As an executive, you will be faced with the choice to do the pivot (if you can) or persevere (if you have no other choice). This will lead to a series of “bets”. You lead with a hypothesis that the things you change will allow you to operate at pre-event levels. But, how long will it actually take for you to validate your hypothesis and have a bet pay off with pre-event levels? If you run out of time to figure it out or run out of bets you can place, then you either lose your standing in the market or worse risk going out of business.
Regardless of the organization or institution, there will always be dependencies. The larger the organization, the greater chance of the existence of dependencies.
This template is available for download from Tableau Public
I keep getting asked, does Jira Align support Flow Metrics, as defined in the Flow Framework and SAFe? The short answer is yes. If you believe these metrics will help unlock the potential of your teams, use this community post to see working examples of Tableau reports I have created using Jira Align and Enterprise Insights.
Your organization is siloed, mired by organizational and technical dependencies, and perhaps built on legacy systems.
Then, out of nowhere, you’re disrupted. It doesn’t matter if the cause is a small and nimble startup or a global pandemic. Nobody can do anything about it, unless you are built for change.
Ever asked yourself how you could be successful with Agile at scale? Let me show you how we've done it at LeadingAgile. In this one hour session that I presented to the PM Symposium in Washington DC, I explained how we've been successful by focusing on culture last and predictability first.
Best quote of Agile 2013 award goes to Dennis Stevens of LeadingAgile. In a well received session by Dennis and Mike Cottmeyer, they discussed the topic of gaining support for a sustainable Agile transformation. [follow the link to the presentation]. When fielding a question about taking a culture first approach, Dennis responded:
What are your thoughts? Culture first or last?
I read a really great post over at Mike Cottmeyer's Leading Agile blog. To paraphrase, he wrote about his son having a fishbowl that was in desperate need of cleaning. He described the situation as
this poor little goldfish was swimming literally in it’s own filth. The water was yellowish brown and just gross.
Mike went on to use the fishbowl as an analogy, to write about an Agile adoption and transformation client. He wrote that it’s easy from an outsiders point of view to see what’s going on, but the folks inside a company have a difficult time seeing how they can transform their environment. The challenge is that sometimes there is so much that has to change to get healthy, it’s difficult to figure out where to start. If you are that little fish, swimming around in that filthy bowl, how do you even begin to see what can be done about it? Have you just gotten used to the filth?
If you are in the bowl, how do you imagine getting out of the bowl, emptying the water, cleaning the glass, refilling the bowl, and getting back into a healthy environment?
I would say, if you are that goldfish, either you learn to clean your own bowl, hire someone to do it for you, or you find yourself a new bowl. There will certainly be some who will choose to swim in their own filth, until it chokes every bit of life out of them. I see too many analogous goldfish swimming in filth, because they lack the skills necessary to maintain their own bowl, because they believe that someone will someday come and change the water, or they think they can just live with it.
If your fishbowl becomes filthy, what would you do?
HT: Leading Agile
