Friends, I shared this article on LinkedIn earlier this month on transformation failures, and it made me think of a story close to me. This is a tale of a digital traveler: a lean man who had fire in his agile soul, a fire that was nearly drowned out after getting caught in the rush of an unexpected waterfall. This is the story of that dream shattering, his redemption, and a cautionary tale for all the other heroes out there on their own digital transformation quests. Pour yourself your beverage of choice, and settle into your favorite easy chair next to a crackling fire, because I’m about to tell you a tragic story: The Death of an Agile Transformation in Four Acts.
Information technology has been an essential part of society for the last several decades and it’s only going to become more integrated into our daily lives going forward. There is no question that information technology is evolving at a rapid pace. With this rapid rate of evolution comes a huge demand for a wide range of tech jobs throughout the country. These waves of tech talent are vital to the sustainability of this fast-paced industry and the advancements that come from it.
Software development teams and their tools have a relationship similar to that of drivers and their race cars: when they find the one they like, they stick with it. Sure, they might add new components or upgrade old ones that have aged out. They might even try out a new model, trading in the older model to get all the latest chassis changes, as well as the new bells and whistles. But at the end of the day, they stay faithful to the strengths of the automotive design team that always seems to know what they want in a car, and keeps delighting them with their latest innovations.
As agilists, one of our primary drivers is to continuously improve the outcomes of our work. This often means stepping back, taking a critical look at the impact our way of working has on our outcomes, and participating in an inspired, passionate debate about ways to improve them. Every now and then, when engaged in debates of this nature, you stumble upon something monumentally huge: a critical problem or set of related problems that, if solved, can help hundreds of thousands of people be better at what they do. That’s when it’s time for your crew to buckle down, flex those brain muscles, and figure out how to communicate the message in a digestible, clear way that will maximize its value to and impact on the market, and ultimately, future customers.
There’s no question that new technology has made many positive impacts on our daily lives. Over the last decade, we’ve seen a lot of innovative change, specifically with the introduction of tablets, drones, smart watches, and electric vehicles.
At AgileCraft, we are driven to expose and enable what’s truly important to running successful programs and release trains. We leverage our extensive experience collaborating with customers as they transform their companies to uncover unique insight into the best way to work, day to day, on programs, release trains and PIs. What we’ve discovered is that program managers and RTEs are the soul of servant-leadership on scaled agile teams. They need to have top-to-bottom transparency and insights into all aspects of their programs and release trains. This can only be accomplished when all the elements of the program and associated data can be intelligently connected through tooling.
Steve Elliot, the AgileCraft CEO, and I recently conducted a webinar on Value Engineering – if you missed it, please take a look here. This practice is new to many, and yet is truly lean way of maximizing your innovation portfolio, products and investments. We had such an incredible response to the webinar, that we decided to jointly publish a white paper which goes into much more detail about how to implement Value Engineering in your organization, along with some real success stories. This white paper can be downloaded for free in the AgileCraft resource library.
At AgileCraft we are very fond of our Pegasus AI, it’s able to leverage big data with machine learning to help sense and adapt to changes at the business level, drive portfolios and power engineering teams.
In my last post, I covered the seven characteristics of what being #WorldsMostAgile means to me. These were inspired by a group of humans that have had or are currently changing the world with their ability to think and act with agility. So without further ado, I’ll introduce you to my dream team roster of #WorldsMostAgile humans, divided into two categories:
The first list includes the immediate movers and shakers who are currently tearing it up out there on the front lines, in the throes of their immediate transformation successes. The second list covers the lifetime achievement awards, for leaders who have changed the world in over the course of their long and influential careers