Others Dream, others Think, others Do
Separating Dreaming, Thinking, and Doing is the deadly sin of large organizations. It will lead to Coordination Chaos: fragmentation, waste, and underperformance.
Separating Dreaming, Thinking, and Doing is the deadly sin of large organizations. It will lead to Coordination Chaos: fragmentation, waste, and underperformance.
LeSS, unlike most Agile scaling frameworks, addresses the fundamental systemic flaws of traditional organizations.
Gosei was chairing the Agile Project management track. The audience was both laughing with tears in the eyes and squirming in discomfort when Ari explained how organizations screw it up.
Miksi liiketoiminnan ja IT:n on vaikea tehdä yhteistyötä? Tässä juurisyy.
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.
You may forget the laws of internal marketing, but they will not forget you. Lessons from Moore's Chasm and Strategic Selling.
This report describes a large successful case of a goal oriented managed change, based on empowerment and reflection. The organizational culture and emergent nature of the change were respected by a continuously adaptive approach.