I usually smile when I hear a statement like this: “Our culture is way too …” fill in the blank “Agile just won’t work here!” Why do I smile? I find that people are typically referring to a common belief that in order to be “agile” an organization’s culture needs to be one of “trust”. The belief is that an organization should trust its people to: (1) make the right decisions, and (2) do their best to deliver products and services that will make the business succeed. All good stuff, very good in fact. But, good or not, its a really steep…read more
Adopting agile is never about about adopting agile practices. It’s not even about adopting an agile culture. While those things are important, if you don’t achieve better business outcomes, adopting agile is not worth the investment. Your journey toward greater business agility starts by identifying what outcomes are most important to your company’s success. This knowledge helps you lay a foundation for making decisions about how to tailor your approach and guide your transformation to measurably show progress toward your critical business objectives.
Agile tends to focus on adaptability, but predictability is most often cited as the reason for an agile transformation.
As organizations scale, product quality often suffers. Agile focuses on quality from requirements through implementation.
Many organizations struggle with 18 month delivery cycles. Agile helps your team accelerate time to market and revenue.
Cost savings are tough to promise, but agile can help make sure you are only spending money on the features most likely to generate revenue.
The LeadingAgile compass helps us visualize what your company values from a planning perspective and compare that against what your customer values from a delivery perspective. Many organizations find themselves oriented in opposition to the needs of their customers, and when they try for greater alignment, they find themselves out of sync with the processes governing fiscal responsibility in their own organization. Getting your company and your customers in alignment is a process that can be planned and executed in a measurable and controllable way.
the road map
We don’t start with culture and we don’t leave it up to you to figure out everything by yourself. We help you develop an organizational structure, a governance model, and a metrics strategy designed to guide all your transformation activities. We help you craft a pilot approach to exercise the strategy, validate the framework, and challenge any early assumptions. Metrics guide and inform the outcomes and we prepare your team to sustain the new organization after the coaches are gone.
LeadingAgile offers training, but we are not a training company. Engagements are always a mix of consulting, classroom training, hands-on coaching, and sometimes even staff augmentation delivered exclusively in the context of our cutting edge framework for leading large-scale enterprise agile transformations. Our Compass and Our Roadmap make all the difference in how our services are brought to bear within your organization. Our team is consistently focused on business outcomes and can tie every day-to-day activity to specific business goals we are helping you achieve.
Take a look around and see what we have to offer.learn more
let your journey begin...
If you’re ready to get started, or even if you’d just like more information, the first step is to reach out and let us know you’d like to talk. Our team will setup a quick call to learn more about your organization, what you’d like to accomplish, as well as your budget and how soon you’d like to get started. Next we’ll put you on the phone with Mike or Dennis to dive a little deeper into your goals and current challenges. If we both think there is an opportunity to help, next step is to get in a room and talk. We'll fly almost anywhere for a face-to-face meeting to begin building our relationship with your team.
The people that bring it all together.
companies we have guided
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The LeadingAgile Blog
Over the past few years I’ve had the amazing opportunity to work with over 65 different teams in various levels of small, medium, and large businesses. In each case I was either leading the teams or advising the teams on how to become more adaptive. When I joined LeadingAgile, I was thrilled to have access to the systems and tools that Mike and Dennis had employed and discovered while working with the hundreds (if not thousands) of teams that they had coached over the years. One of the first tools that I encountered was a set of adoption attributes that…read more
In my last entry, I talked a bit about what accountability means to me. Check it out to create a shared understanding between us before reading on… In this continuation, I will begin to dive into structures that support accountability at scale. For now, there seems to be enough material at the scrum team level and then subsequently at the scaled level. Here’s the delivery team level for ya. Intro Most of the companies I have worked with in the past several years are in the small (multi-millions) to very large (multi-billion) dollar range. Complexity, maturity, and age of the…read more
What do you do with stories that don’t finish before the end of the sprint? Do we get partial credit? I’m asked that a lot. Everyone wants to know whether to split the story and what to do with the points. Don’t give partial credit for unfinished stories or make untestable splits. Don’t Bother Splitting Unfinished, Untestable Stories Move unfinished, untested stories to the next sprint, without splitting. What benefit would come from splitting? Sometimes people tell me that in the future they will need to know what work was done in this sprint, so that’s why they split stories.…read more
In my previous post, Replacing Backlog Grooming, I wrote about leveraging a Product Owner (PO) Team instead of the “Scrum” team in Progression Workshops (backlog grooming). To clarify, the members of the PO teams are mainly populated by a Product Owner (Product Lead) and facilitator (could be a Scrum Master), but from there we’ll include others like a development lead, a testing lead, and an architect. We use the team construct over a single person because we’re operating at scale, with multiple delivery teams. The Leads and Architects are thinking bigger-picture strategy and are aware of external dependencies that need to be…read more