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.) Then, in Part 2 , I asked those unemployed agilists to review their functional skills, the skills people need to do a product development job well. Every change requires work.

Agile 95

Agile Management Metrics Culture 95

LSA Global

APRIL 18, 2017

Here are a few examples from decades of change management consulting projects of now-defunct organizations that, in order to avoid disaster did not. Here are a few examples from decades of change management consulting projects of now-defunct organizations that, in order to avoid disaster did not. They were not agile enough.

Change Management 34

Change Management Management Film Pharmaceuticals 34

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

Harvard Business

JANUARY 26, 2018

We were working hard on getting product-market fit right, so anything we could do to get more customers and to find the right feature mix was a critical learning opportunity. A popular, core feature of our product was our website grader. You need to add the word ‘no’ to your management vocabulary.”

Strategy 42

Strategy Strategy Strategy& Productivity 42

Kates Kesler

JUNE 11, 2014

The organizational barriers to profitable growth are foreseeable and can be managed. Royal Dutch Philips is a $20B diversified consumer electronics, healthcare, and lighting products company. CEO Frans van Houten began an aggressive change process in 2011 to move power back to the regional business units.

Apparel 82

Apparel Healthcare Enterprise Chemicals 82

Harvard Business

JANUARY 3, 2017

In the face of this dynamic, it isn’t enough to create new products and services. Unless we also design new ways of talking about ideas and exploring the future, those product and service innovations will never be embraced by the organization and never make their way out into the world. Designing the New Product.

Banking 35

Banking Data Productivity Video 35

Harvard Business

MARCH 12, 2018

Many legacy companies would like to transform themselves into agile, talent-first organizations. Under new ownership (Volvo was sold to China’s Geely by Ford in 2010), the Swedish automaker decided to transform its product line by becoming a premium player. Gerald Lord/Getty Images. “Once, you needed mechanical engineers.

Talent 28

Talent Engineering Case Interview Turnaround 28