Whether you are planning your first transformation or trying to restart a stalled one, these articles cover the full journey: building the case, aligning leadership, choosing a rollout strategy, and measuring progress against real business outcomes.
AI is rewriting the operating model itself. Here is what has to change beyond agile practices when AI becomes core to how the organization runs.
Stage-based maturity models score practice adoption. Capability-based models score whether teams can deliver business outcomes. Use the second one.
ADKAR enables individual adoption. Path to Agility operationalizes the organizational evolution. Most transformations stall when leaders skip one.
Agile transformations stall at the top more often than on the teams. Here are the four executive-level moves that restart momentum and protect outcomes.
Most AI readiness frameworks assume waterfall organizations. Here's the six-dimension assessment for organizations already practicing agile.
Agile transformations get worse before they get better. Here's how to read the J-Curve, what to track during the dip, and when to push through versus halt.
Most flow metrics guides target teams or tool vendors. This is the leadership guide: what to measure, how to introduce it, and what each metric proves.
ADKAR and agile transformation look like competing frameworks. They aren't. A practitioner playbook for integrating them without losing speed.
Most executives treat Organizational Change Management as a support function, something you bolt on after the real decisions are made. This mindset has cost organizations millions and stalled transformations before they ever take root. The first 90 days are where the outcome is decided.
Agile frameworks have reshaped how organizations deliver products, communicate across teams, and empower individuals. Yet many leaders wonder: when is it time to invest in organization-wide Agile Transformation Consulting, and when is it enough to simply level up team skills through Agile Training?
Navigating significant transitions--whether it's scaling a business, managing mergers and acquisitions (M&A), or adapting to rapid structural shifts--can be overwhelming.
In today's dynamic and fast-paced business landscape, organizations must be flexible, innovative, and resilient. Two foundational strategies that enable these capabilities are Business Agility and Agile Transformation.
Embarking on an Agile Transformation is more than just introducing new processes. It reshapes how your organization collaborates, delivers value, and adapts to change.
Switching to Agile can unlock faster delivery, higher-quality outcomes, and the kind of agility businesses need to stay competitive.
Agile Transformation promises faster delivery, improved quality, and empowered teams. Yet many organizations find themselves frustrated when expectations aren't met.
Stepping into a leadership role at a new company is both an exciting and challenging endeavor--especially when your goal is to implement an Agile Transformation. You've experienced firsthand how Agile Methodologies drive value, foster innovation, and improve collaboration.
Agile has changed the way organizations operate, innovate, and deliver value in today's dynamic market. When organizations fully embrace an Agile Transformation, they introduce a philosophy that enhances adaptability and encourages continuous improvement.
Business Operations Consulting is about more than fine-tuning workflows or implementing new processes. It is about creating an adaptive organization that evolves with industry demands, consistently delivers value, and sustains success.
Leading Agile teams come with unique challenges that often require expert guidance. Whether it's streamlining communication, optimizing roles, or leveraging specialized tools, skill gaps can quietly disrupt performance, leading to inefficiencies and frustration.
High-performing teams are the driving force behind consistent, efficient software delivery. However, persistent blockers often hinder Agile Development Managers from unlocking their teams' full potential.
In today's fast-paced markets, putting customers at the center of your strategy is no longer optional--it's essential.
Lean consulting presents a powerful framework designed to eliminate inefficiencies, reduce waste, and optimize organizational workflows.
Creating true alignment in software teams can transform your organization. Fragmented communication, conflicting goals, and siloed workflows often derail progress--especially in distributed and hybrid settings.
Agile practices continue to are transform how modern organizations tackle planning, development, and delivery, driving meaningful changes for companies aiming to stay competitive. In fact, Agile practices are at the forefront of rethinking work in today's environment.
Diversity in Agile isn't just a buzzword--it's a catalyst for unlocking innovation, promoting operational excellence, and enhancing adaptability.
Agile adoption is essential for IT leaders who want to drive faster value delivery, boost team collaboration, and remain flexible. By embracing Agile Methodology, organizations can respond quickly to market shifts and deliver quality results.
The future of employee development relies on adaptability, flexibility, and the ability to keep pace with evolving business needs. Traditional training methods, often rigid and one-size-fits-all, no longer meet today's demands.
Integrating strategy with Agile development drives more than just efficiency--it fosters adaptability, cross-functional collaboration, and clarity of purpose.
In today's financial world, banks face constant pressure to innovate and meet rising customer expectations. Traditional methods often fall short in providing the swift, personalized attention that modern customers demand.
Managing financial operations demands a balance of precision, compliance, and adaptability. With evolving customer expectations and technological advancements, finance teams are under increasing pressure to deliver value faster, without compromising on accuracy.
