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  • The Role and Importance of Communication in Post-Hierarchical Leadership

    Communication is important in a modern, post-hierarchical business. Based on theoretical and empirical research which analysed the role of internal corporate communications in a post-hierarchic leadership system, this article explores fundamentals of post-hierarchic management and leadership and underlines how corporate communications can act as a catalyst to foster and enable such a new paradigm.

  • Q&A on The Digital Quality Handbook

    The Digital Quality Handbook explores the challenges of testing mobile and web applications and shows how to apply agile practices to deliver quality at speed. Some of the topics covered are test automation, sizing mobile testlabs, addressing test flakiness, crowdsourced testing, performance testing, and applying DevOps practices.

  • Focus on Culture When Building an Engineering Culture

    Sujith Nair explores why the clichéd “Engineering Culture” and related jargon need serious action beyond just boardroom discussion. Building an awesome Engineering Culture today needs more focus than ever. While there are no ready-made frameworks for building great engineering culture, there is a lot to be learnt from successful organizations.

  • Q&A on the Book The Team Engagement Strategy

    The book The Team Engagement Strategy provides an operational model with guiding principles that teams can use to solve their problems by focusing on outcomes. It empowers teams to take action based on their shared insight and assumptions, and helps them to learn and improve continuously.

  • Robot Says "Culture" - Moving towards Teal

    Culture is something to be cultivated, something which will grow and evolve and must be cared for and nurtured. Most organizations today are stuck in an orange state of consciousness and culture. Let's explore the teal breakthroughs in self-management, evolutionary purpose and wholeness, and see how implementing teal-type working can lead to significant productivity and profitability gains.

  • The Computest Story: The Transformation to an Agile Enterprise

    This article explores how Computest followed their mission towards a self-managing organization. It explains the key drivers, how the journey got started, why Computest focused on value streams and how Computest aligned roles and responsibilities and applied Kanban to operationalize ideas. It also shares the lessons learned so far and discusses what this means for the next steps to be done.

  • Q&A on the Book It's All Upside Down

    In the book It's all Upside Down, Paul McMahon provides stories from software development teams supported by upside down principles and coaching tips for applying them. He explains how you can use Essence to improve processes leading to better organizational performance.

  • Q&A on the Book Timing Is Almost Everything

    Executives can and should get involved with the way that software is being developed. In his book Timing is Almost Everything, Roland Racko shows how you can increase software success by using a "management by query" executive style in the early stages of software development initiatives to influence how teams think and behave.

  • How to Communicate Better in Distributed Teams

    In this article, Hugo, Arjan and Savita explain how their distributed agile framework can help distributed teams communicate better. Based on over a decade of experience, they share actionable practices that can help you improve the communication with team members across the world. Topics covered are virtues, trust, communication rhythm, retrospectives for distributed teams.

  • Consensual Software: How to Prioritize User Safety

    This article covers how consensual software will help address online harassment and abuse vectors before they get out of hand. It also covers some features the GitHub Community & Safety team has built and how we review features from other teams.

  • Q&A on the Book Agendashift Part I

    In the book Agendashift, Mike Burrows describes an inclusive, non-prescriptive, values-based, and outcome-centric approach to continuous transformation. He explores several lean and agile techniques that can be used in workshops and coaching to do lasting change.

  • Q&A on Doing It - Management 3.0 Experiences

    In the book Doing It - Management 3.0 Experiences, Ralph van Roosmalen shares his experiences from using Management 3.0 as a manager and as a coach. He explores how he experimented with ideas and practices like moving motivators and kudo cards from Jurgen Appelo’s book Managing for Happiness to find out what drives people, help them to become happier at work, and empower self-organizing teams.

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