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What Lifecycle or Agile Approach Fits Your Context? Part 6, Create Your Agile Approach

Johanna Rothman

I discussed the origins of the agile approaches in Part 5. In this post, I'll discuss how you can create an agile approach that fits your context. Why should you create your own agile approach? You deserve an agile approach that helps you achieve the business outcomes you need. What do you need? Start with the Team.

Agile 60
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Unemployed Agilists: How to Show Your Value to Support What Managers Want, Part 1

Johanna Rothman

Every day, I hear more stories of agile coaches or Scrum Masters losing their jobs. Several reasons: No manager cares about “agile” even if they care about agility. So, selling “agile” into the organization doesn’t create any traction for change. You might not like these ideas.

Agile 74
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Inarticulate Ramblings is merging with an Agile Gorilla!

Ben de Haldevang

My new venture, The Agile Gorilla is the result of the above merger. If there’s anyone in your network who might be interested, please also refer them to me so that I can include them in future publications. Please click on the link to access our brand new, website.

Agile 45
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Agile Transformation: More Possible Organizational Measurements, Part 5

Johanna Rothman

I’ve been thinking more about possible measurements in an agile transformation journey. This post will focus on measurements you might see when the culture changes with an agile transformation. Without knowing why you want to use agile approaches throughout the organization, you can’t generate reasonable measurements.

Agile 46
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One Pragmatic Thought: Reward Collaboration, Not Individual Work

Johanna Rothman

If you're trying to use an agile approach, what do you care about in terms of finishing: That the team finish the work, regardless of the personal or team cost? Agile teams always know who did what. I added references for why performance reviews don't work.) Not in an agile team. I updated this in the book.)

Agile 55
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Rule of Thumb #2: Use Behavioral Lenses to Innovate and Adapt to Changes

Steve Shu Consulting

There will be some players that will be way more agile than others and able to capitalize on both important behavioral implications and operational tactics. References: Carroll, Gabriel D., In the case of Secure Act 2.0, one way to look at this is in terms of an exogeneous event that constituents have to react to (e.g., See Shu et al.

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How to Solve 3 Modern Cross-Cultural Leadership Challenges

Organizational Talent Consulting

link] Cross-Cultural Strategy #1: Culturally Agile Leadership Leaders increasingly face cross-cultural differences working with diverse customers and employees. Cross-cultural differences require leaders with cultural agility. Successful, culturally agile leaders can see themself through another person's perspective.

Culture 70