Due to the Covid-19 pandemic, trust and safety have taken a hit in our society. Bringing back psychological safety isn't easy, but it can and should be done.
The adoption of agile in organizations seems to confuse people on how to manage agile teams. Let's explore some of the things that can help you as a leader or manager to work effectively with agile teams and make them flourish and grow.
This article dives into organizational culture and provides a coaching "tool" to visualize and explore your culture and foster culture change.
This third and final article in the series on the Agile Manifesto explores what agile has brought us. And I’ll share the third block of five manifesto authors, showing how they inspired me and what I have learned from them.
In the second article in the series on the Agile Manifesto I show why agile makes sense. And I'll share the second block of six manifesto authors, showing how they inspired me and what I have learned from them.
The first article in this series on the Manifesto for Agile Software Development explains how the agile manifesto gave visibility to a new mindset and explores how the alphabetically first six authors inspired me and what I learned from them.
In this third article in the series on sustainable change, my suggestion that we should stop trying to change organizations that aren't willing to change. Instead, let's give our energy to organizations that truly want to improve and help them succeed.
In this article, I will show how trust by default works for me and what benefits trusting people from the start has brought me. It's my piece of thought leadership on trust, and my way of doing penance for my agile sins from the past.
In this second article in the series on sustainable change, I'll show how I've used a kanban-based approach to manage change initiatives. This resulted in a continuous flow of improvements that were absorbed by the organization, leading to lasting results.
How much change can your organization absorb? It's probably less than what you would expect or hope for. Let's stop overloading organizations with change, instead allow sustainable change to happen, and foster change instead of imposing it.
Om maar met de deur in huis te vallen, agile is niet iets wat je bent of niet bent. Het is een continuüm. Ieder team, organisatie, is agile. De vraag is hoe agile je bent en waar meer agility tot betere resultaten kan leiden.
You won't get an agile certificate from me if you attend one of my on-site or online workshops. Instead, you get the chance to try out many different practices and learn how to apply them to address the challenges that you need to deal with.