Podcasts about Agile

A special simulcast of this week's Off-Nominal—the other show I do, if you somehow haven't heard of it!—because it's exactly the topic list with exactly the guest I had up next on my list. I'm joined by Adrian Beil of NASASpaceflight to talk about the recent mayhem at Starbase, and to kick around European space policy topics in the run up to the ESA Ministerial later this year.This episode of Main Engine Cut Off is brought to you by 34 executive producers—Creative Taxi, David, Donald, Matt, Frank, Better Every Day Studios, Warren, Bob, Russell, Pat from KC, Pat, Lee, Joel, Tim Dodd (the Everyday Astronaut!), Ryan, Josh from Impulse, Joonas, Natasha Tsakos (pronounced Tszakos), Heiko, Will and Lars from Agile, Fred, Kris, Stealth Julian, Joakim (Jo-Kim), Theo and Violet, Jan, Steve, The Astrogators at SEE, and four anonymous—and hundreds of supporters.TopicsAdrian Beil (@BCCarCounters) / TwitterAdrian Beil, Author at NASASpaceFlight.comOff-Nominal - YouTubeEpisode 202 - Rapidly Adjusting (with Adrian Beil) - YouTubeFollowing the Loss of Ship 36, SpaceX now Focuses on Rebuilding Masseys - NASASpaceFlight.comJack Beyer on X: “Close up slow motion footage of the unexpected event(s) during Northrop Grumman's BOLE DM-1 stb test today.”Northrop Grumman tests SLS Block 2 BOLE booster in Utah; nozzle issue seen - NASASpaceFlight.comESA studying impacts of proposed NASA budget cuts - SpaceNewsESA moving ahead with ‘resilience from space' satellite imaging program - SpaceNewsThe ShowLike the show? Support the show on Patreon or Substack!Email your thoughts, comments, and questions to anthony@mainenginecutoff.comFollow @WeHaveMECOFollow @meco@spacey.space on MastodonListen to MECO HeadlinesListen to Off-NominalJoin the Off-Nominal DiscordSubscribe on Apple Podcasts, Overcast, Pocket Casts, Spotify, Google Play, Stitcher, TuneIn or elsewhereSubscribe to the Main Engine Cut Off NewsletterArtwork photo by NASAWork with me and my design and development agency: Pine Works

Lilia Pulova: Business Case Ownership—The Product Owner's Core Duty Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: Always Present and Inspirational Lilia describes an exceptional Product Owner whose defining characteristic was consistent presence with the team. This presence went beyond just showing up - it was inspirational and made team members genuinely care about their delivery and the product they were building. The Product Owner served as the vital connection between the team and the organization's wider mission, helping everyone understand how their work contributed to the bigger picture. This constant engagement and visibility created a motivated team that took pride in their product development efforts. The Bad Product Owner: Unprepared and Responsibility-Shifting Lilia encountered a Product Owner who exemplified poor practices by consistently arriving at backlog refinement meetings without any preparation, expecting developers to provide business context instead. This approach was fundamentally wrong because developers aren't equipped to discuss business expectations or product direction - that's the Product Owner's responsibility. This individual habitually said "yes" to all tickets without consideration, shifted decision-making responsibility to the team, and relied on architects to manage the product and determine sprint priorities. Product Owners must own the business case rather than delegate it, and keep the business rationale constantly visible to the team. Self-reflection Question: How do you ensure your Product Owner maintains proper preparation and ownership of business decisions rather than shifting these responsibilities to the development team? [The Scrum Master Toolbox Podcast Recommends]

Lilia Pulova: Building Self-Sufficient Teams Through Emotional Intelligence Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Lilia defines success for Scrum Masters by asking a simple but powerful question: "Do people feel supported?" Her approach focuses on training teams to take on her responsibilities and make their own decisions. Rather than dictating solutions, she presents options and allows teams to choose their path. Over time, teams learn these options and develop independence in decision-making.  She maintains awareness by monitoring delivery metrics, watching for tickets that take too long, and staying attentive during daily stand-ups. With her primarily remote team keeping cameras open, Lilia reads emotions and body language to identify potential issues early, preventing small conflicts from escalating into major problems. Self-reflection Question: How well do you read the emotional state of your team members, and what early warning signs might you be overlooking? Featured Retrospective Format for the Week: 1-on-1 Retrospective Lilia advocates for the 1-on-1 retrospective as her most effective format, explaining that people open up more in private conversations than in group settings. While group retrospectives can work well with smooth conversation flow, she finds that structured formats don't always suit every team - sometimes the "lack of format" creates better outcomes. The key to successful 1-on-1 retrospectives is building strong relationships and establishing trust, which she considers the most important foundation for effective retrospectives. [The Scrum Master Toolbox Podcast Recommends]

The telecom industry is undergoing a fundamental transformation. This shift is creating new business opportunities and services but also brings significant challenges in transformation and modernization. In this special bonus episode, building on our Reimagining Telecoms mini-series, we dive into the current opportunities shaping today's dynamic telco landscape.This week, Dave, Esmee and Rob talk to Vivek Badrinath,  Director General of the GSMA about the current opportunities shaping today's dynamic telco landscape and the role of GSMA. TLDR01:38 Introduction to Vivek and the bonus episode03:48 In-depth conversation with Vivek Badrinath42:13 Can empathy become a strategic KPI in telecom?47:20 Event in Uzbekistan and doubling down on the digital ecosystem GuestVivek Badrinath: https://www.linkedin.com/in/vivekbadrinath/HostsDave Chapman: https://www.linkedin.com/in/chapmandr/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/ ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/with Praveen Shankar: https://www.linkedin.com/in/praveen-shankar-capgemini/SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/'Cloud Realities' is an original podcast from Capgemini

In einem inspirierenden Gespräch mit Joel Kaczmarek enthüllt Tobias Haubert, Agile Coach bei Signal Iduna, die faszinierende Reise der Einführung von OKRs in einem etablierten Unternehmen. Tobias teilt seine Erfahrungen und gibt wertvolle Einblicke, wie man in einem großen Konzern agile Methoden erfolgreich implementiert. Von den Herausforderungen bis zu den Erfolgen – Tobias zeigt, wie gesunder Pragmatismus und eine klare Kommunikation den Weg zu mehr Effizienz und Transparenz ebnen. Ein Muss für alle, die Transformation hautnah erleben möchten! Du erfährst... …wie Tobias Haubert OKRs bei Signal Iduna erfolgreich einführte …welche Rolle gesunder Pragmatismus bei der Implementierung spielt …wie OKRs die Kommunikation und Transparenz im Unternehmen stärken …warum individuelle Anpassungen der OKR-Methodik entscheidend sind …welche Herausforderungen und Erfolge Signal Iduna mit OKRs erlebte __________________________ ||||| PERSONEN |||||

Lilia Pulova: Leading an Agile Transformation—The Power of Patience and Small Wins Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Lilia shares her experience leading a genuine Agile transformation in an organization just beginning their journey. Faced with widespread skepticism and resistance, she encountered impatient stakeholders demanding immediate results during the challenging first 2-3 months. The breakthrough came after two months when stakeholders finally witnessed tangible improvements in the application and faster release cycles. Patience emerged as the critical skill that carried the transformation through its most difficult phase. Lilia emphasizes the importance of conducting numerous one-on-one conversations and consistently praising teams while celebrating small wins to maintain motivation throughout the change process. Self-reflection Question: How do you maintain team morale and stakeholder confidence during the uncertain early phases of organizational change? [The Scrum Master Toolbox Podcast Recommends]

In this episode of the Agilists: Aspire and Achieve podcast, host Renae Craven and guest Tricia Broderick explore the topic of speaking at agile conferences including tips on submissions, preparing for your talk and how to be a keynote speaker.   About the Featured Guest Tricia is a leadership and organizational advisor. Tricia has over 25 years of experience, igniting growth in leaders and teams to deliver quality outcomes. Tricia is an experienced speaker at agile conferences, has organized conferences and also been a reviewer for agile conference submissions.   The Women in Agile community champions inclusion and diversity of thought, regardless of gender, and this podcast is a platform to share new voices and stories with the Agile community and the business world, because we believe that everyone is better off when more, diverse ideas are shared. Podcast Library: www.womeninagile.org/podcast Women in Agile Org Website: www.womeninagile.org  Connect with us on social media! LinkedIn: www.linkedin.com/company/womeninagile/ Instagram: www.instagram.com/womeninagile/ Twitter: www.twitter.com/womeninagileorg  Please take a moment to rate and review the Women in Agile podcast on your favorite podcasting platform. This is the best way to help us amplify the voices and wisdom of the talent women and allies in our community! Be sure to take a screenshot of your rating and review and post it on social media with the hashtag #womeninagile to help spread the word and continue to elevate Women in Agile.   About our Host Renae Craven has been coaching individuals, teams and organizations for over 13 years and has spent a lot of time investing in and formalizing her professional coaching skills in recent years. Renae's passion is leading and coaching organizations and as a Certified Team Coach with Scrum Alliance, she helps teams to find their rhythm and pace that balances learning with delivery. Renae established her own company NaeCrave Pty Ltd (www.naecrave.com.au) in 2020 and keeps herself busy with coaching and training delivery. Renae is also a certified BASI Pilates instructor and runs her own pilates studio in Brisbane, Australia. She has a YouTube channel called ‘Pilates for the Office Worker' which features short 5 minute guided sessions that anyone can incorporate into their day, especially those of us who have been sitting down for extended periods. Subscribe to her channel Crave Pilates. Renae has been organizing the Women in Agile group in Brisbane since 2018. You can follow Renae on LinkedIn (https://www.linkedin.com/in/renaecraven/).

