Value is a funny thing. In enterprise agile coaching, I’m frequently encountering teams that are trying to either (1) complete every single project at the same time because they are all equally valuable, or (2) using a nebulous unit of sorts (say a 100 point scale) to indicate how valuable a work item may be. In the first case, its usually pretty straight forward to identify that all of the projects are not truly equal in importance and we limit the number of work items to the actual capacity of the delivery system. In the second case, a team has typically…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. 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.
latest field notes
The LeadingAgile Blog
One of the more common themes that I come across while working with teams is the question of “how can we make a sprint commitment if we are still discovering how to solve for a story or set of stories?” This is a great question. I may have lost some of you already due to my use of commitment and scrum in the same sentence :) Hang with me if you will for a moment and then share your thoughts. First a bit about my perspective on commitment and scrum: I feel that making a commitment in scrum helps to maintain…read more
Okay… this is going to be a precursor to a more fully developed whitepaper, but I want to see if I can tightly articulate the LeadingAgile approach to designing and executing an enterprise agile transformation. This post is going to focus on the ‘what’ and leave out the ‘why’ and the ‘how’ for the time being. We’ll get back to those as the conversation progresses. Any agile transformation starts by understanding of what the end state of your organization looks like and how that organization will coordinate to produce integrated value for your customers. We do not believe that these…read more
One nice thing about being in the consulting industry is that you typically end up with a little downtime around the holidays. Most of our customers slow down, and even if people are still working, there often isn’t much appetite for change. For me, the year can get pretty noisy and it’s really tough to get contiguous time to sit and think. I’ve grown to appreciate this time of year as a time to get my thoughts in order, figure out what’s important, and decide how I want to move forward. It’s really a sort of built in time to…read more
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