Johanna Rothman

AUGUST 14, 2019

In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Team-based “agile” is not enough.

Agile 69

Agile Management Efficiency Culture 69

Johanna Rothman

JUNE 9, 2020

In the agile and lean communities, we talk a lot about transparency. This image is the transparency principle we used in From Chaos to Distributed Agile Teams. And, a much more agile organization. What do agile managers do? I wrote a lot about this in Create Your Successful Agile Project.). People Solve Problems.

Management 59

Management Agile Balance Sheet Metrics 59

Harvard Business

NOVEMBER 8, 2016

But as more organizations fall prey to complex intangible risks, from unwanted disclosure due to rampant cyber threats to breaches of conduct driven by skewed incentive systems, the aperture of risk management is expanding from protecting the balance sheet to promoting ethical leadership and values-based decision making.

Ethics 39

Ethics Management Balance Sheet Agile 39

Harvard Business

DECEMBER 18, 2017

This is true both for “on balance sheet” workers and the gig economy. Until employers are able to help people strengthen agility and passion, we will continue to have a discovery gap and fall prey to the efficiency trap.

Balance Sheet 28

Balance Sheet Efficiency Agile Financial 28