Creating the agile leadership team

One common problem in Agile/Lean organizations is that after you’re done with creating cross-functional teams and implementing agile planning and prioritization you reach a sort of “cap” of organizational performance and evolution. This can usually be seen in...

The ScrumMaster: a master of collective intelligence

The ScrumMaster should be responsible for making sure that the team is productive and constantly increase productivity. This should be done in any way necessary, including modifying the Scrum process to fit the teams reality. Note: here I spell it ScrumMaster as the...

Improvement Kata improved?

Toyota Kata or Improvement Kata including the Coaching Kata can be said to be a method to coach people into discovering solutions for themselves rather than getting the final answer from someone else, like a manager. This way the organizational capacity for...

Five characteristics of next-gen organizations

I’ve been digging into next-generation organizations in order to help my clients grow and perhaps at some point build one myself. Here are some characteristics I see as common for all such organizations. It is based on the material from the Presencing Institute. The...

Preparing for DevOps and Continuous Delivery

Here are some things I think you should consider if you look at implementing DevOps and Continuous Delivery. I will expand on some of these in later posts. Know the background The movements of DevOps and Continuous Delivery can be said be solutions or reactions to...

Decision making in a Lean and Agile organization

There are many ways to describe what makes an organization Lean and Agile. I find that constantly focusing on the principles of; Value (for the end user), Flow (end-to-end) and Waste (…reduction) is highly effective, especially when working with improvements. These...