Lilia Pulova: Leadership Red Flag—When Managers Care More About Career Than Team Success Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Lilia shares the story of when she worked with a troubled team where all projects were running late. As a junior Scrum Master, she struggled to identify that the root cause was a manager more focused on career advancement than team success. This manager only paid attention to team members who could provide exposure to higher management, dismissing other requests with "let's solve that later." Integration problems mounted, key people were absent, and when COVID arrived, the team was ultimately disbanded. This experience taught Lilia crucial lessons about taking ownership of team success and viewing the Scrum Master role as a continuous learning journey in leadership. Self-reflection Question: How well do you understand the human dynamics within your team, and what signals might you be missing about individual motivations? Featured Book of the Week: 48 Laws of Power by Robert Greene Lilia recommends "48 Laws of Power" by Robert Greene for its insights into human behavior and understanding the consequences of our actions when working with others. As Scrum Masters who interact with humans daily, this book helps develop awareness of interpersonal dynamics. One key principle Lilia applies is "always say less than necessary" - helping teams make decisions rather than overwhelming them with too much information or direction. [The Scrum Master Toolbox Podcast Recommends]

Agile processes often deliver better ROI than new martech tools. Greg Kihlström, principal of The Agile Brand and advisor to companies like Adidas and Toyota, shares his expertise on implementing agile approaches to marketing technology. He emphasizes establishing good measurement frameworks before adding new tools, creating agreement on success metrics, and developing cyclical workflows that prioritize process improvements over constant technology acquisition. Show Notes Connect With:Greg Kihlström: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Agile processes often deliver better ROI than new martech tools. Greg Kihlström, principal of The Agile Brand and advisor to companies like Adidas and Toyota, shares his expertise on implementing agile approaches to marketing technology. He emphasizes establishing good measurement frameworks before adding new tools, creating agreement on success metrics, and developing cyclical workflows that prioritize process improvements over constant technology acquisition. Show Notes Connect With:Greg Kihlström: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

When Business Owners assign business value during events such as PI Planning, they're considering a lot more than just a number. In this episode, Piotr Wojtera, Agile coach at Nordea describes a very important interaction that helps business owners determine the right number. Like what you hear? Connect with Piotr on LinkedIn. Explore SAFe courses here.

Glad to be back with this episode! And yes, I. AM. BACK !The agile mirror is one that we often take for granted. Sometimes it's nice just to reset, realign and just get back to the center. This episode will set up the next 3 to 5 episodes for the product owner, scrum master, team member and even leadership to help reorient and get back to the center. Why are we even doing agile development? Have we thought about that? Let's dive in!!I would be grateful if you would help me keep the podcast ad-free!https://buymeacoffee.com/planetproductowner

Lilia Pulova: When Architects Push Solutions—Learning to Disagree but Commit in Agile Teams Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Lilia shares a challenging situation where an architect pushed a complex solution that she felt might be too difficult for her less-experienced team. Despite having two alternative solutions that better suited the team's capabilities, she chose to let go of her concerns and try the architect's approach. This decision required significant adaptation and ongoing conversations with her frustrated team members. By informing her manager about the team's frustration level and working closely with the team to adapt the solution to their context, Lilia demonstrates the valuable principle of "disagree but commit" - sometimes you need to let go of your preferred approach and learn from trying something different. Self-reflection Question: When have you had to set aside your preferred solution to support a team decision, and what did you learn from that experience? [The Scrum Master Toolbox Podcast Recommends]

Most marketers use less than half their MarTech stack's capabilities. Greg Kihlström, principal of The Agile Brand, shares how to apply Agile methodologies to maximize technology investments. His approach includes working in two-week sprints to test hypotheses, creating cross-functional squads that break down departmental silos, and measuring success through time-to-value metrics rather than just planning documents. Show Notes Connect With:Greg Kihlström: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most marketers use less than half their MarTech stack's capabilities. Greg Kihlström, principal of The Agile Brand, shares how to apply Agile methodologies to maximize technology investments. His approach includes working in two-week sprints to test hypotheses, creating cross-functional squads that break down departmental silos, and measuring success through time-to-value metrics rather than just planning documents. Show Notes Connect With:Greg Kihlström: Website // LinkedInThe MarTech Podcast: Email // LinkedIn // TwitterBenjamin Shapiro: Website // LinkedIn // TwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this live episode from the LSI conference in California, Etienne Nichols is joined by Ashkon Rasooli to break down what it really takes to build a high-performing quality management system (QMS) in medtech—from startup chaos to post-market scale. Ashkon shares a phased approach to aligning QMS implementation with product development, explains the concept of "enforcement points," and reveals how founders can reduce the burden of compliance by starting small and planning ahead. If you're navigating regulatory requirements while trying to stay innovative, this episode is your roadmap to smarter, leaner quality.Key Timestamps00:02 – Introduction to Greenlight Guru and medtech process integration01:15 – QMS evolution from startup to commercialization03:00 – Phase-based product development overview (Phases 0–6)06:35 – Why QMS should follow product needs, not just regulatory triggers09:10 – Agile vs. proceduralism in quality systems11:50 – Building a quality culture during the feasibility phase15:25 – When to implement QMS controls and how to prepare for “enforcement points”18:40 – Investor-driven and regulatory QMS triggers21:10 – How early QMS planning saves time and reduces future remediation26:20 – Ashkon's final advice for startups: start small and stay proactiveStandout Quotes"You've got to take the BS—being burdensome—out of QMS."Ashkon Rasooli redefines QMS as a project management tool, challenging the notion that compliance must be a burden. This quote encapsulates his philosophy of proactive, phased implementation that actually enhances product development."Start small and do a little bit at a time—it won't seem like a burden."A practical mantra for startups, this advice underscores how a gradual, well-aligned QMS rollout can prevent last-minute fire drills and wasted effort.Top TakeawaysUse the "Phase 0–6" Model to Guide QMS Rollout – Align QMS implementation with the stages of product development to ensure each step supports the next.Don't Wait for Enforcement Points – Start building your QMS before regulators or investors demand it to avoid remediation-heavy implementations.Prioritize Culture Before Controls – In early feasibility, focus on aligning your team with medtech's safety responsibilities, rather than formal procedures.Procedures Should Support Outcomes, Not Just Check Boxes – Avoid proceduralism by tying every process back to its intended quality objective.Regulatory Strategy = Investor Strategy – QMS maturity is increasingly scrutinized during due diligence. Treat it as a value driver, not just a cost.ReferencesAshkon Rasooli on LinkedInGreenlight Guru – Quality management software for medical devicesEtienne Nichols on LinkedIn – Connect with the hostISO 13485 vs. ISO 9001 – Explains how medical device quality systems build on general standardsISO 14155 Overview – Relevant for clinical validation proceduresMedTech 101: What Are “Enforcement Points”?In the context of QMS, enforcement points are moments when external stakeholders (regulators or investors) require proof of formalized processes. Think of it like a driver's license checkpoint—you may be cruising just fine, but at that moment, you must prove you're compliant. The earlier you prep for them, the smoother your...

