While absentmindedly considering the nature of organisations, and how they are structured, I sketched the following diagram – which, on reflection, throws up some interesting questions.
Note, I dashed this ages ago but never thought it was worth publishing – however, I publish it now as it may provide some value to someone somewhere!
Hello, not terribly avid readers, long time no post! Ironically in a blog post about outputs and outcomes I’ve really been awfully lax posting to this blog.
Helicoidal, what a lovely word. I’d never heard it before, but whilst reading about Yam cultivation in Papua New Guinea (what do you read for fun?
For those not in the know, I have a cat – a somewhat fancy grey beast that’s not really meant to be outdoors unattended, however, she’s taken to being walked on a lead – so my days are often punctuated with a cat walk in the garden.
There’s a debate going on at the moment about Zappos and their imposition/adoption of a new management structure based on Holocracy.
There are many things that can cause a software project to fail. I suspect we’ve all experienced a failed project at some time or another.
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.