The pursuit of organizational agility has become a cornerstone for businesses striving to succeed in today's ever-changing landscape.
Organizational agility is not a passing trend--it's the engine of lasting success. In today's rapidly evolving market, businesses must adapt quickly to rising customer expectations, and shifting demands.
Agile Transformations are essential for organizations striving to stay ahead of market changes and evolving customer needs. While tools and frameworks play their part, the backbone of any Agile initiative lies in having the right people in key roles.
Embracing Agile is more than just adopting a new methodology--it's a fundamental shift in mindset, workflows, and collaboration. While Agile enables teams to deliver value faster and adapt to change, many organizations struggle with common adoption challenges.
Story point estimates have been a staple in Agile software development, used by teams--including Product Owners, Scrum Masters, and developers--to gauge the complexity, effort, and size of work.
Strategic agility has become essential for businesses aiming not only to survive, but also to thrive. The ability to make strategic, and sometimes large-scale pivots effectively in response to market shifts, disruptions, or evolving customer expectations is no longer optional.
In today's fast-moving, technology-driven landscape, Agile development is pivotal to delivering value quickly, adapting to constant change, and exceeding customer expectations.
In today's business landscape, leaders face increasing pressure to achieve profitability, improve operational efficiency, and stay competitive.
Agile learning is transforming corporate training.
Digital transformation demands balancing speed, quality, and adaptability in unpredictable environments. Rapid technological advancements and compressed delivery timelines heighten risks, potentially leading to costly setbacks.
For senior leaders navigating today's fast-changing markets, Agile Transformation is essential for maintaining adaptability and delivering value at speed.
Businesses face mounting pressure to stay competitive, efficient, and aligned with customer demands. Yet, many organizations remain tethered to outdated processes, struggling with sluggish deliveries, misaligned goals, and inefficiencies that stifle growth.
In today's fast-evolving business landscape, unpredictability is the new normal for organizations across all industries.
In today's business landscape, organizations increasingly realize the necessity of becoming Agile to remain competitive. At the heart of this transformation lies organizational agility--the ability to adapt swiftly to shifting priorities, market conditions, and opportunities.
Delivering value quickly, adapting to change, and fostering effective collaboration are essential for organizational success. Agile frameworks enable teams to shift from traditional, rigid methods to adaptive, iterative processes.
For organizations seeking improved performance, faster innovation, and greater responsiveness to customer needs, combining Lean Management and Agile Methodology can be a strategic approach.
Agile teams thrive by embracing adaptability, fostering collaboration, and committing to continuous improvement. In today's business environment, organizations turn to Agile Methodologies to stay competitive. Knowing and leveraging each team member's strengths is essential.
The most important aspect of transforming how your organization works is a clear statement of goals. As with any journey, it is critical to understand where you are in order to create a plan on how to get to your destination (your goals).
Agile methodologies are widely recognized for their association with improved project outcomes. Mastering Agile skills is not just beneficial--it's essential for sustainable success.
Delivering exceptional software in a dynamic and competitive market requires a development process that adapts to rapid changes and complex demands.
Organizations today must adapt quickly, deliver value consistently, and collaborate effectively to stay competitive. For technology-driven companies, Agile Transformation is key to achieving these goals.
In today's rapidly evolving healthcare landscape, organizations face unprecedented challenges. From adapting to new technologies to navigating complex regulatory requirements, the need for Agile Transformation has never been greater.
Organizations must adapt swiftly to stay competitive in the technology landscape. Agile Transformation has become a critical endeavor for businesses aiming to enhance their productivity, deliver value faster, and improve quality.
Delivering high-quality products that satisfy user needs is more crucial than ever for tech companies aiming to stay competitive.
In today's rapidly evolving technology landscape, organizations face the challenge of keeping up with changing market demands while delivering high-quality products.
Did you know organizations that successfully implement Agile Transformation practices can improve their project success rates significantly?
Balancing Lean management and Agile Transformation practices has become essential for organizations aiming to stay competitive and deliver value faster. Integrating these methodologies allows enterprises to enhance performance, reduce waste, and adapt swiftly to market changes.
In today's landscape, public health initiatives face unprecedented challenges. From emerging diseases to technological advancements, the need for flexibility and adaptability in public health strategies has never been greater.
Mastering Agile prioritization techniques is more crucial than ever. Agile Transformation isn't just about adopting new principles and practices; it's about reshaping the way teams think, plan, and execute to deliver value swiftly.
Organizations today face relentless challenges, including rapid market evolution, shifting customer expectations, and disruptive technologies.
Agile Transformations can fail due to a number of reasons--cultural misalignment, resistance to change, and broken processes are all common culprits.
