Shared leadership is a modern and exciting way to lead and manage. The goal of sharing authority within a team of leaders is to maximize the use of all capabilities and ideas in the organization. It does not force change upon the organizational structure, but builds on the existing structure and makes the best of it. In this article Walid Farag explores shared leadership and provides a case study.
Lisette Sutherland and Elinor Slomba are collecting and sharing stories from people whose business models depend upon getting remote teams right. These stories showing how remote teams collaborate, bridge distance, build trust and get things done together will be described in the upcoming book Collaboration Superpowers: The Remote Field Guide.
Retrospectives help teams to learn from their experiences and improve continuously. In this interview Nadja Macht, Flow Manager and Coach at Jimdo, talks about how to balance flow and slack time in teams, doing visual management with Kanban boards and deploying agile retrospectives for continuous improvement.
This is a story about four cross-functional scrum/DevOps/feature teams delivering and managing a business-critical 24/7 system used by vessel-traffic services operators and many other users.
The Agile Consortium Belgium, Sirris and Agoria organized an event to share experiences with agile methodologies like Scrum, Kanban, visual management, XP, DSDM and Lean.
Swiss Railways employed Kanban to transform a department from disappointing performance to predictable efficiency through a series of incremental improvements. A report of their two year journey. 4
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.
This second article in the “3 years of Kanban at Sandvik IT” series focuses on the lessons that the System Development Office learned when sustaining the Kanban method during this 4 years journey. 1
The story of an internally driven and remarkably smooth Kanban implementation approach which quickly rewarded Siemens with real and sustainable improvements in predictability, efficiency and quality. 16
Do you find it hard to say no when others ask you for help - even when you are already too busy? In this article, we examine the problem of chronic overcommitment, what causes it and some solutions. 2
A story of an enterprise-wide Kanban implementation, with step-by-step information on how to run Kanban kick-starts and assessments to install a culture of continuous improvements in the enterprise. 2
Agile and CMMI complement each other well. Big organizations with self-organized teams can achieve technical maturity levels, by using a common metalanguage and a good-practices catalog. 1