Before finding Agile, Ari built software for embedded distributed fault tolerant software for seven years. For the next decade he worked as an organizational therapist with cultural change, teamwork and leadership. Since 2006 he has contributed to LeSS-flavoured Agile transformations including mechanical engineering, market automation, and embedded system development. For the last couple of years Ari had international coaching assignments ranging from teams to board.
Tuckman's orming is an interesting theory but not useful for practical coaching. Knowing how and why things really happen gives tools for concrete interventions.
Designing an organization that develops shared assets (SW+HW) that are used across several business units is problem many managers face. In this post, we highlight some of the main issues, provide new viewpoints on the design challenges, and present a unique solution to this problem.
Matrix organization has well-known problems. Combining Back-Front and Modular organization designs gives you options for creating adaptive organization, productive teamwork, and market focus.
The consequential goal is an absolutely necessary condition for teamwork: We did something, does it work, is it useful. This creates special expectations towards the leadership in creative work like theatrical performance or visual design.
Separating Dreaming, Thinking, and Doing is the deadly sin of large organizations. It will lead to Coordination Chaos: fragmentation, waste, and underperformance.
Dreaming-thinking-doing is the natural process of doing anything, in small and large scale.