In today's rapidly evolving business landscape, organizations are constantly seeking ways to deliver value more efficiently and stay ahead of the competition.
In today's fast paced world, the most successful organizations don't just rely on tools or processes - they cultivate Agile mindset.
An Agile-Friendly C-Suite embodies flexibility, collaboration, and a commitment to continuous improvement. It's about embracing change and leading by example. Creating this environment starts at the top.
Agile Transformation is a strategy for companies aiming to enhance their responsiveness and deliver value more efficiently. But how can you determine if your Agile Transformation is truly effective?
Agile Transformation is essential for organizations striving to enhance their agility and deliver exceptional value efficiently.
Are you ready to revolutionize your software development process? In a world where adaptability and speed are paramount, traditional Agile Methodologies might not be enough.
Sustaining an Agile mindset within an organization offers a transformative approach that empowers organizations to adapt quickly, innovate continuously, and achieve lasting success. But how can you harness the power of Agile to revolutionize your business?
Organizations are under immense pressure to deliver value more predictably, rapidly, and with higher quality than ever before. The ability to adapt quickly to market changes, customer demands, and emerging technologies is no longer a luxury--it's a necessity.
Staying ahead of the competition requires speed and adaptability. Embracing Enterprise Agile Planning can transform your organization, making it more responsive, efficient, and customer-focused.
Mastering stakeholder engagement in your Agile teams is essential for transforming products and achieving outstanding results. Agile teams often find themselves navigating the complexities of stakeholder relationships.
Organizations face constant pressure to deliver value faster, adapt to market changes, and meet soaring customer expectations. Traditional project-centric approaches often fall short, leading to delays, misaligned objectives, and missed opportunities.
The ability to respond swiftly to market changes and customer needs has become an imperative factor for success.
Companies worldwide embrace agility to stay competitive, innovate faster, and deliver greater value to their customers. However, embarking on an Agile Transformation can be daunting, laden with challenges and uncertainties.
Did you know that organizations adopting the Scaled Agile Framework® (SAFe®) report significant increases in productivity and time-to-market? SAFe 6.
Is your organization struggling to keep up with the rapid pace of change in today's market? In a world where adaptability isn't just advantageous but essential for survival, Agile Transformation isn't just a choice--it's a necessity.
Embarking on an Agile Transformation can revolutionize your organization, promising enhanced agility, improved teamwork, and stronger alignment with your business goals. But let's be honest--it's not an easy journey.
Adaptability isn't just an advantage--it's a necessity. Organizations are constantly seeking ways to respond more effectively to changing market demands, technological advancements, and customer expectations. This is where Agile Transformation comes into play.
Are you struggling to implement Agile practices due to internal resistance? You're not alone. Organizations of all industries and sizes recognize the need for agility to stay competitive and deliver value faster.
Organizations are constantly seeking ways to deliver value faster and stay ahead of the competition. Agile Transformation is a cornerstone strategy in achieving these goals. But how can you measure the effectiveness of your Agile practices?
In the fast-paced world of Agile Transformations, Scrum teams stand at the forefront of organizational agility, driving product success with precision and adaptability. Effective planning and capacity management are crucial pillars in enhancing the performance of these teams.
Scaling Agile practices in large organizations can be challenging, requiring strategic foresight and robust planning to agile teams and business strategies effectively.
In today's fast-paced business environment, the ability to bring products to market swiftly is not just an advantage; it's a necessity.
In a business landscape that's evolving at breakneck speed, the ability of organizations to adapt and respond to change is more critical than ever.
In a rapidly evolving business landscape, the shift towards Agile Practices has become imperative for organizations aiming to stay competitive and responsive. However, managing change during such a transformation is not without its challenges.
In the fast-paced world of business, transformation initiatives are as ubiquitous as they are fraught with challenges.
In the fast-paced world of Agile development, the Scaled Agile Framework (SAFe®) stands as a beacon, guiding enterprises through the complexities of scaling Agile practices.
In the face of an ever-evolving business landscape, dubbed the 'Next Normal,' agility has become the keystone of thriving organizations.
In the dynamic world of enterprise agility, the Scaled Agile Framework®, or SAFe®, stands as a beacon for organizations striving to scale their Agile practices.
Retros that go nowhere, leadership that won't commit, teams stuck in old habits. These 10 continuous improvement blockers kill agile transformations. Here's what causes each one and the specific steps to break through.
Continuous improvement is all about constantly finding ways to make things better. In Agile Methodology, this means improving how your team functions, adapts to changes, and ultimately delivers value.
Agile has been shown to shorten time-to-market, increase quality, instill predictability, improve customer satisfaction, and create an overall happier working culture.