Transparency sounds simple — until you actually have to live it.In this raw and deeply honest episode, Josh Anderson and Bob Galen explore what real transparency in leadership looks like, why so many leaders avoid it, and how fear, ego, and storytelling get in the way. From sharing hard truths to navigating organizational risk, they unpack why transparency isn't just about honesty — it's about trust, respect, and the courage to stop filtering.They challenge leaders to stop underestimating their teams and start leading with context, vulnerability, and clarity — even when it's uncomfortable. Because if you want people to act like adults, you have to treat them like adults. Stay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

BONUS: Never Stop Experimenting—Building a Culture of Continuous Discovery with Stavros Stavru In this BONUS episode, we dive deep into the world of continuous experimentation with Stavros Stavru, Ph.D. in Organizational Transformations and founder of EdTech ventures AhaPlay and The Caringers. Stavros shares insights from his latest book "Never Stop Experimenting" and reveals how teams can maintain their discovery mindset while balancing the pressures of delivery. The Exploration-Exploitation Dilemma "What would we choose? What we know, and try to exploit? Or go for something new, and better than we currently have?" Stavros introduces us to one of the fundamental challenges facing modern teams: the tension between exploration and exploitation. He explains how teams often start with an exploration mindset, focused on solving real problems through discovery. However, over time, there's a natural shift from discovery to delivery, and teams forget the importance of continued exploration. The title "Never Stop Experimenting" serves as an anchor for teams to remember the value of maintaining their experimental approach even when delivery pressures mount. Born from a Decade of Practice "All the techniques that I describe in the book were born during 10 years of practice." The book isn't theoretical - it's grounded in real-world application. Stavros shares how every technique and framework in "Never Stop Experimenting" emerged from his extensive hands-on experience working with teams over a decade. This practical foundation ensures that readers get battle-tested approaches rather than untested concepts. Software Development as Incremental Experiments "Experimentation requires a creative process." Stavros addresses a common challenge: while teams understand the benefits of experimentation and want to experiment, they often face management resistance that ultimately demotivates the team. He emphasizes that viewing software development as a series of incremental experiments isn't just beneficial - it's absolutely necessary for teams to remain innovative and responsive to changing needs. The Fatware Matrix: Putting Products on a Diet "The challenge: how do you convince the business that you need to spend some time removing features?" One of the book's standout concepts is "The Fatware Matrix," which helps Product Managers recognize when their product is becoming bloated. Stavros introduces a practical tool combining the Kano framework with maintenance cost analysis to illustrate the true cost and impact of maintaining old features. This approach helped one team successfully remove features from their software, with stakeholders later commenting, "Now this is more transparent for us." The key is managing feature creep and software bloat before they become overwhelming. The NSE Ratio: Optimizing Experimentation Rhythm "It's when we try something new that we learn what works. We need to change something on a regular basis." The NSE (Never Stop Experimenting) Ratio measures how long teams wait before introducing new approaches or experimenting with their processes. Stavros explains how teams should define their NSE ratio as part of their team agreements, establishing a regular cadence for trying new things. This systematic approach ensures that learning and adaptation become embedded in the team's rhythm rather than happening sporadically. Building a Safe-to-Fail Culture "Speak of your own failures. When we show our failures as leaders, we show the team that they can run their own experiments." Creating a truly safe-to-fail environment requires leaders to model vulnerability and transparency about their own mistakes. Stavros emphasizes that leaders must give the example by sharing their failures openly, which gives permission for the rest of the organization to take risks and learn from their own experiments. This leadership modeling is crucial for establishing psychological safety around experimentation. About Stavros Stavru Stavros is a Ph.D. in Organizational Transformations and a leading voice in Agile coaching, leadership, and soft skills. Founder of EdTech ventures AhaPlay and The Caringers, he has delivered over 800 trainings and authored Never Stop Experimenting, a powerful toolkit for continuous improvement across teams and organizations. You can connect with Stavros Stavru on LinkedIn, and check his book site at Neverstopexperimenting.com.

Agile in Construction: Why Construction Teams Need Product Owner Thinking with Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: The Customer Value Detective Luca discovered that applying the Product Owner role in construction requires thinking like a customer and understanding that "it's the customer that defines what value is." The great Product Owner in construction acts as a customer value detective, constantly asking "which task out of these is going to move the yardstick?" They ensure that work always serves a customer—if you can't identify your customer, you should stop and find one. This mindset transforms how construction teams approach their daily huddles and project planning, viewing everything through the lens of customer value rather than just task completion. The Bad Product Owner: The Waste Accumulator The bad Product Owner in construction fails to eliminate waste from processes, allowing non-value-adding activities to persist simply because "that's how we've always done it." They struggle to have candid conversations with customers and fail to tease out real requirements. Instead of transforming language into customer reality, they ask customers directly "what they want" without understanding that customers are better at identifying what they don't want than articulating what they need. This approach leads to projects that complete tasks without delivering real value. In this segment, refer to The Last Planner Method. Self-reflection Question: Can you clearly identify the customer for every piece of work your team performs, and how do you ensure that work truly moves the project toward completion? [The Scrum Master Toolbox Podcast Recommends]

Lt. Gen. Andrea Tullos joined Ryan at WOTR HQ to talk about her experience and insights into professional military education, both for the joint force and especially the Air Force. She shares what Air University, which she commands, has been doing to optimize its mission for competition with China, the pacing threat, and a high intensity fight where sanctuary areas are scarce if they exist at all. Tullos also explains how Air University and the LeMay Center feed into Agile Combat Employment — the Air Force's vision for rapid, dispersed deployment of combat power to increase survivability and adaptability —  as well as Air University's plan for "agile learning." "We as an Air Force, owe you education and training, and so we should be pouring into you episodically and consistently throughout your career. And some of it should be on-demand. We have unbelievably talented, inquisitive learners coming in the door and they shouldn't have to wait to get access to content until they have a certain number of years in service or time in grade. They should be able to go online and access that content at the point of need."

Agile in Construction: Managing The Network of Promises in Lean Construction, with Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Luca defines success in Lean construction through two critical metrics from the Last Planner Method: PPC (Percentage of Plan Complete) and RNC (Reasons for Not Completing). Success means creating reliable promises in what he describes as construction's "network of promises." The Last Planner Method removes layers of management by having those closest to the work do the planning themselves. PPC measures how reliable your promises are—similar to Scrum's definition of "done"—while RNC identifies where problems concentrate, typically in 2-3 areas. Both the work provider and receiver must agree on what "complete" means for these metrics to be meaningful. Featured Retrospective Format for the Week: Reflect and Disinfect Luca developed this daily retrospective practice where people share what was interesting about their work day without formal meetings. Inspired by both Scrum retrospectives and Toyota's focus on reflection and introspection, this 15-minute format answers three questions: what should we continue doing, what should we stop doing, and what should we start doing? The practice emphasizes that teams need moments to stop and think back in order to improve how they work. The informal nature makes it accessible to construction crews who might resist traditional meeting formats. Self-reflection Question: How reliable are the promises your team makes, and what patterns do you see in the reasons they're not kept? [The Scrum Master Toolbox Podcast Recommends]

In this episode of Building Better Developers, hosts Rob Broadhead and Michael Meloche explore how to improve team collaboration in software development through the lens of AI-driven insights. Whether you're a solo developer, part of a tight-knit team, or scaling across departments, collaboration remains the backbone of efficiency and success. What Does Collaboration Mean in Development? AI kicked off the discussion with a powerful insight: define “efficiency” in context. But more importantly, it highlighted that collaboration fuels efficiency, not just working faster, but working better. Effective collaboration avoids: Redundant work Misunderstood requirements Tech debt and burnout Rob emphasized that a productive team isn't rushing through tasks but solving the correct problems—together—on the first try. Collaboration Strategies for Solo Developers Even solo developers need structured collaboration between their tools, their future selves, and their automation stack. Top collaboration tips for independent devs: Use opinionated frameworks like Next.js or Rails to minimize decision fatigue. Automate repetitive tasks early to save time in the long run. Commit code regularly with meaningful messages. Document workflows using Notion, Obsidian, or Jira—even if you're the only one using them. Containerize development environments for repeatability and rapid setup. “Solo doesn't mean siloed. Collaborate with your tools, your past decisions, and future goals.” Enhancing Collaboration in Small Development Teams For teams of 2–10 developers, Rob and Michael discussed how tight feedback loops and structured communication are essential to avoid chaos. Recommended practices for small team collaboration: Short, focused daily standups Shared development environments Lightweight Agile or Kanban boards Early investment in CI/CD pipelines Use of pair programming or mob programming for knowledge sharing Michael emphasized Agile's power in synchronizing team efforts, avoiding duplicated work, and solving problems more efficiently as a unit. “Agile helps teams collaborate—not just communicate. It keeps everyone moving in the same direction.” Solving Common Bottlenecks Together AI highlighted four universal collaboration pain points and solutions: Slow Code Reviews - Use SLAs and rotate reviewers Unclear Requirements - Kick off with 15-minute clarification huddles Testing Paralysis - Focus on integration tests and avoid overtesting Context Switching - Block dedicated focus hours Michael zeroed in on testing paralysis, especially in early-stage projects, where developers are too busy scaffolding to write tests. Without collaboration on testing plans, critical issues may be overlooked until it is too late. Rob addressed context switching, warning against excessive meetings that fragment developer flow. Leads should shield devs from distraction by delivering distilled, actionable feedback. Final Thoughts on Collaborative Development As teams grow, minor issues scale fast, and so do inefficiencies. Tools, meetings, workflows, and expectations must all scale intentionally. Rob reminded leaders to summarize and distill information before passing it to their teams and to make clever use of tools like AI, recordings, and summaries to keep everyone aligned without wasting time. “If you're building better developers, you're also building better collaborators.” Take Action: Build Collaboration Into Your Workflow Reassess your standups and review cycles Empower solo devs with documentation and CI/CD Streamline onboarding with containers Test early, test together Protect team focus time Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Embrace Feedback for Better Teams Using Offshore Teams and Resources – Interview With Tanika De Souza Moving To Mobile Teams and Building Them – Sebastian Schieke Building Better Developers With AI Podcast Videos – With Bonus Content

