AN IDENTIFIED PROBLEM
The business and IT are not quite synced, a certain gap or dysfunction between them: one does not like change the other thrives in uncertainty. They do not speak the same lingo nor they try to understand each other.
Continue reading “The main problem of business agility”
At the organisation level, an agile transformation usualy consists in two interlaping phases: a transition to new ways of working and an evolution of the new ways onto business agility.
Continue reading “A thought on agility implementation”
When the organisation thinks about “moving to agile” or “adopting agile” commonly they think Scrum to form agile teams, then start the debate about how best to scale agile, SAFe, Scrum@Scale, Less, etc.
Continue reading “Simplifying the transition to business agility”
Business agility is hindered by operational silos, breaking these optimizes the flow of value.
Continue reading “Break silos for business agility”
This question is quite relevant and should be: does the organization need and want agility? How can we then implement it and express it?
Three phases to start an agile transition: the purpose (why), the context (because), the practice (how).
Continue reading “What agility for an organization?”
Agile Ways 