In the rapidly evolving business landscape, large organizations are increasingly turning to Agile methodologies to stay ahead of the curve. However, implementing Agile at scale (6 teams or more) presents some unique challenges.
Key Takeaways Understand Agile's Core Principles: Gain clarity on the foundational values, guiding principles, and why Agile has become essential for modern business success.
In today's rapidly evolving business landscape, agility is more than just a trendy buzzword--it's a must-have competency.
One of the biggest challenges Agile leads like coaches and Scrum Masters face today is how to connect and report Agile transformation to business results like predictable delivery.
I recently had the privilege of tuning into a conversation and Q&A session featuring Dave Gipp, Enterprise Transformation Coach with Agile Velocity and Adam Mattis, Principle Consultant and Fellow at Scaled Agile.
We collected over 560 data points on the top Agile Transformation challenges from our Path to Agility community. Here are the most common challenges and 8 proven solutions to overcome them.
I recently had the pleasure of having a conversation with Pam Ashby, a strategist at the Agile Business Consortium, to explore the world of Business Agility. Business Agility is a topic that's been gaining momentum and for a good reason.
![7 Reasons Why Qualitative and Quantitative Measures are Essential to Agile Transformation [Infographic]](/_next/image?url=%2Fimages%2Fblog%2F7-Reasons-Why-Qualitative-and-Quantitative-Measures-are-Essential-to-Agile-Transformation.png&w=2048&q=75)
With Agile Transformations being such big investments, it's important to understand how progress will be measured. This infographic explains why it's critical to have a balanced, nuanced approach to Agile Transformation metrics using qualitative and quantitative measurements.
As the pace of change continues to accelerate, embracing agility - the ability to turn on a dime for a dime - has become a key to ongoing success for many organizations.
I'd just concluded an engagement as an Agile Coach with a major online retailer. After years of experiencing successful initiatives, it was evident that this was not one of them.
According to the 16th annual State of Agile report, 44% of respondents reported that achieving predictability is how they prioritized the implementation of Agile ways of working. This was the #2 reason.
So you're thinking of doing an Agile assessment or two? Congratulations! We think that's a great idea, provided you consider the big picture. Let's start with why. Why do you want to do an assessment in the first place?
There's a lot of chatter about transformation....possibly because the entire world just got through (still going through, processing, reeling from?) a pandemic. We saw first-hand just how important agility is when reacting to massive disruption.
I recently participated in a book club with colleagues to review and discuss This Is Beyond Budgeting by Bjarte Bogsnes. A few of us had heard of the concept, others were brand new to the party.
As an Agile Transformation Coach, I have seen my share of successful Agile teams. I have also seen teams plateau at some point struggling to move beyond the initial stages of transformation.
Last week we rolled out our latest update to the Path to Agility approach: Path to Agility 2.5. This Path to Agility 2.
Key Takeaways: Is ART Right for You?: ARTs are ideal for organizations facing challenges with scaling agile practices, needing to align multiple teams, or aiming for more predictable delivery at scale--especially in environments where traditional team-level agile isn't enough.
In our last post about stable teams, Agile Transformation Coach, Kim Antelo, shared why stable teams are important and what you do if you have experts that cannot be on every team.
Before Covid, the top business outcomes we heard that leaders desired in their agile transformations were Speed and Predictability.
![The 5 Levels of Iterative Planning [Infographic]](/_next/image?url=%2Fimages%2Fblog%2FIterative-Planning-Infographic-Header-Image.png&w=2048&q=75)
Agile planning happens at five distinct levels, from long-range product vision down to daily team coordination. Each level serves a different purpose, operates on a different cadence, and breaks down when organizations skip it or treat it as a formality.
Most organizations measure agile adoption by tracking velocity, sprint completion rates, and ceremony attendance. None of those tell you whether the transformation is producing results. The metrics that move the needle are the ones that connect team performance to specific business outcomes.
The second article of this series talked about success criteria and how to facilitate the voting process. This time, we talk about a critical aspect of PI Planning. Whether onsite or online, how do you make this event valuable and fun.
I was recently on a call with executives and the Chief People Officer asked how important stable teams are when looking for a more Agile way of working. Of course, my coach answer is 'it depends' but for the most part, they are pretty important.
Path to Agility, a leader in Agile transformations focused on helping organizations manage their Agile efforts, announced Path to Agility Navigator, a new software tool to help businesses undergoing transformations better manage their change journey.
In the last article, we talked about why PI Planning is so 'magical' and how to prepare (there's an art) for PI Planning.
We sat down with Enterprise Transformation Coach David Gipp to discuss the ins and outs of PI Planning, how to make it more successful (whether it's remote or in-person), and why this event is the 'magic' of SAFe (Scaled Agile Framework).