Some of the biggest product breakthroughs didn't come from startups — they came from intrapreneurs. In this episode, we speak with Scott Jones, a career intrapreneur who has launched new lines of business at Lenovo, Hewlett Packard Enterprise, and Realeyes, a computer vision AI company serving some of the world's most influential platforms. Scott shares a detailed, experience-backed look at what it takes to make innovation work inside companies that weren't built for speed. He breaks down the mindset, team dynamics, and cultural rituals that allow new bets to thrive — and provides practical guidance for founders, executives, and investors looking to bring this approach into their own organizations. Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Inside the episode... How Scott went from analyst and musician to AI product leader A modern definition of intrapreneurship — and why it matters now Key personality traits and behavioral markers of strong intrapreneurs Why ambiguity is a feature, not a bug, in high-growth environments How leaders can foster a culture of experimentation (rituals, roles, and goals) Strategies for validating new product ideas quickly and credibly How to communicate innovation progress to stakeholders with different styles Realeyes' identity verification tech and the future of online trust How personal trauma and spiritual practices influence Scott's leadership approach Mentioned in this episode Realeyes - Where Scott works as VP, Product Pranayama (breathwork practices) -  Intro guide from the Art of Living Foundation: Effortless Mastery by Kenny Werner - Official site with book info and resources: Linchpin by Seth Godin - Publisher page for the book: SHINE by EOS - Book info (note: EOS books are often sold through their coaching platform): Paramahamsa Yogananda - His foundational book Autobiography of a Yogi on the Self-Realization Fellowship site: Scott's linkedIn - https://www.linkedin.com/in/scottjeezey Scott's instagram - https://www.instagram.com/scottjeezey/ Subscribe to the Convergence podcast wherever you get podcasts — including video episodes on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5-star review and like the podcast on YouTube. It's how we grow.  

[AAA] In 'Access All Areas' shows we go behind the scenes with the crew and their friends as they dive into complex challenges that organizations face—sometimes getting a little messy along the way.This week, we address the ‘big rocks' that can obstruct or delay successful outcomes in organizational transformations. Dave, Esmee, and Rob are joined by Jasmin Booth, Head of Product Delivery to discuss the transformation to being a (digital) product based organization.TLDR05:22 Access All Areas: This third episode focuses on the products we build that drive outcomes.06:52 Conversation with Jasmin about our digital products37:06 What makes it better to be in a product centric organization? 54:00 Conclusion of the seven Big Rocks and how to smash them59:00 Going on the Blue Bell railway HostsDave Chapman: https://www.linkedin.com/in/chapmandr/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/with Jasmin Booth: https://www.linkedin.com/in/jasminbooth15/ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/'Cloud Realities' is an original podcast from Capgemini

Agile in Construction: The Parade of Trades—Teaching Flow in Construction, With Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Luca learned the hard way that you can't just parachute consultants into construction sites and expect Lean methods to stick. His change strategy focuses on getting buy-in from crews by showing them "what's in it for them." He starts with exercises that provide insight into how Lean ideas apply to their specific jobs, like the "Parade of Trades" simulation that demonstrates how one crew moving at twice the speed still gets stuck behind slower crews ahead. This reveals that predictability of progress matters more than speed of progress. Once teams become familiar with these concepts, Luca transitions from directive teaching to facilitating meetings and conversations, moving into the background to help teams become more sustainable in their Lean practices. In this segment, Luca refers to the movie Karate Kid from 1984, and to Theory of Constraints. Self-reflection Question: How do you ensure that change initiatives show clear value to the people who must actually implement them? [The Scrum Master Toolbox Podcast Recommends]

