Brand of Volkswagen Truck & Bus, recently shared a set of patterns and practices for implementing cloud native continuous delivery at the Continuous Lifecycle Conference in London.

  • Sandy Mamoli on Holacracy for Humans

    Sandy Mamoli has been supporting New Zealand transport ticketing company Snapper in their adoption of holacracy over the last two years. At a recent Agile Welly meetup session she explained what holacracy is, described their journey to date, the benefits they’ve found, and provided advice for others considering holarcacy.

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