Being a change agent can be tough. Whether you've been given the job or you're the one identifying the need for change in your organization and working to bring others along the Agile transformation journey, it can feel like an impossible mission.
https://youtu.be/RhiB59yrNu0 Path to Agility creator and Agile transformation coach David Hawks shares how the average Agile transformation has evolved from tech-only to full business agility over the past twenty years. The reality of organizational change is that it's hard.
In this video, David Hawks gives a breakdown of what's new and what's changed in our recent Path to Agility® 2.4 model update. https://youtu.be/hfXI3FXq9R4 Last month we hosted our latest virtual Mini-Conference, where David Hawks gave a talk on our new Path to Agility 2.
https://youtu.be/0YBlbNLnYWI In this video, Path to Agility® Senior Product Manager Seth Ely gives you a tour of Path to Agility Navigator, our new software tool designed to manage your entire Agile transformation.
https://youtu.be/eVUi_RMEm0c 'It is hard to fail but worse to never to have tried to succeed' - Teddy Roosevelt In the third installment of our unlocking innovation series, Path to Agility Facilitator, Erik Cottrell, discusses how failure relates to innovation.
If your organization is planning an Agile Transformation, you may be asking the question of what's the difference between a centralized and decentralized approach. Here we break down the pros, cons, and when to use each.
I'm one of the many Agile Velocity coaches who like to read books. (Or in my case, listen to audiobooks while running.)
https://youtu.be/er9uh4eN5NM Agile transformations ought to impact actual business results, like improved innovation.
I was a late bloomer when it came to swimming and didn't learn how to swim until I was 8-years-old, the year I immigrated from the Philippines to America. One of my goals as a parent was to make sure that my kids were confident and safe in the water so they began swim lessons [...]
Last September, we had a 'Getting Stuff Done' (GSD session with Path to Agility (P2A) Facilitators. But this GSD was a little different from past sessions.
An Agile transformation is a major organizational shift requiring senior leadership to be deeply engaged. The truth is, people at the team level cannot make a lasting shift happen without leaders leading the change.
As teams learn how to work in new ways during an Agile transformation, an organization may consider adopting Agile values in departments outside of IT to support the initiative.
Value stream mapping is a common practice in the Agile space because it allows leaders and stakeholders to see where the flow of value delivery is slowing down and exposes opportunities to create better alignment across teams.
Path to Agility® describes the activities and outcomes of implementing Agile and their impact on culture and business goals.
The leaders and change agents we meet are eager to ensure their Agile Transformation avoids hitting rocks or running aground. After all, nobody wants to experience a shipwreck.
There's a pattern in client conversations I'm having. Every client I've spoken to recently has guided our conversations to highlight how much better they see their teams responding to recent pandemic challenges because of their newly developed Agile capabilities. Every one.
There have been many times in Southwest Airlines history where times were great. However, there are other times Southwest refers to as 'existential moments' where the outcomes were not obvious and the company was forever changed because of it.
What Does An Agile Coach Do? We'd wager most people think of coaches in the context of sports - Vince Lombardi, Phil Jackson and Pat Summit. These are some of the greatest coaches in the history of sports, but coaches exist in every profession.
We're living in a VUCA (Volatile, Uncertain, Complex, Ambiguous) world. The global pandemic has accelerated the need for agility, making alignment on what agility means for an organization critical.
My previous post focused on the Harvard Business Review (HBR) article 'The Agile C-Suite'1.
We're proud of our growing network of people dedicated to delivering better business outcomes through the Path to Agility framework.
The eagerly anticipated 14th Annual State of Agile Report was published earlier this week, and like previous publications, there are some fantastic insights.
Is your organization implementing DevOps? Did you know you can maximize your chances of achieving desired business outcomes by combining DevOps with an Agile Transformation?
For the last 18 months, I have had the honor of working on-site with a client that has become family to me. We have gone through twists and turns and have made so much progress but just as we really start to accelerate the emergency brake was pulled by COVID-19. This virus has caused so [...]
When going through an Agile transformation, Agile teams often feel like they have a good handle on Agile and Scrum. But when asked about their progress toward the business outcomes their organization hopes to achieve by implementing Agile, their answer is not as confident.
Outputs or Outcomes? Many organizations are stuck measuring and making decisions based on outputs - like velocity. In fact, team velocity is one of the most commonly used, abused, and misused metrics in Agile software development as well as during digital transformations.
Scaled Agile Framework or SAFe® is the most popular and far-reaching of the Agile scaling frameworks out there. But before you make the decision to go all-in with this popular framework, it's important to know the facts. Here are 4 busted myths about SAFe. 1. Scaled Agile Framework is prescriptive!