Is AI underdelivering? Or are we asking the wrong questions? This episode breaks down what actually leads to business ROI with AI (and no, it’s not more automation). Overview What if AI isn’t the silver bullet—yet—but the bottleneck is human, not technical? In this episode, Brian Milner chats with Evan Leybourn and Christopher Morales of the Business Agility Institute about their latest research on how organizations are really using AI, what’s working (and what’s wildly overhyped), and why your success might hinge more on your culture than your code. References and resources mentioned in the show: Evan Leybourn Christopher Morales Business Agility Institute From Constraints to Capabilities Report Delphi Method #93: The Rise of Human Skills and Agile Acumen with Evan Leybourn #82: The Intersection of AI and Agile with Emilia Breton #117: How AI and Automation Are Redefining Success for Developers with Lance Dacy AI Practice Prompts For Scrum Masters Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Evan Leybourn is the co-founder of the Business Agility Institute and author of Directing the Agile Organization and #noprojects; a culture of continuous value. Evan champions the advancement of agile, innovative, and dynamic companies poised to succeed in fluctuating markets through rigorous research and advocacy. Christopher Morales is a seasoned digital strategist and agile leader with over 20 years of experience guiding organizations like ESPN, IBM, and the Business Agility Institute. As founder of Electrick Media, he helps U.S. and European businesses harness AI to make smarter, more sustainable decisions in a rapidly changing world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We are back for another episode of the Agile Mentors podcast. We've kind been a little bit off and on recently, but I'm back, I'm here, I'm ready to go, and we've got a really good episode for you today. I've got two, two guests with me. I know that's not a normal thing that we do here, but we got two guests. First, we have Mr. Evan Layborn with us, who's back. Welcome back, Evan. Evan Leybourn (00:23) Good morning from Melbourne, Australia. Brian Milner (00:26) And Christopher Morales is joining us for the first time. Christopher worked with Evan on a project and we're going to talk about that in just a second, but Christopher, welcome in. Christopher Morales (00:35) Yeah, good evening. Nice to be here. It's very late here in Germany. So this is an international attendance. Brian Milner (00:42) Yeah, we were talking about this just as we started. I think we have pretty much all times of day represented here on this call because we've got morning here from Evan. We've got late evening here for Christopher and I'm kind of late afternoon. So we're covered. All our bases are covered here. But we wanted to have these two on. They both work for a company called the Business Agility Institute. And if you have been with us for a while, you probably remember Evan's episode that we had on last year when we kind of talked about one of the studies that they had done. Well, they put out a new one that I kind of saw Evan posting about. And I thought, wow, that sounds really, really interesting. I really want to have them on to talk about this. It's called From Constraints to Capabilities, AI as a Force Multiplier. The great thing about the Business Agility Institute is they get into the data. They do the research, they put in the hard work, and it's not just speculation. It's not just, that's one guy's bloated opinion, and do they know what they're talking about or not? So that's what I really, really appreciate about the things that come out of the Business Agility Institute is they're factual, they're data-based. So that's what I wanna start with, I guess, is... What was the genesis of this? What did you guys, how did you land on this as a topic and how did you narrow it down to this as a topic? Where did this start? Evan Leybourn (02:07) Well, quite simply, it started from almost a hypothesis around so much of the conversation around AI. And let's face it, there is a lot of conversation around artificial intelligence and specifically generative, predictive and agentic AI. Focuses on the technology. And yet when we talk to organizations, a lot of them don't seem to be seeing a positive return on investment, a positive ROI. And we needed to understand why, why these benefits of like three times products or operational efficiency product throughput, three times value creation, Why weren't companies seeing this? That's really what we were trying to understand. Why? Brian Milner (03:01) Yeah, that's a great basis for this because I think you're right. There's sort of this, I would imagine there's lots of people out there who are kind of going through their business lives and hearing all these incredible claims that people are making in the media about how this is gonna replace everyone. And now it's, yeah, we can, I mean, you said 3X, I've heard like, 10 or anywhere from 10 to 100X, the capabilities of teams and that they can now do all these amazing things. And if I'm just going through my business career, I'm looking at that from the outside going, is this fact or is this fantasy? this just a bluster or is this really, really happening? So I really appreciate this as a topic. A little bit of insider baseball here for everybody. You guys talk about in this report that you use a specific method here, the Delphi method. for data geeks here, or if you're just kind of curious, would you mind describing a little bit about what that means? Evan Leybourn (04:00) Chris, do you want to take that one? Christopher Morales (04:01) Yeah, well, so the idea behind using the Delphi method was actually inspired by my sister. She had done a periodic review that utilized this method. And essentially what it is is we utilize rounds of inquiry with an expert panel to refine the research, the feedback that we're getting. And so we collected an initial set of data. reviewed that data, tried to analyze it to come up with a consensus, and then repositioned our findings back to the experts to find out where they stood based on what they gave us. And really trying to get all of the experts to come to an agreement in specific areas. In the areas that we found gray space, for instance, or let's say, data was spread out, right? Those were really the areas where we're really trying to force these experts to get off of the fence and really make an assessment. And it was proved extremely helpful, I think, in this research because what I find in the AI space is that there is plenty of gray. And we really wanted to get to some stronger degree of black and white. I'm not going to say these findings are black and white, but I will say that in order to guide people, you need to give them degrees of confidence. And I feel like that's what we wanted to do with this. Brian Milner (05:31) Well, that's the great thing about research though, Is it can give you information, but there's always the story. And it's really kind of finding that story that really is the crux of it. So we open this saying, fact or fiction. So just hit us up with a couple of the, maybe some of the surprising findings or some of the key things. For the people you talk to. Christopher Morales (05:38) Mm-hmm. Brian Milner (05:53) Were they seeing these amazing kind of, you know, 100 X of their capabilities or what was the reality of what people reported to you? Evan Leybourn (06:01) In a few cases, yes. Maybe not 100x, but 8x, 10x was definitely being shown. But the big aha, and I won't say it was a surprise, was really in a lot of organizations, the teams that were using AI were seeing Brian Milner (06:03) Okay. Evan Leybourn (06:23) absolutely massive improvements. People talk about going from months to minutes in terms of trying to create things. And so there's your 100X. But when we look at it at a business level and the business ROI, when we look at the idea to customer from concept to cash, when we look at the overall business flow, very few of those organizations saw those benefits escape from the little AI inner circle. And so that 10x or the 100x improvement fizzles into nothingness in some cases. negligible improvement in the whole organization. Some organizations absolutely saw those benefits throughout the entire system. And those were organizations who had created a flow, who created organizational systems that could work at the speed of AI, especially some of the younger AI native organizations, if you want to think of them that way. But no, most organizations those 10x, 100x kind of goals were unachievable for the business. And so when I was saying 3x, by the way, what we sort of tended to find is those organizations, mature organizations with mature AI programs and systems. we're generally seeing between a 1.2 to 1.4x improvement to about a 2.8 to about a 3.2x improvement. So that's like a 20 % to a 300 % improvement if you want to think of it this way. Brian Milner (08:15) Wow. Well, that's nothing to sneeze at. That's still really, really impressive. Christopher Morales (08:19) yeah, it'll make a significant difference. I think for me the interesting thing about the findings is that there's two areas that I think will pose a really interesting question for people who read the report, and that is this idea of being very intentional about identifying your goal, right? I don't know how many organizations are really meaningfully identifying what their expected outcome is. And I think the other thing, which we didn't really talk about much in the report, but I think plays a role in the conversation that's kind of bubbling to the surface here today, has to do with the human element inside of the organization. And while all of the organizations that we spoke to said that the human was a very important element and prioritized, There was a challenge in identifying specific initiatives that were being put in place to account for the disruption that the technology might have on the staff or the employees. And that wasn't surprising. That was kind of expected. But I think it's interesting that, you know, eight months after we released this report, I would argue that that's still the case. Brian Milner (09:36) Mm-hmm. Yeah. Yeah, that's fascinating because you're right. It's, it's, that's not the story you always hear, because you, you are hearing kind of more of taking the human out of the loop and making it more of just this straight automation kind of project. I want to ask really a question here though, Evan, said you made the distinction about it being more mature, groups, more mature organizations. I'm just curious, is that translate to, is there anything that translates there into the size of the organization as well? Did you find that more larger organizations had a different outcome than smaller, more nimble startup kind of organizations? Evan Leybourn (10:14) So age more than size. Younger organizations tended to be more, well, mean, they tended to be more agile. There's more business agility and through that greater benefits out of AI. These things are very tightly tied together. If you can't do... Brian Milner (10:18) Hmm, okay. Evan Leybourn (10:38) Agile or if you don't have agility as an organization, you're not going to do AI particularly well. And a piece of that goes to what you were just talking about in terms and you use the word automation, which is a beautiful, beautiful trigger word for me here because the reality is that the organizations that utilized AI, specifically generative or agentic AI, to automate their workforce rarely saw a high, like a strong return on investment. It basically comes down to generative predictive AI, generative and agentic AI tends not to be a good automation tool. It's non-deterministic. You pull a lever, you get one result. You pull the same lever tomorrow, you will get a different result. There are better tools for automation, cheaper tools for automation. And so we're not saying automation is bad. We're just saying that it's not the technology for it. The organizations that used it to augment their workforce were the ones that were seeing significant benefits. And now there are caveats and consequences to this because it does change the role of the human, the human in the loop, the human in the organization. But fundamentally, organizations that were automating or using AI for automation were applying an industrial era mindset and mentality to an information era opportunity. And they weren't seeing the benefits, not at a business level, not long term. And in some cases, did more harm than good. Brian Milner (12:28) That's really deep insight. That's really amazing to hear that. I'm interested as well. You found some places that were seeing bigger gains than others that were seeing bigger payoffs. Did you find patterns in what some of the hurdles were or some of the kind of obstacles that were preventing some of these that weren't seeing the payoffs from really taking full advantage of this technology? Christopher Morales (12:52) Yeah, absolutely. mean, we identified some significant constraints that, interestingly enough, when we talk about this, we obviously do workshops. So we were just at the XP conference doing a workshop. And when we talk about this, we identify the fact that our position is that the challenges to AI are a human problem, not a technology problem. And the findings reflect that because of the constraints that we found. only one of the major constraints was associated with technology and that was data primarily. The constraints that we identified had to do with normal operations within a business. So long budgeting cycles or the ability to make a decision at a fast rate of speed, for instance. These are all human centric challenges that independent of AI, If you're trying to run an efficient organization, you're trying to run an agile organization, right? Able to take advantage of opportunities. These are all things that are going to come into play. and, you know, as we like to say, like AI is only going to amplify that, right? So if AI can show you 20 more times, like the opportunities available to you is your organization going to be able to pivot? Do you have a funding model that can provide the necessary support for a given initiative? Or is the way things that run within the organization essentially giving you AI that provides you information that you can't move? Brian Milner (14:31) That's a great, yeah, yeah. Evan Leybourn (14:31) And think of it this way, if you're expecting AI to give you a three times improvement to product delivery, can your leaders make decisions three times faster? Can you get market feedback three times faster? And for most organizations, the answer is no. Brian Milner (14:51) Yeah. Yeah, that's a great phrase in there that Chris was talking about, like the AI will just amplify things. I think that's a great observation. And I think you're right. this is kind of, you know, there's been a thing I've talked about some recently in class. there's a... I'll give you my theory. You tell me if your data supports this theory or not. I'm just curious. You know, we've been teaching for a long time in Scrum classes that, you know, there's been studies, there's been research that shows that when you look at the totality of the features that are being completed in software development, there's really a large percentage of them that are rarely or never used, right? They're not finding favor with the audience. The audience is not using those capabilities. And so my theory, and this is what I want you guys, I'm curious what your thought is. If AI is amplifying the capability of development to produce faster, then my theory is that's going to only expand the number of things that we produce that aren't used because the focus has been sort of historically on that it's a It's a developer productivity issue that if we could just expand developer productivity, the business would be more successful when those other former studies are saying, wait a minute, that may not be it. We need to focus more on what customers really want. And if we knew what they really wanted, well, then, yeah, then productivity comes into play. But That's the human element again, right? We have to understand the customer. have to know. So I'm just curious again, maybe I'm out on a limb here or maybe that doesn't line up, how does that line up with what you found? Evan Leybourn (16:41) So the report's called From Constraints to Capabilities. And Chris, we spoke about the constraints. So maybe let's talk about the capabilities for a second. for the listeners who are unfamiliar with the Business Agility Institute, the model that we use for the majority of our research is the domains of business agility, which is a behavioral and capability Brian Milner (16:45) Ha ha. Yes. Evan Leybourn (17:04) Now, in that model, there are 84 behaviors that we model against organizations. But in this context, more importantly, were the 18 business capabilities. And so what we found was that the organizations that were actually seeing an improvement weren't the ones with the capabilities around throughput. So one of the capabilities deliver value sooner. That wasn't strongly tied. So the ability to deliver value sooner wasn't strongly tied to seeing a benefit from AI. But the ability to prioritize or prioritize, prioritize, prioritize, something so important we said it three times, was one of the most strongly needed capabilities. It correlates where organizations that were better at prioritization, at being able to decide which feature or area, what thing to do was the next most important thing. If you're got AI building seven or eight prototypes in the same time you used to be able to create one, great, you now have seven or eight options. Not that seven or eight are going to go to market. but you're going to decide, you've got more optionality. So it's not that you're be delivering more faster, though in some cases that is obviously the case, but you've got more to choose from so that if you make the right decision, you will see those business benefits. But the capability that had the strongest, absolute strongest relationship to seeing a benefit from artificial intelligence was the ability to cultivate a learning organization. That's not education, that's around learning, experimentation, trying things, testing things, being willing as an organization to say, well, that didn't work, let's try something else. And those learning organizations were the ones that were almost universally more successful at seeing a business benefit from their AI initiatives than anybody else. So yeah, just because you can develop features faster, it means nothing if it's not the right features that the customers want. And that comes from learning and prioritization and there are other capabilities unleashing. workflow creatively and funding work dynamically, for example, that came out strongly. But I just really wanted to highlight those two because that's the connection that you're looking for. Christopher Morales (19:43) Yeah. And if you think about your question ties directly into something that we heard at the conference we were just at, likening to technical debt. So we're actually starting to see the increase in technical debt because of the influence that AI and software development is having in the creation of code and so on and so forth. And so... I think that what you're saying is spot on in terms of your theory. And I think that this speaks to what I believe we should really kind of amplify, right? AI is going to amplify certain things that aren't positive. I think leadership, think businesses need to start amplifying a conversation around... Are we approaching this the right way? What are the ultimate outcomes that we may see? And can we take that on? So if our developers are increasing the amount of technical debt that we have because we've integrated AI or adopted AI, what are we doing about that? What is the new workflow? What does the human in the loop do on account of this new factor? that we need to take into place because ultimately things like that make their way to the bottom line. And we know that's what CEOs care about. Brian Milner (21:02) Yeah, wow, this is awesome. I just want to clarify with sort of the learning organization ability, just want to make sure I'm clear. What we're saying here is that it's organizations that already have that kind of cultural mindset, right? That the background of a learning organization that see a bigger gain from this, or are we saying that AI can makes the biggest influence of impacting how learning an organization is. Evan Leybourn (21:34) The first, ⁓ the arrow of causation is that learning organizations amplify or improve or are more likely to see a benefit from AI. It's not a bad, and I should say we're not looking at how effectively you can Brian Milner (21:35) Okay. Evan Leybourn (21:57) deploy an AI initiative. It's about a we looked at AI as a black box. Let's assume or as in the cut through the Delphi method, the companies that we were speaking to had been doing these for years. These were mature established organizations. And the so it wasn't looking at how effectively you could deploy AI. But rather You've got AI, it's integrated. Are you seeing a business benefit from it? And those organizations that were learning organizations were more likely to be seeing a benefit, much, much more likely to be seeing a benefit. Brian Milner (22:40) Yeah. There's one phrase that kind of jumped out at me that I thought maybe one or both of you could kind of address here a little bit. I love the phrase, kind of the metaphor that you used in there about shifting from a creator to composer. And I'm just wondering if you can kind of flesh that out a little bit for us. Help us understand what that looks like to move from a creator to composer. Christopher Morales (23:01) Yeah, I'll start, but I think Evan will touch on it as well, because I do think it's a fascinating position, is how I'll phrase that. So when we think about creator to composer, we're talking about a fundamental shift on how a human is utilized within an organization. So if we eliminate AI from the equation, The human, your employees are acting as creators at some level, at some degree. Okay, so I have a media background, so I'm doing a lot of marketing. And I think that this is appropriate to use as an analogy, because I think a lot of marketers are utilizing AI right now. So independent of AI, that marketer is required to take into consideration all of these different factors about the business, create copy, let's say. create a campaign, do all of this real like hands on thoughts and levels. Now you bring AI into the equation and there are certain elements of these tasks that are being supported, offloaded in some cases. I'm not gonna get into my opinions about what is right and what is wrong here, but what I will say is there is a change in that workflow. And so what is... fundamentally at play here is that that marketer is now working in conjunction with something else. And so it is critically important that that marketer develops the skills to compose with the AI in a sense of, now know how to direct, I know how to steer a conversation, steer a direction. in order to get to a meaningful and hopefully valuable output utilizing the assist of the AI. And Evan, I'll toss over to you because this is the area, just so you know, Brian, this area of the report is the one that this podcast could turn into an hour and a half long podcast. Evan Leybourn (25:08) So I'll try not to make it an hour and a half, but just to build on what Chris said. Brian Milner (25:11) Ha Evan Leybourn (25:12) So this created to compose a shift, it changes the role of the human in the loop. It changes the responsibilities. And there's a quote in the report, AI is an unlimited number of junior staff or junior developers if you're a technologist. And that comes with some deep nuance because we all know that junior staff there is a level of oversight and validation required. So if you're creating through your AI colleague, let's call them that, if you're collaborating with AI, the AI is creating, then every human shifts into that composer mode and moves up the value chain. So your junior most employees, right? start to take on what would be traditionally management responsibilities. Now, this isn't in the report, but this is sort what we found after, right? Was that there were three sort of skill areas that needed to be taught to individuals in order to be effective and successful with AI or to collaborate in an AI augmented workforce. The first one was product literacy. So the ability to define and communicate use cases and user stories, design thinking techniques and concepts, the ability to communicate what good looks like in a way that somebody else understands, this somebody else, of course, being the AI counterpart. And product literacy, again, your senior employees have that, but that's got to Everyone now needs that. The second is the skill of judgment or critical thinking. The ability to, for anyone here who has a background in lean, pulling the and on court. The ability to and the confidence to, which are two separate skills, actually say, no, what AI is doing here is wrong. We're going to do something different. I'm going to say something different. I'm going to suggest. I'm going to override AI. I'm going to pull the hand on cord and stop the production line, even though it's going to cost the organization money. But because if I don't, it's going to be much, much worse. And so that ability to use your judgment and the confidence to use judgment, because let's face it, AI can be very compelling in its sounds accurate. So you've to be able to go, hang on, there's something not right here, and use that judgment. And then the third is around feedback loops, or specifically quality control feedback. Because as a creator, the first round of feedback, the first round of quality control is implicit. It exists inside the heads and the hands of the creator. Like you're writing a document or creating a... a marketing campaign, you go, oh, I'm not happy with this, I'll change that, or maybe not that word. You're a software developer and say, oh, I don't like that line, that's not doing what I wanted, I'm gonna change it. So the first round of feedback, the first round of quality is implicit. But once you become a composer, the first round of feedback is explicit, right? Because you're taking what has already been produced. And so the, what we, What we found post report is that a lot of people do not have the skill or haven't, sorry, have not learnt the skill, how to do that first implicit round of feedback explicitly. And so it gets skipped. so AI outputs get passed through into... later stages of quality control and so forth. And obviously they fail more often. So it's a real issue. So it's those three skilled areas that we would say organizations fundamentally need to invest in, in order to enable their workforce to be augmented, to work with AI effectively. And the organizations that have those skills, the organization with who have individuals with those skills at all levels from the junior most employee are more successful. Now, I'm going to add one thing to this. I'm going to slightly go off topic because it is the one of the most common questions that we get when we teach this topic or we talk about it at conferences. And that is Brian Milner (29:44) Yeah Yeah, please do. Evan Leybourn (29:56) If AI replaces your junior employees and your junior employees go up a level, what's the pathway for the next generation to become the senior employee? And this is where I have to give you the bad news that no one has an answer for that yet. These very mature, very advanced organizations Right? Many of them were trying to figure it out. None of them had an answer. and that's the, and I'll be honest, I personally, and this is just Evan's opinion, believe that this will become or must be a society level problem, or solution to that problem. it will require businesses alongside governments, alongside, education institutions to make some fairly substantive shifts and I don't think anyone knows what they are today. Christopher Morales (30:53) Yeah, and I would only say to that, and again, there's so much I would love to inject here, but I will say that this is an opportunity, and I always stress that, because that is a little sobering when you think about that idea. But I really, really strongly encourage organizations that are evaluating this to, I understand the considerations about efficiency and bottom line benefit. Brian Milner (30:53) Yeah. You Christopher Morales (31:20) towards AI, and I appreciate that wholeheartedly. But I think this is a real opportunity for organizations to take a step back and really think about the growth path for the talent that you have in your organization. Because augmenting your workforce with AI, are studies, Harvard Business Review put out a study that indicated that an augmented employee was more productive and enhanced as if it had been working with a senior staff member and collaborated at a level that was equivalent to working within a team. So there are studies that show real benefit to the employee having an augmented relationship with AI. If an organization can take two steps back, think about that pattern, think about that elevation strategy for your talent. you're going to be doing so much more to keep yourself sustainable in what is arguably the most like, you know, I don't know, I don't even know the word I'm looking for. It's, the most chaotic time I can think of for businesses when it comes to technology adoption. Brian Milner (32:23) You Yeah, I agree. But there's also sort of, I don't know if you guys feel this way as well, but to me, there's sort of like this crackling kind of sense of excitement there as well, sort of like living on the frontier that like there's this unexplored country out here that we don't really know where all these things are going to shift out. But gosh, it's fun thinking that we get to be the ones who kind of do that experimentation and find out and see what's the next step in this evolution? What's the next growth? The patterns that we've used previously may not apply anymore or apply in the same way because so much of the foundation underneath that system has changed. So we got to experiment and find new things. I love the call there, the learning organization, that that being the primary thing that If we have that cultural value, then that's really gonna drive this because we can then say, hey, this isn't working anymore, let's try something else. And that's how we end up at a place where we have new practices and new workflows and things that will support this and augment it rather than hampering it being a constraint, like you said, yeah. Christopher Morales (33:48) Well said. Well said. Brian Milner (33:50) Awesome. Well, this is a fascinating discussion. I really could go on for the next couple of hours with you guys on this. is just my kind of hobby or interest area at the moment as well. So I really appreciate you guys doing the work on this and appreciate you sharing it with us and sharing some of the insights. Hey, and the listeners here, hey, they got a bonus from the report, right? You listed extra things that didn't quite make it in the report. Just make sure you understand that listeners, right? You got extra information here listening to us today. ⁓ So just any last words from you guys? Christopher Morales (34:19) Thank Yeah. Evan Leybourn (34:24) Just for the folk listening, treat AI not as a technical problem, but as a human and a business opportunity, requiring human and business level changes. Don't just focus on how good the technology is, because that's not where the constraints nor where the opportunities truly lie. I would also just like to call out that if anyone listening wants to learn more about any of these topics, the capabilities, the domains of business agility, visit the Business Agility Institute website, check out the domains, download the report. But we've also launched an education portfolio and we'll be running a different education course on each of the capabilities over the next, I think it's every two weeks almost until the end of the year. So please come and join us and let's go deep into these topics together. Christopher Morales (35:21) Yeah, and I would just say, Brian, to all the listeners out there, don't fall into what I think is a common fallacy, which is where we're going is predetermined. It's already set in stone. I think as Agilists, we know the power of flexibility, the ability to pivot, and the ability to utilize data and information to inform what our next move is going to be. And I think this is a classic case of you control the narrative. You control what AI looks like in your organization, in your team, in your workflow, and you have the ability to carve out how it impacts your world. And so I encourage people to look at it that way. Empower your humanity, empower your decision making. The AI is here, it's not going anywhere. So embrace it in the best way possible. Brian Milner (36:22) Yeah, it seems oddly ironic or maybe appropriate to quote from the Terminator movie here, but it sounds like what you're saying is no fate, but what you make. Christopher Morales (36:32) Prophetic, Brian, that's prophetic. Evan Leybourn (36:37) I love it. Brian Milner (36:37) Awesome. Well, thank you guys so much. I really appreciate you guys being on and obviously we're gonna have you back. you know, when you guys come out with new stuff like this, it's just amazing to dive deep into it. So thanks for making the time at all kinds of times of the day and coming on and sharing this with us. Christopher Morales (36:55) You're welcome. Evan Leybourn (36:56) Thank you.

