‘Unprecedented’. A word we seem to be hearing on repeat at the moment. And rightly so – if someone had told me 6 months ago that we would be in this situation, in all honesty I would have nodded politely and rolled my eyes when they weren’t looking… (I would have been wrong).
Thoughts tagged:continuous improvement
If you work in an agile environment, and are now working remotely due to the lockdown, it can be a little daunting, and perhaps a bit bewildering as to how you can possibly keep things agile when you can’t physically get together with your team, and keep things moving across your physical board.
Agile. Scrum. Sprints. Retro’s. Time-boxes… When I first joined Nimble all I could see were question marks when phrases like these were thrown around
What a year! 2019. Wow! It will calm down one of these days, maybe when I retire 🤣
More and more organisations are subscribing to the idea of the Agile way of working, and making the snap decision to ‘go Agile’. A fantastic decision given the proven benefits of an Agile transformation; accelerating development of key, value-adding projects, reducing operational waste, enhancing communication and collaboration, creating an adaptable environment.
Nimble HQ went down to sunny Cambridge to check out this year’s Agile Cambridge, and it’s safe to say we had an awesome time!
I feel it's true of running a lean people driven collective (like I am now) and I had the same feeling when I think back to being a member of a cross functional delivery team. The beauty of a team who have different skills is that everyone thinks in different ways and therefore each brings something different to the collective pot.
Let’s get this out of the way first. This is not an original idea. Temporary teams capable of taking on complex projects have existed for decades. Hollywood is a great example, Producers assemble teams of directors, writers, actors, designers and a variety of other specialists to deliver projects with budgets in the tens if not hundreds of millions.
Ironically, I was agonising over that very question whilst drafting another blog when it hit me, the above question is the blog!
This is the first in a series on agile incentives. In it I will take a number of key roles within an organisation, outline the high-level incentives that person has, and then discuss how the adoption of agile aligns with those incentives. I'm going to start right at the 'top' of the organisation: the Chief Executive Officer (CEO).