I’ve been reading quite a bit about encouraging or growing certain types of culture in organisations. Cultures which promote continuous improvement or fostering greater empowerment with the organisation.
I’d like to talk to you about something, lean closer dear reader as I’m going to have to whisper this. The intricate ways you are accounting for value on your Agile projects is probably wrong.
The smoking ruins of failed agile seem to be wherever I look these days, with people bemoaning how it doesn’t work and has if anything made things worse.
I was thinking about the process of building a solution and it occurred to me that in many ways, each stage of developing a product or project is a simple Go/No Go question.
I’ve been learning about Rightshifting of late and am finding the mental models used difficult to imagine. This led me to think about how I could redefine them so they made more sense to me.
Coming from a background in digital agencies I’ve often asked why a client wanted to hire an agency. However clients rarely understand why they need to hire an agency and in a lot of cases it’s not actually what they need at all, well not a traditional agency relationship anyway.
How many times have you had a requirement from a client and implemented it diligently, only to find it’s not actually what they wanted at all?
I read with interest Alexander Kjerulf’s blog post on 10 things companies should stop doing now. Obviously any article in a top 10 format is going to talk in very general terms but I was surprised to see number four on the list… Corporate values.
Thousands of years ago on the grassy plains of Africa before the bow and arrow, early hominids used to literally run their prey to death.