We are excited to join Scaled Agile's Partner program. This worldwide network includes transformation and platform providers who help enterprises facilitate and accelerate business results through the adoption of the Scaled Agile Framework® (SAFe®).
Agile transformations can do wonders for organizations across the board. Agile helps teams to continuously improve while focusing on attainable goals and timely delivery. However, implementing Agile across a large organization comes with its own challenges.
Sometime during my 50th trip around our star, I had a thought: I should run a marathon before I turn 60. And then those voices in my head kicked in with a nice chorus of 'Yes, but...' 'You can't even run a mile without wheezing!' 'Remember in high school? When you played soccer and [...]
Help fight hunger by participating in our Holiday Food Drive! This year, we're celebrating the holidays by giving back to our community in partnership with Caritas of Austin.
Happy days. Your organization has made the commitment to experiment with Agile or to go whole hog and do a 'rip-the-band-aid-off' transformation. Now, you're learning about stand-ups, backlogs, and self-organizing teams.
In the previous articles of this series, I covered the first and second antidotes to Zombie Agility, the regular and generous application of compelling Business Outcomes and ensuring your change agents aren't already infected.
In the previous article in this series, I covered the first antidote to the Zombie Agility contagion, the regular and generous application of compelling Business Outcomes.
Preface: The author assumes the reader has a working understanding of zombies and is open to the possibility they are real. (Hint: They are.) Disclaimer: 'Every analogy breaks down eventually.' - Marc Escobosa,1998. 'Zombie Agility is here. I seen it.' - Erik Cottrell, 2019.
Overcome Transformation Impediments with Outcome-Driven Agility - David Hawks - Southern Fried Agile 2019 from Agile Velocity As the rate of market disruption increases, it's now more important than ever that organizations gain the ability to respond, adapt, and thrive.
In this workshop at Keep Austin Agile, David Hawks discussed the importance of being outcome vs. practice-driven and how that will lead to sustained impact and organizational agility.
Culture is listed in many surveys as one of the biggest barriers organizations have in adopting Agile frameworks. While it is true that culture can be a blocker for change, culture can also be used to help accelerate adoption and transformation.
In this panel at Keep Austin Agile, leaders from Agile Velocity, Ceresa, AT&T Cybersecurity, and Texas Mutual Insurance shared an inside look into why they chose agility and what they learned along the way.
In a recent discussion with a business leader, I asked a simple question: 'Why are you considering an Agile transformation?' 'We just want to get better,' she replied. Awkward silence. I understood what she meant. We all want to get better.
Horse Before the Cart - An Outcome-Oriented Approach to SAFe® Transformations | Mike Hall | Agile2019 from Agile Velocity Leaders often ask, 'Will implementing SAFe® lead to my desired outcome?'
In today's business, the current rate of disruption and increasing amount of global competition require organizations to treat their employees differently.
The Situation It's Monday morning. You've just come off a long weekend of work. You were up all night Saturday deploying the product and then had multiple configuration issues to address on Sunday. Now, it's Monday and you need to be in the office for an 8 AM meeting to hear what the new Agile [...]
Leadership Agility - Agile Leadership Fest 2019 from Agile Velocity What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders work differently.
Make Shift Happen: Leading Change - Global Scrum Gathering 2019 from Agile Velocity Change is hard. Despite our best efforts, approximately 70% of change initiatives fail. For the 30% that did not fail, there was most likely tension along the way.
Be The Change: Transform Your Organization Through Servant Leadership - Global Scrum Gathering 2019 from Agile Velocity 'Revolutionary Ideas do not change institutions. People change them.' - Robert K. Greenleaf. People over Process is the very first value in the Agile Manifesto.
Why Transformations Get Stuck - Global Scrum Gathering 2019 from Agile Velocity In this world of exponentially increasing market disruption, it is more imperative than ever for organizations to not only achieve operational agility (efficiency, speed, etc.)
I've found most executives genuinely want to know, 'How do I help our Agile transformation?' Becoming an agile company is new for leaders and teams. Yet, leaders are often left out while teams get the lion's share of the attention from Agile coaches.
We've been watching companies thrive--and struggle--for a long time. 2019 is our ninth year as a company and marks over 15 years of my personal work with clients as they transition to Agile.
2018 was a remarkable year for the Agile community. Agile is now expanding into new departments and industries. Companies are continuing to tackle the challenge of scaling Agile throughout their organization.
Originally printed in Architecture and Governance Magazine. A Red Hat report argues that Agile integration is the blueprint for enterprise architecture, and business success is increasingly based on your ability to adapt.
Today's Agile leaders manage with a more complete arsenal of skills and techniques than leaders of the past who led fundamentally different teams.
