Agility In Organizations
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How To Make The Whole Organization Agile - Steve Denning

How To Make The Whole Organization Agile - Steve Denning | Agility In Organizations | Scoop.it
Leadership storytelling inspires the culture shift to Agile

Via Claude Emond
Luis Sequeira's insight:
Interesting read that spans the major 'agility' mindset change at organizational and individual levels.

Storytelling I agree is a change vehicle to help this needed transition.
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Claude Emond's curator insight, August 9, 12:50 PM

Very true and very relevant. Alas, except for the 5-10% transformational baby boomer leaders out there, what it says about my generation's reluctance to shift from its top-down control-centered management paradigm to the necessary networked distributed agile-centered leadership paradigm that fits with our VUCA world, is also very true. This generation still calls the shots, so that is very sad for most of our  organizations that really need now to switch to an agile mindset to thrive.

Claude Emond's curator insight, August 9, 12:51 PM

Very true and very relevant. Alas, except for the 5-10% transformational baby boomer leaders out there, what it says about my generation's reluctance to shift from its top-down control-centered management paradigm to the necessary networked distributed agile-centered leadership paradigm that fits with our VUCA world, is also very true. This generation still calls the shots, so that is very sad for most of our  organizations that really need now to switch to an agile mindset to thrive.

Claude Emond's curator insight, August 9, 12:51 PM

Very true and very relevant. Alas, except for the 5-10% transformational baby boomer leaders out there, what it says about my generation's reluctance to shift from its top-down control-centered management paradigm to the necessary networked distributed agile-centered leadership paradigm that fits with our VUCA world, is also very true. This generation still calls the shots, so that is very sad for most of our  organizations that really need now to switch to an agile mindset to thrive.

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Brian Robertson: "Holocracy" NYC | Talks at Google - YouTube

Brian J. Robertson

Via Claude Emond
Luis Sequeira's insight:

Holocracy as a different approach to management relates to agile principles, values and mindsets. It's a "fundamental change" as the author referes to and the transition could be difficult. Also, it is not a silver bullet, and eventually it is not suitable for some type or organisations and businesses.

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Claude Emond's curator insight, July 9, 2015 11:19 AM

Learn about the new «buzz-wor(d)ganization» from the mouth of the guy who trademarked this. New recipe? «Might» work for Zippos - only sufficient application time will tell us and Zippos that! All I know is that it is ONE possible application of Arthur Koestler (not mentioned or credited on Holacracy (TM) business site) ideas on holons and the resulting holarchy (term coined by Koestler). Mr. Robertson's trademark is an application that works, like any other applications, depending on the specific organizational and business context at hand. This is not THE universal solution. There is NO universal solution besides thinking twice before applying any solution to your given context; the solution to this context is not written anywhere; you have to co-create it with your stakeholders.

Claude Emond's curator insight, July 9, 2015 11:20 AM

Learn about the new «buzzwor(d)ganization» from the mouth of the guy who trademarked this. New recipe? «Might» work for Zippos - only sufficient application time will tell us and Zippos that! All I know is that it is ONE possible application of Arthur Koestler (not mentioned or credited on Holacracy (TM) business site) ideas on holons and the resulting holarchy (term coined by Koestler). Mr. Robertson's trademark is an application that works, like any other applications, depending on the specific organizational and business context at hand. This is not THE universal solution. There is NO universal solution besides thinking twice before applying any solution to your given context; the solution to this context is not written anywhere; you have to co-create it with your stakeholders.

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Grow Your People, Grow Your Organization - Ten Directions

One of the few strategies that can help us to develop greater leadership aptitudes is the use of developmentally crafted curriculum.
Luis Sequeira's insight:

Agility understood as a cultural trait of organizations is fundamentally guided and sponsored by people that have leadership roles. In order to introduce and sustain agility in organizations, first the leaders need to have a "deliberately developmental" mindset, focused on

- Inner Agility

- Organizational Diversity

 

The author refers to "leaders that self-initiate, self-direct and self-manage" has a key success factor to organizations that are successful. Although agility is much about teams and team work, 'selfies-traits' (e.g. self-organization, autonomy) are key characteristics of an agile mindset and behaviour.

 

Bottom-line is that change and uncertainty cannot be fully avoided. Agility and agile mindsets and behaviours help people and organizations to cope with this change and uncertainty.

 

"Diversity is fundamentally about difference. And difference is fundamentally about change." 

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The Complexity of Complexity

The Complexity of Complexity | Agility In Organizations | Scoop.it
it will be a bit messy. So is life.
Luis Sequeira's insight:

Dealing with complexity in organisations is part of an agile mindset, culture, and set of values. As the author states, dealing with complexity " will be a bit messy. So is life.". So is life!

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How to Fix Agile (and Cloud and DevOps) With This One Neat Trick

How to Fix Agile (and Cloud and DevOps) With This One Neat Trick | Agility In Organizations | Scoop.it
© 2014 Jeff Sussna, Ingineering.IT
The Agile community seems to be going through a renewed bout of soul-searching. On what seems like a daily basis I see posts questioning the relationship between...
Luis Sequeira's insight:

Focus more on outcomes and benefits! Less on process and outputs!

