Category: The Agile Mind
The growth of Agile in the public and private sectors has led to many cases of dysfunctional Agile – where organisations are mechanically going through the motions, but are failing to realise the benefits Agile has to offer.
At best, those companies that fall foul of the dysfunctional Agile trap are finding it frustratingly hard and costly to transition to Agile; at worst they’re losing significant market share.
And when this happens, ‘Agile’ gets the blame.
A common problem I constantly encounter with people and organisations struggling to get Agile to work for them is this…
They’re focusing on the wrong things – whilst ignoring the key fundamentals that make Agile work.
Now, if your goal is just to slap a few ‘Agile’ labels on what you’ve always been doing, and you have no desire to reap the Agile benefits of higher profits, lower costs, improved quality and quicker time to market, then I wish you well…
…Just remember that Einstein defines madness as “doing the same thing over and over again and expecting different results.”
But if you recognise that in today’s fast paced, highly competitive business world, agility is not only essential for retaining market share and business survival, done properly, it can also give your company a significant competitive advantage, lower risk exposure and earlier return on investment, then watch this video…
Being this was not a software development related event, my response was met by blank faces; until one of the group I was speaking to (who I’ll call ‘John’ for the purpose of this post) commented that “agile is a project management methodology used in software development.”
Feeling this was not the time to be pedantic, I agreed that agiles’ roots can be traced back to software development – adding that agility has since become a strategic approach for cutting costs, getting an earlier return on investment and gaining a competitive advantage, widely used across many industries.
John then asked if we could catch up later to talk ‘agile’ as his organisation was considering adopting it.
“Sure” I said, “Let’s do that.”
Family; the basic unit of human social relationships – and the one that’s supposed to be the most fulfilling.
But in reality, not all families live up to this expectation – or are as personally rewarding as we’d like them to be.
And in today’s busy, high stress world many people are still struggling to find that elusive ‘work-family’ balance that leads to a more harmonious, happier and fulfilled life.
It’s often said that “You can choose your friends but not your family” - but what if you could create your ideal, loving family that gives you the priceless rewards of happiness, personal and emotional fulfilment?
Well, Bruce Feiler (the author of “Council of Dads,”) has a radical idea for doing just that…
Everyone knows how important it is to have a degree of personal power and influence at work – especially when introducing or undergoing agile transition. Because without power or influence (regardless of whether you want to make small or big changes) you’re likely to go unheard.
So what does it take to have more personal power at work?
And how do we significantly increase our ability to influence other people – especially if that’s not something we’ve always been able to achieve in the past?