Food for Agile Thought’s issue #137—shared with 16,261 peers—focuses on the role of the agile manager, from cracking the whip to servant leadership.
We support the ‘Scrum Master Trends 2018’ initiative of Scrum.org and Age of Product and learn from Semco’s example that becoming self-organized is a lucrative investment.
Lastly, we address common product creation issues, from talking to paying customers — and not to the folks in the cubicles next to you — to communicating roadmaps to stakeholders.
Food for Agile Thought’s issue #136—shared with 16,018 peers—focuses the scrum master endgame or: when is it time for the coach to look for a new team?
We also learn why scrum and DevOps are practically made for each other, that we need to focus more on the cost of decision making, and how the unconscious application of a mental model may lead you in the wrong direction on your quest for product/market fit.
Lastly, we enjoy the ultimate checklist for corporate innovation projects—please, move fast and break things! (And do not forget the hoodies.)
Food for Agile Thought’s issue #135—shared with 15,812 peers—focuses on agile ecology, given the rise of the agile-industrial complex, and why we all are called to do something about it.
We also learn how to scale high-performance technology organizations with Lean and DevOps, and why Henry Ford’s principles destroy software engineering today.
Lastly, we deal with organizational silos and other management principles that so often prevent product teams from creating useful products — from a customer perspective. (Which is why Marty Cagan calls product management a hard thing.)
Food for Agile Thought’s issue #134—shared with 15,621 peers—focuses on agile failure patterns in organizations, at the leadership and the operational level.
We also learn new tricks how to deal with unexpected work during a sprint, which might come handy when agile coaching by virtual reality techniques finally overcomes the Manifesto’s face-to-face mantra. Supposedly, that will happen in a few years time.
Lastly, we revisit the fate of Yahoo where having the best and brightest at the right place at the right time did not prevent Yahoo’s decline and—ultimately—demise.
Food for Agile Thought’s issue #133—shared with 15,436 peers—explains why agile Taylorism — or introducing ‘agile’ by a command and control — is a futile approach. We also learn that competing and collaborating do not have to be mutually exclusive while becoming a learning organization.
We get a better understanding how continuous product discovery works in practice, how to avoid triggering your customers’ resistance to (product) changes, and why Geoffrey Moore might have been wrong.
Lastly, we enjoy the opportunity to learn more about becoming agile in distributed teams—with a free ebook courtesy of InfoQ.
Food for Agile Thought’s issue #132—shared with 15,184 peers—covers the latest version of the Agile Fluency ™ Model. Moreover, we learn why we are particularly bad at planning projects of all kind, and how visualizing with LEGO® may add to your organization’s bottom line.
We also find out how to deal with brilliant jerks and other difficult people as well as picking your battles in general.
Lastly, we appreciate a lesson on how to deal with legacy organizations that embrace innovation mostly verbally.
