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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. Cindy wants this agile transformation to succeed. Cindy operates in a regulated industry.).

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Minimum Requirements Documentation: A Matter of Context

Johanna Rothman

I use the guideline: If I can't write large enough on the front of the card to see, my story is too large. Too many distributed teams operate as people in silos, handing work off to each other. for ways to use lifecycles other than waterfall or agile. How available is the product owner? I don't use larger cards.

Agile 68
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Traits of an Organizational Structure Designed to Promote Employee Engagement

LSA Global

The Undisputed Value of Engaged Employees Our employee engagement survey data shows that engaged employees drive 8% greater productivity, 12% higher customer satisfaction, and 51% less voluntary turnover. It is clear that employee engagement has a great impact on business success.

Culture 36
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How Nextdoor Addressed Racial Profiling on Its Platform

Harvard Business

As I discuss in my book Analytics: The Agile Way, how Nextdoor responded illustrates not only the importance of reacting quickly in a crisis , but how useful a data-driven, agile approach can be. But by taking a data-oriented and agile approach to design, the company reported it had reduced racial profiling by 75 percent.

Agile 28
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The Future of Management (Part 2/3)

Tom Spencer

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. What this means is that there is no exact guideline for Teal management, it will look different in every organisation.

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The Future of Management (Part 2/3)

Tom Spencer

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. What this means is that there is no exact guideline for Teal management, it will look different in every organisation.

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Multiple Short Feedback Loops Support Innovation

Johanna Rothman

Strategy and Product Feedback Loops. Everyone agrees they want innovation: Which products and services the organization offers. What features the product offers, or the problems the product solves. The product roadmap). Product-Only Feedback Loop. This image is the product-only feedback loop.