Просмотр новости
Найдите то, что Вас интересует
Спутники
РН
SpaceX
Роскосмос
NASA
СпутникиРНSpaceXРоскосмосNASA
Image
As a Change professional specialising in Business Agility, Product Agility, and Coaching styles of leadership, I feel very passionate that we reflect on what Business and Product Agility really are.My concern is Agility has become so synonymous with Jira, Sprints, and Stand-Ups (sic), that tick-box implementations of those have become acceptable shorthand for “Being Agile” — but often without any real shift in the mindset or systems by which decisions get made and work gets done.To be clear, you can tick all the process boxes and still have no Business or Product Agility; and measuring Business and Product Agility by only testing that framework mechanics are in place is of limited value.Then, if we think Business and Product Agility equals everyone working in Sprints, it’s only natural to also think that scaling our agility means making more teams and teams of teams work in Sprints up and down the organisation.That is not in itself a necessarily good or bad thing, but if we do it without any commitment to removing causes of friction, waste, and delay, and without those shifts in mindset and systems, we might end up only multiplying the friction in the system.If that’s what happens, we might decide we must tie teams at the ankles, and revert to big, predictive planning — with corresponding change resistance — instead of empiricism and responsiveness to change.That’s how scaling what we do up can end up undoing our agility!I take every opportunity I get to communicate that the true north star goal of Business and Product Agility is not that everyone is working in Sprints and holding Stand-Ups.Agility is about quicker, more nimble, more accurate footwork — so we can act and respond to change faster than we could before, without getting stuck in unnecessarily long and slow process.★ Delivering value earlier and more frequently.★ Shortening the time between ideas and action.★ Learning faster than we could before.★ Making decisions faster — and making them better.★ Acting on decisions faster than we could before.To be clear, being able to learn, act, and adapt faster than we could before does not point at rushing. It is not about people working faster. It is about not getting stuck in queues, dependencies, and long, slow bureaucratic processes that slow us down. It is about not failing to get things done because every decision is tangled up in knots.In other words it is not about speed per se, but flow.All this points at systematically removing causes of waste and delay. It points at removing friction from the systems by which decisions are made and work gets done.There will always be dependencies, of course, and some bureaucracy is always necessary to avoid disintegration into chaos, but the Agile organisation repeatedly asks and answers how it removes what is making change hard — or at least makes it faster and lighter.Getting back to Sprints and Daily Scrums, don’t take my headline as a downer on them. I chose to become a Professional Scrum Trainer because I have experienced Scrum as one of the best ways to shift gears into agile product delivery. It is also one of the best ways to quickly learn what is stopping the organisation being more agile, so we can treat it.I’m just saying that if we confuse the means of Business and Product Agility with the true north star goal, we could end up measuring the wrong things and not getting the results we want.By contrast, if we remember our true north star goal for Business and Product Agility, and that frameworks like Scrum are a means towards that goal, not the goal in themselves, we’re more likely to mobilise the right improvement strategy and measures — and improve our agility.To guide that journey, it is worth looking at Evidence Based Management.Wishing you good Scrum,Steve.Stephen is the resident Professional Scrum Trainers at Lean Tree. Check out our Scrum training at https://leantree.co.uk/scrum-training
Image
With thanks to Steppe Walker and the free-to-use image library Pexels for the thumbnail image I chose for this thought.
| # | Наименование новости | Тональность | Информативность | Дата публикации |
|---|---|---|---|---|
| 1 | Incremental Delivery and the Need for Speed | 0 | 15.1 | 14-07-2026 |
| 2 | Scrum Isn't for Stormtroopers | 0 | 15.26 | 28-07-2026 |
| 3 | No Manager in Scrum? | 0 | 13.2 | 20-07-2026 |
| 4 | Cognitive Trap: Velocity Misinterpretation | 0 | 7.37 | 20-07-2026 |
| 5 | The Pyramid of Impediments | 0 | 11.2 | 26-07-2026 |
| 6 | The Project Manager Isn't Dead. It Was Disassembled on Purpose! | 0 | 16.43 | 27-07-2026 |
| 7 | Beyond Blame: Transforming Team Dynamics Through Feedback | 0 | 16.56 | 22-07-2026 |
| 8 | Wie drei Jira-Spalten Release-Prognosen sabotieren – und wie Scrum Teams ihr Board reparieren | 0 | 11.71 | 28-07-2026 |
| 9 | Silos are the Bane of Value Delivery | -5 | 7 | 29-06-2026 |
| 10 | The New AI Operating Model. Start By Using Scrum | 0 | 6 | 07-07-2026 |