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Tired of Fake Agility? Choose When to Experiment and When to Deliver

Johanna Rothman

I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. A focus on a “standard” agile approach, regardless of how much agility is in that approach.

Agile 85
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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 2

Johanna Rothman

So when does it make sense to customize your agile approach to gain a strategic advantage? Let's start with a couple of examples. Example 1: Startup/Small Organization with Few Products. They want an agile approach, so they started with Scrum. Then, they Built their agile approach based on their needs.

Agile 105
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Unleashing Business Potential: Benefits of Consulting Services

Business Consulting Agency

Whether launching a startup, navigating the complexities of a small business, or steering a large enterprise through expansion, the benefits of business consulting services are profound. Through business consulting services , companies can gain business help. Unleashing business potential with the help of business experts.

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Agile Maturity vs Ability to Change

Johanna Rothman

Several of my clients want to use some sort of maturity assessment for their agile transformations. For example, if a team mobs, they don't need standups. For agile transformation, an assessment can help people see how they change—how they innovate the products and the culture. Is agility even possible?)

Agile 128
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The Focus of Every Agile Coach: Support How the Business Creates Value

Johanna Rothman

How should agile coaches work? I've heard several questions and problems around what agile coaches should and should not do. Should agile coaches focus on: How well the teams use their pre-determined agile framework. For example, how good is their Scrum?). As an example, how agile do the managers think?). (As

Agile 102
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Organizational Change Agility: The Top 6 Practices

LSA Global

A Guide to Boosting Organizational Change Agility: The Top 6 Best Practices Most leaders understand that organizational change is both a constant and a necessity. Change management consulting experts define agility as the capacity of an organization to anticipate, respond to, and capitalize on internal and external changes.

Agile 36
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David and Goliath: How Boutique Firms Triumph

Tom Spencer

In recent years, the consulting industry has witnessed a significant shift, with boutique consulting firms emerging as competition against their larger counterparts. In this article, we’ll explore the reasons behind the growth of boutique consulting firms, and what this means for businesses seeking consulting services.

Agile 88