The Scrum community is buzzing about a new 55-page expansion to the Scrum Guide. Is this the depth practitioners have been asking for, or is it turning the lightweight framework into bloatware? In this episode, Enterprise Business Agility Coach Om Patel and Product Manager Brian Orlando critically examine the "DLC" that claims the original guide was "deliberately oversimplified." We explore new concepts like outcome vs output definitions of done, the "supporters" role, and the inclusion of complex frameworks like Cynefin.Stick around as we debate whether these additions help teams navigate complexity or create more confusion, while highlighting crucial omissions around organizational structure and practical implementation guidance. #Scrum #Agile #ProductDevelopment= = = = = = = = = = = =LINKS= = = = = = = = = = = = http://arguingagile.comYouTubehttps://www.youtube.com/@arguingagileSpotify https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Applehttps://podcasts.apple.com/us/podcast/agile-podcast/id1568557596= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Donna Roach shares how digital governance, agile methodology, and clinician alignment are reshaping IT strategy. University of Utah Health is leveraging governance discipline and agile principles to build a digitally empowered organization, according to Chief Information Officer Donna Roach. Speaking about the health system's journey toward achieving HIMSS EMRAM Stage 7, Roach described a focused, […] Source: University of Utah Health Achieves HIMSS EMRAM 7; CIO Credits an Agile, Clinician-Focused IT Strategy on healthsystemcio.com - healthsystemCIO.com is the sole online-only publication dedicated to exclusively and comprehensively serving the information needs of healthcare CIOs.

