Baby boomers are slowly exiting the workforce, and the millennials are taking over. In 2017, an estimated 50% of employees were born between 1981 and 1997. As this new generation makes its mark, employers are faced with a new challenge—how to cater to the younger millennials. These fresh-faced people view the world through a lens unique to the time in which they were introduced to it. The things they value differ greatly from their predecessors. For example, due to the meteoric rise of social media and collaborative software, they want to engage—and be engaged—in a more intuitive and interactive way…read more
Adopting agile is never 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.
We start by helping you take a look at what your company values from a planning perspective and comparing that against what your customer values from a delivery perspective. Organizations often find themselves operating in ways that don’t align with the goals of their customers. They might try to adopt agile to get things in sync, but end up out of alignment with how the rest of their company does business. Getting everyone working together is a process that can be planned and executed with clearly defined goals and measurable outcomes.
Far too often agile is sold as a predefined set of roles, artifacts, and ceremonies, and when those roles, artifacts, and ceremonies don’t work in your organization, it’s somehow your fault. The problem is that adopting agile is more about creating the conditions for agile to thrive rather than simply teaching people a new process or a new way of thinking. Adopting agile is about forming teams, building backlogs, and regularly producing working tested product increments. Transformation is about systematically removing barriers to making that happen.
Making the journey involves defining a team based organizational structure, a governance model to coordinate value, and a metrics strategy to guide and shape your transformation activities. We help you craft a pilot approach to exercise the structure, validate the framework, and challenge any assumptions made during planning. Metrics guide and inform our progress and help to shape the remainder of the transformation. Finally, we prepare your team with the knowledge and skills necessary to sustain the changes after our consultants have moved on.
LeadingAgile facilitates the process by providing a unique blend of service offerings designed to help you define, implement, and sustain your agile transformation. Consulting and Media provide the foundation to implement the LeadingAgile change management approach. Training and Talent help you build the necessary infrastructure to find, hire, and develop your people as the organization grows. Studios and Labs work side by side with you to sustain the change, build products, and create innovative new solutions for your market.
Our consultants will guide your company along the path to agility.learn more
From principles to practice, training helps guide your journey with agile.learn more
Acquiring and hiring the best talent is a challenge for any size organization.learn more
From vision to release, we help organizations create new products with speed and agility.learn more
Companies know they need a strong brand. Sometimes they need help building one.learn more
Innovation labs fuel your enterprise to create new products and services.learn more
latest field notes
The LeadingAgile Blog
Recently there’s been some discussion in the community about a long-held belief regarding unit tests: A unit test should not touch the filesystem. AFAIK, this idea gained currency after Michael Feathers published his rules for unit tests. It seems to me much of the debate is driven by differing assumptions about word meanings. Fortunately, that rarely happens in our field. Otherwise, we’d be locked in a large number of circular debates for the foreseeable future. The words in question are: unit touch the filesystem Unit tests The term “unit” is overloaded, and by extension, “unit test.” The term “unit” is not…read more
It’s safe to say a substantial amount of business application software is in production today. It’s less safe to speculate about exactly how much code is in production. An entry on StackOverflow hints at how hard it is to determine how much code exists, and how much of it is written in this or that programming language. In my line of work, I often work with organizations that have a substantial amount of existing code to support, maintain, and enhance. Anecdotally, I can report that nearly all the existing code I’ve seen in large corporations is written in Java or Cobol. Of course, there’s a lot…read more
There’s a problem with technical debt in the software field. Well, yeah. Okay. Sure. Actually, I didn’t mean that problem. I meant this one: Many people seem to be willing to incur technical debt in situations that don’t call for it. This article by Nishi Grover Garg, Paying Off the Technical Debt in Your Agile Projects, is representative of the kind of thinking that has come to be accepted as “normal” regarding technical debt. I don’t mean to pick on Garg personally. It’s just that he happens to have written it down really nicely. He lists several options a team may employ when they find…read more
Continuous Delivery (CD) means the delivery of software changes incrementally and continuously (or nearly continuously) to internal production or to the external market. In recent years, CD has become a trend in the IT industry, as technological advances have made it a practical goal for many organizations. Well-known success stories are making the rounds, like the story of Amazon pushing code to production every eleven seconds. Or was it Google? Or Twitter, maybe? Anyway, success stories are making the rounds. Conventional value proposition The usual value proposition for CD, and for many people the only imaginable value proposition, is that…read more
Ready to Go?
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 to talk and explore our approach in more detail.