Grow agility for your why

Organizational agility is about creating an adaptable organization with higher possibility to drive disruption in society, the industry & the marketplace. It is manifested through ↑effectiveness in optimizing current value/un-realized value with ↑frequency-of-impact, ↑quality, ↑learning, ↓drag, ↑flow, ↑efficiency, ↑work-sustainability.

The following are the changes that struck me the most in the 2020 Scrum Guide...

Email john@orderlydisruption.com to get the scalable vector graphics version.

 The 2020 Scrum Guide added commitments:

• to the Product Backlog artifact- the Product Goal
• to the Sprint Backlog artifact - the Sprint Goal, and 
• to the Increment artifact - the Definition of Done.  

 

2 min read Updated: Nov 6, 2018 In my Broad and Deep agility (BaDa) strategy, Nexus (without Scrum Studio), Scrum @ Scale or SAFe or Spotify ...

7 min read Updated: Nov 5, 2018   This article discusses the growth of agility for customer facing products with 3+ teams, probably tens of t...

 min read  Updated: Nov 6, 2018 I wrote recently about why you think your organization wants agility. I also wrote about comparing the Kanban...

In the Certified LeSS Practitioner classes by Craig Larman and Bas Vodde, system modelling is introduced.

I refer to system modelling in the sense of causal loop diagrams and stock & flow diagrams. I am a fan of both Dan Woodlock and Gene Bellinger. See sample videos below.

Why do you think your organization is growing agility? Is the direction of travel primarily to….

We thought of 28 potential reasons, and we’re curious how your organization would star-rate them. See https://www.surveymonkey.co.uk/r/whygrowagility?

16 min read Updated: Apr 29 John Coleman does an opinion piece on scaling patterns and none Consider this blog post as background for future...

“Scrum Masters are responsible for a well-working LeSS adoption. Their focus is towards the Teams, Product Owner, organization, and development practices. “

Note to leaders out there expecting Scrum Masters to only spend time with teams:

“AScrum Master does not focus on just one team but on the overall organizational system.” 

Most people already have an idea what value an Agile/agility coach offers. We see loads of debate about mentoring versus coaching so let’s not add to that debate.  In the context of the need for faster delivery of value while maintaining quality and not compromising the organization with large risks and fragility, what value does an agile coach not usually offer?