This post is about aligning structures, behaviors, and beliefs for Agile success, and was inspired by several teams suffering delivery breakdown although self declared “agile teams”
When organizations embark on their agile transformation journey, they often focus on adopting new practices, frameworks, and ceremonies. However, the most successful transformations recognize a fundamental truth: System = Structures + Behaviors + Beliefs.
Continue reading “Coaching the System”
Most organizations get OKRs wrong. They create elaborate cascading hierarchies where executives set quarterly targets that flow down through management layers, eventually landing on individual teams as predetermined objectives. This top-down approach treats strategy as a one-way street—leadership thinks, teams execute.
Value streams can indeed be organized in different architectural patterns within broader value systems, each with distinct characteristics and implications.
Continue reading “The value stream within a value system”
The journey toward business agility often begins with adopting agile frameworks, but true transformation requires something deeper. Agile methodologies must be fit for purpose, context, and practice—not simply implemented as one-size-fits-all solutions.
Continue reading “Aiming for Business Agility”
Just finished putting together a booklet on my musings on business agility: Business Agility Unlocked – Evolving Work, Culture, and Flow. This compilation of essays and blog posts is about how true agility comes from systemic thinking, leadership commitment, and a culture of continuous learning—not just adopting the latest framework.
Continue reading “Business Agility booklet”
Most technology leaders are familiar with technical debt—the cost of choosing quick and easy solutions over well-designed ones. But technical debt rarely exists in isolation.
Continue reading “How Technical, Product, and Organizational Debt Interconnect”
“Estimates are guesses. Deadlines are dreams. Shipping is truth.”
This brutal axiom cuts through the comfortable illusions that plague software development. It’s a wake-up call that forces us to confront the gap between our plans and reality.
Continue reading “Guesses, Dreams, and the Hard Truth in Software Development”
At its core, Agile isn’t about ceremonies, frameworks, or tools—it’s about trust. Trust that teams closest to the work know best how to solve problems. Trust that given autonomy and clear objectives, people will deliver meaningful solutions. This fundamental shift from command-and-control to trust-and-empower transforms how organizations approach complexity and uncertainty.
Continue reading “Building Solutions Through Trust and Empowerment”
Every engineering leader faces the same fundamental challenge: how to build great products quickly, reliably, and creatively. After years of observing high-performing teams, three principles have emerged as the foundation of engineering excellence. They’re quite simple, but their implementation can transform the organisation.
Continue reading “A Guide to Velocity, Predictability, and Innovation”
This post is inspired by the problems encountered coaching a solution delivery stream where Conway’s law was in practice: there was a lack of alignment between product architecture, organisation structure, and development teams.
Continue reading “How to Structure Teams and Products for Speed”
Value streams are the backbone of lean operations, representing the flow of work from concept to customer delivery. When optimized, they eliminate waste, reduce cycle times, and maximize value creation. Here are nine critical factors that distinguish high-performing value streams from struggling ones.
Continue reading “Building Effective Value Streams”
Organizations need more than just agile méthodologies to succeed in fast-paced business environments—they need a systematic approach to delivering value continuously and predictably. The key lies in understanding how value streams, lean flow principles, and embedded feedback loops work together to create truly responsive delivery systems.
Continue reading “Agile Delivery Through Value Streams and Lean Flow”
In the past decade agility has transcended from being merely a software development methodology to becoming a crucial business capability. I hereby attempt to explore the three fundamental dimensions of agility at scale: Team Agility, Organizational Agility, and Business Agility.
Continue reading “Bridging Team, Organizational, and Business Agility Dimensions”
In rapidly changing environments organisations must be able to adapt quickly to varying market conditions, customer needs, and technological advancements. This is where business agility comes into play – a crucial capability that enables companies to thrive in uncertainty rather than merely survive it.
Continue reading “The Key to Modern Business Success”
There’s a fundamental tension in organizational change: the desire for agility often conflicts with the comfort of established systems and structures.
Continue reading “What limits Business agility”
This blog captures a conversation had with some delivery teams that were caught in a release framed delivery continuum and their quest to deliver meaningful value.
The conversation was triggered by a statement I threw at them and the questions that followed.
Continue reading “Building business increments”
From an agile perspective, the leadership challenge facing the organization is not necessarily to become agile themselves, but rather to comprehend the principles of agility and provide support for its implementation.
Continue reading “Leadership challenges in achieving agility”
In an organization’s pursue of business agility, new ways of working must be adapted to the purpose, the context, and the practices within the organization.
Continue reading “How about business agility?”
Many corporations do agile in a localized manner, in general at the team level, however agility applies across the entire organization, and beyond the boundaries of IT.
Continue reading “It’s not about doing agile but about achieving business agility”
Business agility is best achieved through effectiveness, predictability, efficiency, and adaptability
Continue reading “Drivers of business agility”
Agile Ways 