Jessica Katz is the founder of Liberated Elephant and CEO of PolyLabor, who helps organizations create consent-driven workplaces where psychological safety and authentic collaboration thrive.Through her innovative approach that blends Agile methodologies with trust-building frameworks, Jessica guides leaders and teams to transform workplace dynamics, turning conflict into productive collaboration and fostering environments where people can bring their whole selves to work.Her expertise in navigating complex relationships and championing diversity of thought has made her a sought-after speaker worldwide. Now, from her base in Nashville, she's revolutionizing workplace culture by showing organizations that when we prioritize human connection, both people and profits flourish.Here's where to find more:https://www.linkedin.com/in/jeskatzhttps://sessionize.com/jessica-katzhttps://www.poly-labor.comhttps://liberatedelephant.com___________________________________________________________Welcome to The Unforget Yourself Show where we use the power of woo and the proof of science to help you identify your blind spots, and get over your own bullshit so that you can do the fucking thing you ACTUALLY want to do!We're Mark and Katie, the founders of Unforget Yourself and the creators of the Unforget Yourself System and on this podcast, we're here to share REAL conversations about what goes on inside the heart and minds of those brave and crazy enough to start their own business. From the accidental entrepreneur to the laser-focused CEO, we find out how they got to where they are today, not by hearing the go-to story of their success, but talking about how we all have our own BS to deal with and it's through facing ourselves that we find a way to do the fucking thing.Along the way, we hope to show you that YOU are the most important asset in your business (and your life - duh!). Being a business owner is tough! With vulnerability and humor, we get to the real story behind their success and show you that you're not alone._____________________Find all our links to all the things like the socials, how to work with us and how to apply to be on the podcast here: https://linktr.ee/unforgetyourself

Agile in Construction: The Culture Shock of Applying Agile and Lean to Construction, With Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Luca experienced a culture shock when first applying Lean thinking to construction, struggling to see how methods designed for cars and assembly lines could work in one-off construction projects. However, he discovered that collaboration in construction isn't about boss relationships—it's about people coming together to deliver value from the customer's perspective. The key insight: when multiple contractors compete for their share of income, the real goal becomes finding ways to complete "the work" efficiently. Competition exists, but the ultimate focus must remain on delivering what the customer truly needs, not just what individual trades want to accomplish. In this segment, we refer to the concept of an Andon Cord, and Swarming from Lean. Featured Book of the Week: The Machine That Changed the World & The Toyota Way These two books provided Luca with his "aha!" moment in understanding Lean construction. The Toyota Way, available in both English and Italian (with additional Italian company case studies), initially created a culture shock as Luca struggled to apply automotive methods to construction's one-off projects. However, these books revealed how Lean thinking could transform construction through visual management to surface problems quickly and swarming practices to fix issues faster. The books taught him that Lean principles transcend industries when properly adapted to different contexts. The Machine That Changed The World, by Womack, Jones, and Roos. Self-reflection Question: What industry practices have you dismissed too quickly without considering how they might adapt to your unique context? [The Scrum Master Toolbox Podcast Recommends]

