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 95

Agile Management Metrics Culture 95

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.

Methodologies 28

Methodologies Agile Metrics Exercises 28

Kates Kesler

JUNE 11, 2014

The organizational barriers to profitable growth are foreseeable and can be managed. A decade of centralizing global product and brand management in Amsterdam had largely denigrated the field-based commercial organizations around the world into order-takers, while the global business units migrated further away from customers and consumers.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

JANUARY 2, 2018

In 2011 half said they were treated badly at least once a week — up from a quarter in 1998. So what can a manager do to ensure that people on their team or in their department treat each other well? First, managers need to set expectations. How Self-Managed Teams Can Resolve Conflict. You and Your Team Series.

Training 28

Training Training Survey Report 28