While leadership may vocally support an Agile transformation, misconceptions about what it takes to implement Agile often present hurdles. Here are the top 3 skills modern Agile leaders need to succeed.
'I cannot say whether things will get better if we change; what I can say is they must change if we are to get better.' - Georg C.
It takes a village to make an Agile transformation successful in any company.
Agile Velocity's Path To Agility® describes the activities and outcomes of implementing Agile and their impact on culture and business goals.
Agile Roles are well defined in any foundational training for Scrum or Kanban. However, it's not always clear who will be filling those roles as an organization begins using its chosen framework.
When considering scaling Agile, it is important to start small. Some of the various scaled Agile frameworks available can look incredibly complex, while others can look simplistic and incomplete at first glance. Relax. Don't over-complicate it.
According to the Bureau of Labor Statistics, the projected growth of employment opportunities for Software Developers from 2016 to 2026 is 24 percent.
'Individuals and interactions over processes and tools; 'Working software over comprehensive documentation; 'Customer collaboration over contract negotiation; 'Responding to change over following a plan.'
The amazing thing about the human spirit is that we think we can do anything we set our mind to. The problem is that we don't always follow up with, 'but should we?' Let me tell you a tale of our deck. Last spring my husband and I set a deadline to redo the deck [...]
In organization after organization Agile adoptions fail because 'Agile' is seen as something only technology teams do. They see getting to market faster and delivering more value as something that happens solely within the delivery team.
Many organizations we work with are very budget-driven. Many organizations do up front funding and budget management. This process feels good, as having a plan provides clarity and accountability.
Myths teach us concepts through a narrative. For example, before we had scientific proof that the earth's rotation caused our sunrises and sunsets, ancient civilizations believed the sun rose and fell because it was driven across the sky on a chariot.
Aristotle once made the observation the 'whole is greater than the sum of its parts.' While mathematically this is untrue (the whole is equal), there is a sense of awe when watching independent parts work together towards one goal.
Vince Lombardi. Phil Jackson. Kathryn Smith. These are some of the greatest Coaches in the history of sports. But what does being a Coach really mean? While they are experts of the game at hand, chances are, being an SME is only 50% of what a Coach does or is. A great athletic Coach takes [...]
During the first session of the Professional Coaching Course with New Ventures West, we discussed the idea that we as people live within our own self-sealed and self-reinforcing narrative.
Agile coaches are subject matter experts in Agile principles and practices and they apply their knowledge towards guiding struggling individuals, teams, and organizations.
There are a lot of bad work habits: being late, checking Facebook too* many times, not putting your dirty coffee mug in the dishwasher, and interrupting your coworkers during meetings. Bad habits are 'bad' because results are negative.
I was recently asked what in my experience was the most likely cause of gummed-up Agile transformations. I didn't hesitate in answering 'the frozen middle.' Top-level management buys into a transformation because they hear faster, better, and more predictable.
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Presented at Keep Austin Agile 2016, William Baxter explains how a true Agile transformation goes beyond the team level and team practices through his experience coaching a media company in New York City.
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An Agile transformation is more than a process change. The organizational structure is affected as well.
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Where are you on the Path to Agility? In a presentation for Keep Austin Agile 2016, David Hawks explained each phase of the Path to Agility journey including examples of typical challenges encountered along the way. Apologies for the abrupt pause in the middle of the video...
One of my (many) mantras is 'an Agile team succeeds or fails together.' To elaborate, I mean that the stronger/more effective and weaker/less effective members of the team should all be combined to deliver more value.
It was 1984. Explorer, architect, and author Saul Wurman began to notice a convergence of multiple disciplines, and in an interview with Fast Company, Wurman noted that he saw what people in the groups did not. 'They just didn't see they were one group...they didn't realize they were growing together.
Last week at Keep Austin Agile 2016 at the JW Marriot, May 26th, 2016, David Hawks and Doc List sat down to podcast with SolutionsIQ to discuss their Agile Amped respective sessions at this year's conference. We will have the full recorded sessions and presentations available in the next few weeks.
Don't forget to read part one of this blog series here: Path to Agility® Part 1. Whether it's to improve quality, shorten time to market, or increase the customer value of the products delivered, there are many benefits to true, lasting organizational Agility.
Most organizations adopt Agile to shorten time to market, increase productivity, improve alignment, and improve predictability. What we have found through our experience helping organizations is that the journey matters as much as the destination.
Agile is no longer the kid it once was. From 1957 to 2016, Agile has progressed through the stages of cute kiddo, awkward teenager, eager twenty-something, to mature thirty-ish adult.
