Johanna Rothman

MARCH 21, 2024

I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) That's why I then asked people to review their product-oriented domain expertise and agile-focused domain expertise in Part 3. Especially, Agile is Not a Silver Bullet.

Agile 96

Agile Management Metrics Culture 96

Harvard Business

OCTOBER 25, 2016

In 2011 Avaya had a major likability problem, and the according market performance you would expect. Avaya’s 2011 Net Promoter Score (NPS) was in the 20s (on a scale of -100 to +100), suggesting that it would have a hard time keeping the customers it had, let alone grow on word of mouth. The risk had been managed well.

Methodologies 28

Methodologies Agile Metrics Exercises 28

Harvard Business

JANUARY 2, 2018

In 2011 half said they were treated badly at least once a week — up from a quarter in 1998. This message is reinforced in meetings, at events, and with various awards for contributing to the culture. One of the metrics they follow is how long it takes to properly greet customers. And the situation seems to be worsening.

Training 28

Training Training Survey Report 28

Kates Kesler

JUNE 11, 2014

CEO Frans van Houten began an aggressive change process in 2011 to move power back to the regional business units. The company grew through brilliant marketing, brand acquisitions, innovation and a decentralized geographic set of business units that helped create an entrepreneurial culture out in the markets. a) Agility.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82