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In 2018, in the midst of the agile transformation of the BMW Group IT, we were deeply interested in the question of how leadership might look in an…
In 2018, in the midst of the agile transformation of the BMW Group IT, we were deeply interested in the question of how leadership might look in an…
For abilities to become effective skills, we have to practice a lot, make mistakes, and gain experience. What is intuitively understood for riding a bicycle or for craftsmanship is grossly underestimated and sometimes completely ignored in the agile transformation of organizations. Popular models and frameworks are good starting points, but at the core it is about learning new skills of collaboration jointly.
What do User Stories, Story Points, and Objective & Key-Results (OKR) have in common? The obvious answer that all three have something to do with Agile is too simple…
There is an absurdly wide gap between the human capacity to make many grand plans and the lifetime available to realize them. This brevity of life makes rigorous prioritization central to all time management and, at the same time, makes every choice painfully significant. Unfortunately, in our desperation, we tend to squeeze so much into our day until we are finally sufficiently overloaded to say no with a clear conscience.
Objectives & Key Results, or OKR for short, originated in the 1970s under Andy Grove at Intel, who described it in his book “High Output Management” (Grove, 1983). However,…
When agile methods encounter encrusted structures of traditional organizations, one cannot automatically expect a sustainable transformation. It is much more likely that the new practices will be integrated into the existing structures as smoothly as possible through assimilation. As an Agile coach, you might feel as secure and effective as Jean-Luc Picard in the captivity of the Borg.
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