Decision making in a Lean and Agile organization

Emil Vikström

Emil Vikström

Agile management consultant at Avega Group
I work as advisor and coach to leaders and development teams.

My specialities are efficiency in IT, leadership, management innovation and people development
Emil Vikström
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...

Value-Add: Considered Harmful in Product Development Flow

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Martin Burns

Transformation Consultant at CA Inc (formerly Rally)
Previously: Leader of software delivery portfolios in large scale orgs.
Specialism: Transforming complex delivery organisations to be more Lean/Agile.
Mindset: Continuous Improvement Obsessive
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Latest posts by Martin Burns (see all)

Managers are commonly focused on Value-Add in Product Development and how people and teams can increase it. This way of thinking leads to a focus that is harmful to Value Realisation; it incurs a very real Cost of Delay. When we talk about value adding time, we look...

Scaling Agile: You’re Looking at the Wrong Thing

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Martin Burns

Transformation Consultant at CA Inc (formerly Rally)
Previously: Leader of software delivery portfolios in large scale orgs.
Specialism: Transforming complex delivery organisations to be more Lean/Agile.
Mindset: Continuous Improvement Obsessive
Follow me

Latest posts by Martin Burns (see all)

Critising SAFe for ‘scaling agile’ is missing the point. It’s about using means that Agile has developed to improve Product Development Flow in an existing context of significant complexity factors Chris Matts gives a great summary of this context:...
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