Harvard Business
MAY 15, 2018
Increasing volatility, uncertainty, growing complexity, and ambiguous information (VUCA) has created a business environment in which agile collaboration is more critical than ever. Intuitively, we know that the collaborative intensity of work has skyrocketed, and that collaborations are central to agility. This story is not unique.
Harvard Business
MAY 22, 2018
I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. ” In these situations, advocating greater patience or more persuasive business cases isn’t likely to help. Learn and experience how agile works.
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Harvard Business
JUNE 19, 2017
If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.
Harvard Business
DECEMBER 13, 2017
Because I teach a course on Product Management at Harvard Business School, I am routinely asked “what is the role of a Product Manager?” ” The role of a Product Manager (PM) is often referred to as the “CEO of the Product.” Aron Vellekoop Len/Getty Images. Core Competencies.
QEmploy
MAY 9, 2019
Interviews have been conducted with clients and consultants in order to give a realistic and broad outlook. It was also said in our client interviews that there are too many brokers out there. The terms, conditions and contract details are taken up during the interview process.
Johanna Rothman
SEPTEMBER 11, 2023
Product owners have many challenges: They need to keep at least two thoughts about the product: what it needs to be in the near future, and what the organization wants it to be in the (distant) future. But the biggest problem I see is this: Effective product owners belong to at least two teams and maybe more. Strategic work.)
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. He was creative and, in some cases, counterintuitive.
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