About this blog on Agile at Scale, Leadership, Innovation, Coaching and Change Management
When the wind of change blows, some build walls, while others build windmills.
Chinese saying
The purpose of this blog is to share my experience since 2010 as I have been deploying and leading transformations on Lean, Agile and Agile at Scale. Here are the topics covered:
- For those who are new with Agile:
- An introduction to Agile and the two major frameworks, Scrum and Kanban.
- A quick review of Continuous Delivery with DevOps and Craftsmanship.
- An introduction to Lean Management and a comparison with Agile.
- The Agile at Scale model that I have implemented, especially what is not in the books and is coming from the field experience. Learn on Agile Squads, on Chapters and Guilds and on Tribes as inspired by the Spotify Model. Discover much more with advanced topics including the synchronization mechanisms for part derived from SAFe.
- A set of posts around Strategy and OKRs (Objectives and Key Results). Indeed, efficiency brought by Agile at Scale is useless if there is no relevant Strategy and if the Strategy is not articulated and cascaded properly.
- A group of posts around Agile Leadership.
- A set of posts about the innovation process and the digital disruptive technologies and related changes of paradigms.
- At last, a panel of posts about Change Management and Coaching.
About my experience on Lean, Agile, Continuous Delivery and Agile at Scale transformations
After more than 10 years in a major consulting company delivering IT projects and consulting missions in this area, I had the opportunity to support all the phases of an Agile transformation in a major bank in France since 2010.
The scope of the transformation is 7500 IT people worldwide plus the related client interface (Product Owner, Product Management Team). The worldwide split of staff is the following: about 50% of the staff is in France, 40% in Bangalore and the other 10% split over several locations, the main ones, New-York, London and Hong-Kong.
All started with the warm up of the implementation of Lean Management, then:
- The foundations of Agile,
- The Continuous Delivery with:
- more Agile on business side and a better management of value,
- deployment of technical practices: Craftsmanship and DevOps,
- Then the current phase with Agile at Scale.
Note that Agile at Scale is not just spreading Agile over the organization. Firstly, each department is transformed in order to have teams aligned and cadenced on the same business objectives. Secondly, transversal activities like budgeting and planning are transformed to embrace Agile principles.
Check out here a sample of the posts! And find much more in the header menu.
BVSSH: Better Value Sooner Safer Happier by Jonathan Smart. What are the outcomes of Agile and the patterns for a successful transformation?
BVSSH stands for Better Value Sooner Safer Happier, which are the primary outcomes of an Agile transformation as described in the book Sooner Safer Happier: Antipatterns and Patterns for Business...
Read MoreScenario Planning from the Royal Dutch Shell
What is Scenario Planning? How to develop scenarios? Where does Scenario Planning come from? And what is the connection with Strategy?
Read MoreRemote Team: definition, team building and collaboration, inspired by the Remote Team Interactions Workbook
What is the definition of a remote team and how to work remote? What are the types of remote teams? What are the best practices for remote and home work...
Read MoreAgile Software Architecture: Clean Architecture and Evolutionary Architecture
What is an Agile software architecture? How to design a good architecture and implement the clean architecture? How to go beyond, embrace emergent design and implement an intentional architecture with...
Read MoreMission and vision statement: company mission, vision and values
A mission statement describes what the company core business is and what it does today. A vision statement explains the ambition of the company and what it wants to achieve...
Read MoreOrganizational Culture and Leadership by Edgar H. Schein
Organizational culture can be defined in three levels: artifacts, the tangible part of the culture like rituals, climate and language, the espoused beliefs and values that is an intangible part...
Read MoreTeam Topologies by Matthew Skelton: how the Conway’s law and the Cognitive Load Theory support optimal design of organization
Team Topologies, in a nutshell, is an approach elaborated on the Conway’s law and the Cognitive Load Theory to support an optimal design of organizations for both business and technologies....
Read MoreCustomer Experience CX and Customer Journey mapping CJM inspired from Mapping Experiences by James Kalbach
Customer Experience also shorted as CX is a way to capture the experience of the use of a product or a service from the customer point of view. It describes...
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