Books like Khoi Tu's 'Superteams' and articles in the Harvard Business Review discuss what makes successful, high-performing teams. In the Agileverse¹, we talk a lot about self-organizing teams, transparency, servant leadership, and the power of cross-functional teams.
Since these Agile transformation misalignment pitfalls are straightforward and related to one another, we thought it would be easier to deliver them in one post.
And...we're back to our regularly scheduled program. Before the holiday break, we discussed Agile Pitfall #7, Not Improving Technical Practices. Time for number eight, solely focusing on optimizing at a team level instead of optimizing across the whole organization.
Becoming Agile is not just a process change. That's the first and probably most common misconception-and pitfall-in an organization's Path to Agility®. There are several facets of an Agile transformation, and a big one is to improve technical practices.
We live in a world where companies deliver cookies fresh out of the oven and stress-relieving puppies. On the other hand, we live in a world that sadly reminds us every day that we really do have a lot to be thankful for. Here are just a few of our reasons why we give thanks: [...]
Part 6 in our 10 Agile Transformation Pitfalls and How to Address Them Being one of many is a red flag on the Path to Agility®. The success of your Agile transformation depends on cross-functionality from feature teams. Image courtesy of Ohmymag.com Look around you.
You would think that within that behemoth of a project plan required of waterfall processes there would be a page or two outlining fixes and time needed to tidy up. But for the most part...there isn't.
Part 5 in our 10 Agile Transformation Pitfalls and How to Address Them With Agile, internal stakeholders, team members, and management have visibility into team activity like they've never had before.
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If a baker wants to double the number of carrot cakes he can produce in a week, he has two options: Hire another baker Optimize the recipe The first option means the added cost of a full-time employee in addition to the time (and thus money) spent training the new baker on precisely how the [...]
Part 4 in our 10 Agile Transformation Pitfalls and How to Address Them To the change agents spearheading Agile transformations in their organizations, the benefits seem obvious. Why wouldn't everyone want their team, or organization, to be Agile?
Part 3 in our 10 Agile Transformation Pitfalls and How to Address Them As more IT and software organizations transition to Agile, they're discovering Agile to be a better way to get quality work done faster. They're also discovering that the transition can be tough to navigate.
Part 2 in our 10 Agile Transformation Pitfalls and How to Address Them In part 1 of our 10 part blog series, I discussed a pitfall that is commonly seen in Agile transformations: Thinking Agile is Simply a Process Change.
The trend of IT and software organizations transitioning to Agile continues to grow. While Agile is a better way to get quality work done faster, the transition to Agile can be a weary road to travel.
Why do you need an Agile Coach? Developed by Virginia Satir, the Satir Change Model illustrates the impact a well-assimilated change has on group performance over time.
Part 5 of 6 in the 'Double the Value in Half the Time' series based on David Hawks' presentation from Keep Austin Agile 2015. Stay tuned for subsequent posts... The fifth problem... we're not getting things done. This is the Scrumbut part of Scrum.
Agile Velocity registers 52% growth in coaching and training revenue in the first half of 2015, driven by escalating demand for Agile transformation services.
Amazon lists over 3,000 books related to Agile Software Development and there is no shortage of information on the internet about how best to implement Agile, but I think there are still small improvements and tips I don't see often mentioned that I think are useful.
Between 47% and 70% of agile transformations fail to deliver expected results. Most stall not because of process failures, but because the organizational change management side was never addressed. Here are five proven tips to get your transformation moving again.
David Hawks, CST, CSC presented how to overcome 6 Agile Traps at the Keep Austin Agile conference.
David Hawks, CST, CSC, presented the Coach Role starts with Building Trust and Alignment at the Scrum Alliance's Scrum Gathering.
When clients start the journey of an Agile transformation, it is almost never without some pre-existing code.
Executive leadership plays an integral role in the success of an Agile adoption. Here are 5 ways leadership can affect the outcome, from managing changing priorities to improving team productivity and project visibility.
What is an Agile Coach? Teams that are adopting or facing challenges with Agile development often turn to an Agile Coach for help.
A Team's Agile Development Journey What typically happens when a software team adopts agile values and principles and implements a framework (such as Scrum)? Normally, after some initial learning, an early positive impact is common along with a feeling of progress.
David Hawks' presentation, Being Agile vs. Doing Agile: Deliver Double the Value in Half the Time, given at the PMI conference in Austin, September 2014. Being Agile: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Have you ever wondered if you are being utilized to the best of your abilities? Or Are you being held back from that role you feel you deserve? Or When is it the right time to make a proper exit from a company for career development? In my experience talking to thousands of people, it [...]
'Many Companies are Drowning in a Sea of Opportunity.' Ken Rubin made that statement at a conference I attended and it resonated with me.
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