How To Start A Conversation About Agility

“Can we just start with day 2? (Fast forward the WHY/WHAT)” If only I had a dollar for every time I heard this statement in an agile workshop (and was smart enough to invest in NVDA at the time…) Even before we became addicted to short-form content, we never had the patience for the history …

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When is Agile worth the Overhead? 

“Agile is so great we need to use it for EVERYTHING” “Agile is so much overhead, we stopped using it for ANYTHING”  Are you also trying to navigate what to do with Agile? Whether it’s worth the overhead?  After years of helping a diverse group of organizations figure out where and how to use agile …

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Expensive Problems >> Principles >> Practices

End-to-end flow of value Continuous Improvement Autonomy and Empowerment Organizing Around Value Sustainable Pace Alignment around Outcome-oriented Goals Energized People Leaders who Serve Speed and Empiricism All worthy Agility Principles (at least I think so…)  But why should anyone care?  I mean, it’s much healthier to focus on principles than practices as a goal.  But …

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Fix Your OKRs – Back to First Principles

Context OKRs (Objectives and Key Results) have become the latest management framework to suffer the fate of becoming popular too quickly, to the point where in many organizations, OKRs are a theater/charade with little useful substance or benefits. That’s a shame because OKRs have huge potential if used effectively. So let’s go about fixing your …

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Iterating faster with SAFe

Here’s a frequently asked question in the SAFe community: What does SAFe say about someone who wants to go faster than two weeks of iteration? I mean, the whole PI concept is based on five iterations of planning. What if a team or organization wants to develop and synchronize faster than two weeks? Is speed going …

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Improving Focus and Alignment by Organizing around OKRs and managing OKR Flow

Today, I wanted to share two quick observations about OKRs. Too many teams working on each strategic OKR I encounter many organizations that use OKRs. Too many of them have this crazy matrix where the high-level OKRs — those that aim to achieve the organization’s strategy — map to too many teams/functions in the organization. This creates a need …

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