Culture Demo Leadership Productivity 
Johanna Rothman
JUNE 17, 2021
” When we have insufficient trust, morale and the products deteriorate. Instead, we can extend trust and keep innovating for morale and the products. Two of them are the product backlog burnup and the feature chart in Velocity is Not Acceleration. Ask for a regular cadence of demos, too.
Johanna Rothman
AUGUST 19, 2021
Example 1: Startup/Small Organization with Few Products. They offer their product in two versions: Pro and Lite. The first was not waiting for the end of an iteration to demo or release. They demo'd every week on Wednesday mornings and then they released after the demo. Let's start with a couple of examples. Others mob.
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Johanna Rothman
SEPTEMBER 28, 2018
In this part, I’ll discuss an option for a product-oriented organization. Consider a Product-Oriented Organization. Instead of organizing by function, consider a product-oriented organization. Again, I am not saying this is the only way a product organization would look, but this is a possibility. What do you do?
Johanna Rothman
DECEMBER 11, 2019
We had (and still have) too many products to keep the same teams on them for a long time. For programs, the team stayed together and moved to a different feature set/internal product until the program finished. We could move to a new product and/or a new team. My job was to smooth the way for people to deliver products.
Johanna Rothman
SEPTEMBER 15, 2023
I started this series with many specific concerns about a particular interview question: “The product owner and dev team cannot decide on a sprint goal, even after hours of discussion. Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture.
Johanna Rothman
JULY 29, 2021
Several of my clients have internal struggles about how to internally see the future of the product. The managers think they need it “all” instead of using how little thinking to create a product the customers will love. Some possibilities: Assess the product/project risks to choose a lifecycle. What can you do?
Harvard Business
SEPTEMBER 11, 2017
When organizations lack a formal innovation pipeline process, project approvals tend to be based on who has the best demo or slides, or who lobbies the hardest. There is no burden on those who proposed a new idea or technology to talk to customers, build minimal viable products, test hypotheses or understand the barriers to deployment.
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