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The Done Manifesto Lays Out 13 Ground Rules for Getting to Done

The Done Manifesto Lays Out 13 Ground Rules for Getting to Done | Agility In Organizations | Scoop.it
Sometimes (or maybe all too often), you have to churn out work—good, creative work done with tight deadlines. The Done Manifesto is a set of working rules based on a sense of urgency. No time for careful deliberation, move on. Could you subscribe to this manifesto to get your work done? Sound off in the comments. You can follow or contact Melanie Pinola, the author of this post, on or .
Luis Sequeira's insight:

Getting things done is a key characteristic of an agile approach. It allows fruitful feedback cycles and empowers teams to have an adaptive mindset. A good example is the "Definition of Done" normally associated to User Stories.

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Claude Emond's curator insight, July 17, 2015 7:57 PM

Are we done or not? The most essential question to ensure benefits realisation for all stakeholders!

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Continuous Delivery: The Agile Successor

Continuous Delivery: The Agile Successor | Agility In Organizations | Scoop.it
Traditional Agile methods have been obliged to evolve quickly to address current programming needs. Continuous delivery mixed with select Agile practices is emerging as the preferred way forward.
Luis Sequeira's insight:

2 notes on this more technical article and agility:

 

a) "The celebration of the tenth anniversary of the Agile Manifesto three years ago..." This means the Agile Manifesto has 13 years! And that agile practices are becoming evermore the standard, from both a product management and product development perspectives.

 

b) Agility is more than just software development practices that have been around for a long time now and are still evolving. Continuous Delivery, DevOps, and so forth, are product management and development blended approaches that support the cultural and organisational changes needed to become more agile, i.e., more adaptive and resilient. 

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3 Agile Guys | Why having a Definition of Ready can help your transition to Agility

3 Agile Guys | Why having a Definition of Ready can help your transition to Agility | Agility In Organizations | Scoop.it
Luis Sequeira's insight:

Definition of Ready (+ Definition of Done) are key to common understanding and commitment between the persons that need something and the people that provide it!


Beware of the "hidden assumptions that were undermining working together". People and assumptions! 


Also a great 'translation' of how agile was understood: "Agile being 'ad-hoc', being 'whatever, whenever', being 'do what the hierarchy tells you without questioning'.

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Three Secrets of Organizational Effectiveness

Three Secrets of Organizational Effectiveness | Agility In Organizations | Scoop.it
How the practices of pride builders can help you develop a high-performance culture.
Luis Sequeira's insight:

Neuroscience meets management. Agility in organizations relies heavily in a mindset, a set of principles to adhere to and behaviours to adopt, meaning, relies on the people that are part of organizations. The 3 "secrets" of organizational effectiveness presented in this article can help organizations walk the path towards agility!

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Antifragility and Software Development | Javalobby

Antifragility and Software Development | Javalobby | Agility In Organizations | Scoop.it
Luis Sequeira's insight:

Leverage feedback loops. Move from a predictive approach to an adaptive approach! Commitment (skin in the game) is key in every organisational endeavour!

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The Agile Holocracy

The Agile Holocracy | Agility In Organizations | Scoop.it
Agile is a culture, not a set of practices. It is upper management's job to establish that culture, and then let it work. A holocratic organization is one of the better ways to do that.
Luis Sequeira's insight:

Agile is a culture indeed! Behaviours, values, actions define cultures. Regarding agility in organizations, of course there are shades of "cultures", depending on the size, history, and, voila, the existing culture! Holocratic organizations could be seen as the "extreme agile organization"! But it also depends on the perspective you look into this subject!

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The Neuroscience of Agile Leadership

The Neuroscience of Agile Leadership | Agility In Organizations | Scoop.it
Why does having the overview and influence make us feel rewarded? How do we adapt better to change? And how can we shift mindsets to become more Agile? Find out from breakthrough research in neuroscience why all the "soft, people stuff" around Agile works, how we can help people adapt better to change, and how we can influence real mindset shifts in an organization.
Luis Sequeira's insight:

Interesting perspective on how our brain works (high-level), the challenges of changing habits, and how an agile approach to change may help, both individuals and organisations.

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Agile Cancer: Stop Whining and Cure It

Agile Cancer: Stop Whining and Cure It | Agility In Organizations | Scoop.it
As we speak, agile leaders are killing their children. Dave Thomas proclaims that Agile is now for “people who don't do things”.
Luis Sequeira's insight:

Agile in sensu lato (values, principles, behaviors) can help organizations adapt to new constraints (e.g. knowledge workers are not "fans" of command-control structures) and exploit new opportunities (e.g. collaborative environments and economies).

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We Need More Agile IT Now!

We Need More Agile IT Now! | Agility In Organizations | Scoop.it
heavy-handed and better suited to the physical construction industry (where they are dealing with laws of physics) instead of the IT industry (where we are dealing with patterns of human behavior)
Luis Sequeira's insight:

Status of agile IT for software-based solution development environments and numbers around it. 

