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Where I Think “Agile” is Headed, Part 2: Where Does Management Fit?

Johanna Rothman

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. Managers Create and Refine the Culture.

Agile 69
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The Agile Family Meeting

Harvard Business

A simple framework to manage chaos, get along better, and reduce stress.

Agile 36
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Why Minimize Management Decision Time

Johanna Rothman

.” In my experience, when organizations want to use agile approaches or transform in some way, the managers start with the teams. The more I work with people on teams, with teams, and with managers, the more I am convinced starting with the teams is the “wrong” end to start. ” He paused for a moment.

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Crafting an Effective Sales Strategy: A Blueprint for Success

LSA Global

Only invest time and resources with clients that appreciate and need what you have to offer. This leads to improved win rates, higher customer satisfaction, and better time management. For most sales teams, 80% of revenue should come from approximately 20% of clients; do not waste valuable time on unqualified prospects.

Sales 36
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Why Shared Services “Teams” Don’t Work with Agility

Johanna Rothman

One of my clients wants to use shared services “teams” as they start their agile transformation. Their developers work on a product for months and years at a time. The organization wonders why no one can “meet” a deadline. That's because the managers think resource efficiency works.

Agile 119
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Employee Burnout Is a Problem with the Company, Not the Person

Harvard Business

Executives need to own up to their role in creating the workplace stress that leads to burnout—heavy workloads, job insecurity, and frustrating work routines that include too many meetings and far too little time for creative work. With Agile approaches, teams focus on fewer, more critical activities.

Company 53
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Why My Company Serves Free Breakfast to All Employees

Harvard Business

Our approach is rooted in extreme programming and agile processes , and the foundation of our work environment is a pair programming culture. It signals that breakfast is over and the office-wide meeting is about to start. I’m not quite as motivated (in terms of my fitness) or organized (in terms of my time management).

Company 49