Johanna Rothman
APRIL 14, 2021
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 lives with many delays when the managers choose a shared services model. That's because the managers think resource efficiency works.
Johanna Rothman
AUGUST 14, 2019
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.
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Epicflow
JANUARY 21, 2022
Such a complicated multi-project environment with its project dependencies and shared resources requires a well-thought project and resource management approach. . At the same time, recent trends in the automotive domain require serious investments into the vehicles being manufactured. The need to cut costs.
LSA Global
APRIL 15, 2024
Before hiring more sales reps, pushing specific sales activities, or investing in sales enablement technology, smart sales leaders invest the time and resources to deeply understand the market in which they operate in. Only invest time and resources with clients that appreciate and need what you have to offer.
LSA Global
APRIL 15, 2024
Before hiring more sales reps, pushing specific sales activities, or investing in sales enablement technology, smart sales leaders invest the time and resources to deeply understand the market in which they operate in. Only invest time and resources with clients that appreciate and need what you have to offer.
Tom Spencer
DECEMBER 16, 2022
For example, as a freelance contractor, my manager has the freedom to act on the advice he gives to clients and work with them as they implement recommendations, rather than either leaving prior to implementation or merely performing the work for them. They also need to manage their own training, resource development, and financing.
Harvard Business
APRIL 6, 2017
In our book Time, Talent and Energy , we note that when employees aren’t as productive as they could be, it’s usually the organization, not its employees, that is to blame. For example, by adopting agile principles, leaders can motivate and energize teams, and give individual team members a way to own the results.
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