 

As the author nicely puts it, traditional project management approaches are sometimes "heavy-handed and better suited to the physical construction industry (where they are dealing with laws of physics) instead of the IT industry (where we are dealing with patterns of human behavior)".


Finding the right balance is the key, leveraging years of project management practice with the agile values, mindset, behaviours, and techniques, all towards the goal of designing and running organisations that can be more agile and adapt faster.

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In Search of Agile Architecture

In Search of Agile Architecture | Agility In Organizations | Scoop.it
Despite years of refinement, Agile development still does not include architecture and design.
Luis Sequeira's insight:

(1) Agility at construction-time vs (2) agility at architecture+design-time

 

(1) one can say is well established via the different set of tools&techniques that followed the publishing of the Agile Manifesto

 

(2) one can say, as it is stated in this article, it is not so well established since agility is still not seen as an approach to be applied to the more conceptual and strategic level of architecture and design. 

 

A meet-in-the-middle model is due...

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The symbol of life should be a loop, not a helix – Jamie Davies – Aeon

The symbol of life should be a loop, not a helix – Jamie Davies – Aeon | Agility In Organizations | Scoop.it
what has been achieved so far by the system is used to control its current behaviour. This type of control is called feedback, and is represented by a loop feeding information from the output of a process back to its input.

In the case of the cytoskeleton, the stability of a filament depended on whether it was carrying a mechanical force, which in turn depended on whether it was in the right place to connect to cell junctions. The achievement of a filament (to be in a useful place or not) is therefore fed back to decide what it will do next (survive, or be disassembled). In the case of the blood capillaries, the extent to which present growth has been adequate to bring enough oxygen into the tissues is fed back, via VEGF, to control whether the capillaries continue to grow or remain as they are. And the same principle seemed to explain the schooling of fish: any error in an individual fish’s relative positions and direction compared to its neighbours is used to modify its swimming, to make the error smaller. Seen from the abstract perspective of feedback loops, adaptive self-organisation looks more or less the same across all scales of life, from the architecture of subcellular assemblies to the arrangements of co-operating species in ecosystems.
Luis Sequeira's insight:

'Biology' should be introduced to 'Management'. 

 

"... what has been achieved so far by the system is used to control its current behaviour. This type of control is called feedback, and is represented by a loop feeding information from the output of a process back to its input."


"... Seen from the abstract perspective of feedback loops, adaptive self-organisation looks more or less the same across all scales of life, from the architecture of subcellular assemblies to the arrangements of co-operating species in ecosystems."

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Behind the Scenes: Teach an Amazing Class on Design Thinking | LinkedIn

Behind the Scenes: Teach an Amazing Class on Design Thinking | LinkedIn | Agility In Organizations | Scoop.it
Luis Sequeira's insight:

Design thinking class mindset pretty much aligned with the agile mindset: collaboration, communication, feedback, interaction, learning, adapting!

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Holocary - The Next Big Thing You Missed: Companies That Work Better Without Bosses | Business | WIRED

Holocary - The Next Big Thing You Missed: Companies That Work Better Without Bosses | Business | WIRED | Agility In Organizations | Scoop.it
As online shoe-seller Zappos embraces a non-hierarhical management structure, the question lingers: Is there really such a thing as a boss-free workplace?
Luis Sequeira's insight:
Agility in organisations relates to how they are structured. Formal and rigid hierarchies may undermine the "agility". As agile mindsets and behaviors pave they way in organisations, an holocracit organisation may bring the desired agility to organisation. Holocracy, something to keep an eye on!
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Agile Roundup: Leading Agile Teams

Agile Roundup: Leading Agile Teams | Agility In Organizations | Scoop.it
Luis Sequeira's insight:

Agile approach "feelings" from the trenches. 3 main topics: people vs project management centric, coping with crisis within teams, and feedback!

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Agility Is The Key To Survival In Good Times And Bad

Agility Is The Key To Survival In Good Times And Bad | Agility In Organizations | Scoop.it
Most small businesses are trying to forget the recent recession, and get back to “business as usual.” They don’t realize that business as usual is gone forever. With social media and smart phone conversations, real product information spreads at astounding speeds. Entrepreneurs that are not listening, not engaging, and not [...]
Luis Sequeira's insight:

"Business agility is defined as the ability to adapt rapidly and cost efficiently". Spot on! And the small, safe-to-fail approach is key to become agile.

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Getting the Point of Points

Getting the Point of Points | Agility In Organizations | Scoop.it
"Points" were originally a way to talk about effort in a dysfunctional (from an agile-planning perspective) environment that focused on time-based rather than priority-based planning.
Luis Sequeira's insight:

Another great and insightful read regarding an estimate technique for requirements typically used in agile approaches: points (e.g. user story points).

Bottom-line: points are not there to be gained (it's not a game) but rather to allow the teams to estimate size, complexity of what needs to be done and watch out for the tooling around "agile"....

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