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.
There are two very different strategies in adopting Agile in a large organisation, horizontal or vertical. In other words, you may take one product first with narrow and deep focus. Or you may focus on the vertical coordination layer, which is often perceived as The Scaling Problem.
Gosei celebrated the 10 years of Scaling Agility by giving a seminar at Finlandia House.
We wanted to see through the jargon and analyse LeSS and SAFe against real significant patterns in large organisations.
Agile Scaling frameworks LeSS and SAFe have a history with Nokia. What problem were they solving and how?
Individuals are intelligent. Organisations are not, they are adaptive, just like horses. Organisations learn from reality, not from imagination.
Understanding the emotional container is essential for not only therapists and parents, but all leaders, coaches and senior colleagues.
Ownership is choosing, based on value, together. Presentation to full auditorium at Project days 2014.
Gosei oli näkyvästi esillä säätytalolla Johtamisverkoston johtoryhmän työseminaarissa.
You may forget the laws of internal marketing, but they will not forget you. Lessons from Moore's Chasm and Strategic Selling.