I have been thinking a bit about organizations and in particular, where I need to engage organizations to be most effective at helping them solve the problems of the overall business. To better understand what has shaped my thinking I’d like to start with a bit of history around my background and life experiences. I initially started as a networking administrator within an old school ISP service organization and then my career progressed away from support services and into shared services and eventually product development. My experience in a variety of roles provided me with a set of perspectives around…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.
As companies grow sometimes they slow down and lose the ability to innovate. Agile can help you get back your competitive edge.
Delivering on time is only important if you are delivering the right product. Agile can help you get the feedback you need.
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.
latest field notes
The LeadingAgile Blog
As agile coaches, we use and value metrics as an objective way to evaluate the strengths and weaknesses of teams that we are coaching. When we first engage with a new team, we conduct an agile assessment of the team’s capabilities that results in a baseline metric that pinpoints exactly where we should focus our transformation plan. The assessment considers team skills in areas like defining the product backlog, planning and coordination, and ability to deliver product. As we progress through our coaching plan, we will conduct additional assessments on a schedule to gauge progress against the baseline, and use…read more
What is the goal? I seem to lead with that question a lot these days. Is the goal to practice Scrum? Is the goal to apply SAFe? Is the goal to use some other Agile delivery framework? Is the goal to uphold the values and principles of the Agile Manifesto? They are all means to an end. Your goal depends on your organization. Fundamentally, every for-profit organization I’ve come in contact with has pretty much the same primary goal. Make money! Before committing budget for that next project, let’s first ask ourselves if we know our core business drivers. Common Business Drivers…read more
Finding your next most important thing is critical and requires clarity. As teams begin thinking about how to address their meetings, the topic of a previous post, its critical that they first identify where the team needs to focus its energy over the next 1-3 months, or the “next most important thing” the team needs to do in order to succeed. So, how would a team go about identifying their “next most important thing”… It’s a fairly straightforward process. For the sake of a tangible example, I’d like to use a set of three types of teams that I work with on a…read more
In a Certified Scrum Product Owner class I was teaching recently we got to the part about how it was up to the teams to figure out the best way to solve the business problems presented in the User Stories. We discussed the logic behind this and everyone seemed to be in agreement that it made sense that the people who do the design/coding/testing on a daily basis were the ones most familiar with the technology, the environment and the context of the needs of the end user and that it made sense for them to find the best way…read 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, Dennis, or Jim 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.