In this episode of Building Better Developers with AI, Rob Broadhead and Michael Meloche tackle a challenge that many modern developers face: navigating multiple software methodologies. With insights shaped by both real-world experience and AI-generated suggestions, the discussion reveals how developers can stay effective when juggling Agile, Waterfall, DevOps, and hybrid workflows. Understanding Common Software Methodologies The episode begins with an overview of today's most widely used software methodologies: Agile, Scrum, Waterfall, Kanban, DevOps, and SAFe. Rob and Michael highlight that developers often switch between these within the same organization or even across concurrent projects, depending on client requirements, legacy constraints, or team structure. The result? A dynamic but complex work environment that demands both technical and mental agility. The Challenge of Switching Software Methodologies The core challenge is staying productive while adapting to different software methodologies across teams and projects. Developers face more than just a change in process—they often deal with different toolsets, coding standards, sprint cadences, and collaboration models. This constant context switching can drain mental resources. “It's like being bilingual,” Michael explains. “If you're not fluent in a method, switching is exhausting.” Even development tools play a role. Some developers separate projects by using different IDEs to help them mentally shift gears between methodologies. Clarifying ‘Done' in Software Methodologies Rob and Michael explore a common point of contention: the definition of “done.” In Agile, it often means feature-ready for review or feedback. In Waterfall, it usually means final and locked. “You'll start a war in a meeting just asking what ‘done' means,” Rob quips. Michael uses a cooking analogy to explain the importance of clear expectations: requirements are the recipe, code is the ingredients, and the finished product must match what was promised. Without agreement on what “done” means for each software methodology, delivery and testing become chaotic. Adapting to Different Software Methodologies To truly thrive, developers must move from a methodology purist to an adaptive mindset, focusing on the value being delivered rather than the rigidity of a particular framework. “Don't serve the methodology. Serve the customer,” Rob emphasizes. Michael reminds us to avoid getting lost in small details, like UI color tweaks, when more critical features remain incomplete. Staying aligned with the end goal ensures that effort translates into real progress, regardless of methodology. Documenting Within Software Methodologies In teams that use multiple software methodologies, documentation often becomes fragmented or overly complex. Rob and Michael both stress that great developers learn to write “just enough” documentation—and keep it in one place. Michael offers a best practice: let the codebase be the source of truth. Embedding JavaDocs, comments, or changelogs within the code ensures that updates stay consistent with the actual implementation. It reduces dependency on separate, often outdated documentation tools. “If your code and documentation don't match, one of them is lying,” Michael warns. Key Takeaways on Software Methodologies Understand core methodologies — Agile, Waterfall, DevOps, and hybrids Support healthy context switching — Use tools and routines that help you adapt Align on ‘done' — Define it clearly with your team Focus on outcomes — Avoid getting stuck in rigid process rules Document just enough — And keep it close to your code Be Adaptable, Stay Focused To succeed across software methodologies, developers must be flexible, clear, and focused on delivering value. Rather than being loyal to a single framework, the best developers understand the principles behind them all. They communicate effectively, manage context switches efficiently, and utilize smart documentation to keep projects aligned. When you serve the goal—not just the process—you become a truly adaptive developer. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Learn From CoWorkers: Interview with Douglas Squirrel Rock Bottom Can Be a Starting Line Invest In Your Team – They Will Want To Stay Building Better Developers With AI – With Bonus Content

In law firms across the country, I'm seeing a concerning pattern emerge when one attorney adopts Kanban and Agile methods while their partner - often from an older generation of lawyers - resists these systematic approaches. This clash of perspectives frequently pushes teams back into overload and burnout.This week, I explore how this capacity tension manifests in law firms, particularly during succession planning. I share specific strategies for implementing personal Kanban systems to manage competing demands and discuss the critical difference between basic Kanban board interfaces and true Kanban methodology tools designed to support sustainable legal practice management.Get full show notes, transcript, and more information here: https://www.agileattorney.com/74

Agile in Construction: Tackling the Specialist-silo Problem in Construction With Luca Cotta Ramusino Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Luca shares a critical insight from his 20+ years in construction: crews often obsess about the wrong problem. While everyone knows a drywall crew can hang drywall, the real challenge isn't about individual abilities—it's about having work ready to perform. Construction sites are messy, crowded environments where multiple trades work simultaneously, not in splendid isolation. Luca emphasizes that completing work depends not just on your crew's skills, but on having the area prepared and ready for your specific trade. He explains how he gains buy-in from tradespeople by showing them "what's in it for them" and helping them understand the difference between how they think they're working versus what's actually happening on site. Self-reflection Question: How often do you focus on your team's capabilities while overlooking whether the work is actually ready for them to execute? [The Scrum Master Toolbox Podcast Recommends]

Bonus Crossover Episode from Sound-Up Governance. For more info, visit http://www.groundupgovernance.com   TRANSCRIPT Matt Intro Hi everyone! This is Matt Fullbrook. It's been a LOOOONG time since I posted anything here on the OMG channel, and…actually I don't have any real updates for you. Sorry! I just wanted to let you know that there's some new content on the Sound-Up Governance podcast. I've just launched a short series of episodes based around a cool webinar I did last year with some experts in business design where we explored the connection between design thinking and good governance. Here's the first instalment. If you like what you hear, be sure to follow along at groundupgovernance.com    Matt Voiceover Welcome back to Sound-Up Governance. My name is Matt Fullbrook, and today we have the first in a short series of episodes that come from a webinar that I co hosted a few months back with my old friend Michael Hartmann, who's the Principal of the Directors College at McMaster University. He invited a couple of his friends to join us. Karel Vredenburg, who was the global VP of UX Research at IBM, and Tara Safaie, who's the executive Director of Health and Organizational Innovation at the design firm, IDEO. I've become increasingly convinced over the past few years that good governance is a design challenge. If you're familiar with my framing of good governance as intentionally cultivating effective conditions for making decisions and also familiar with design thinking, then you already know what I'm talking about. I honestly had no idea at first that I was talking like a design guy, but now I'm all the way bought in. Tara, Karel and Michael further reinforced this perspective in our discussion. But we'll get to that a bit later. Let's start first with some definitions. The first voice you'll hear is Michael, followed by Karel. Michael Hartmann I remember going out trying to introduce companies to this thing called design, and a lot of eyes would be like, blank, saying, what is this? 25 years later, 24 years later, it's ubiquitous. Design is everywhere. But as my colleagues will say, it's everywhere. Not done well. More often than not, we brought it into Directors College and for a couple of reasons. And we're going to explore those reasons. One, if you think about the core roles, responsibilities of board, CEO, selection, talent. Well, of course, strategy is a critical one. You know, setting the lanes for management, sometimes moving the lanes with management as well. But design is a really interesting way to think about strategy development and execution. I wanted Karel to maybe introduce some of the design. What do we mean by design? And for my colleagues around the table here, how can boards leverage design principles for better strategy? So that's a starting point, Karel, and maybe a question over to you. Karel Vredenberg Yeah, let's let me start. And some of the people that are listening, I'm sure have heard this story. If you were in my. In my session. But I love to share that I talked about design thinking at a university was an interdisciplinary lecture. The Dean of the business school said as a question later, said, we're all learning design thinking now. This is really, really good. Do we still need designers? I said, yeah, there's a difference between design and design thinking. And so the notion of design, that intentional process to research, ideate, and then actually create and then iterate on things that you're creating, whether it's websites, apps, products or services. That's sort of design and design thinking is really the, as it states the thinking, the, the way to actually take a perspective on a particular problem, to solve a problem in a, in a more intentional empathic, looking at all stakeholders and alike, more holistic sort of approach. And so that's how I see them being different. And the way that I've used design thinking in companies, both for typically the C suite I've worked with and, and then with boards, is really to open the aperture in ways that they've never thought before. There were a couple of instances where after I spent like a day and a half with, with them, they came up with a set of directions strategically where they realized that there were things that they came up with through this way of thinking that they realized there were certain things that were on their five year plan that were absolutely things they shouldn't be doing. And there were other things that were really simple to do but they'd never thought of them because they'd never used this design lens that now became their number one priority. So I think it's an incredibly powerful tool to be able to set strategy for an organization. Matt Voiceover Before getting to Tara's perspective, you'll hear her and eventually Karel refer to Agile. Now I'm no expert in Agile, so please forgive me if any of you listeners are experts and I'm messing something up. In short, it's a set of frameworks and practices originally designed for project management in software development that are rooted in certain priorities and principles. For example, it's more important to prototype, iterate and respond to change than it is to adhere dogmatically to a preset plan. Anyway, here's Tara's perspective on what human-centered design means for organizations. Tara Safaie Many of these approaches are a combination of pedagogy and methods and you know, certain steps that you're supposed to take. But they also introduce mindsets or ways of looking at and thinking about problems or context in a way that is different from how many organizations traditionally look at problems. So I think what's useful about design as a methodology, and you alluded to it, Karel, is that it often forces many organizations to think about their problems in a more human-centered way because you have to find a case for a desirable solution before you go on to actually making that solution a reality using more agile methods. Agile and design both have as part of their methodology iterative processes. So where you start in lower fidelity and progressively build your fidelity and an investment and things like that as you learn and as you fail and things like that. And so I think it's worth noting that while the methods themselves often yield great results and they are worth in many cases implementing in the right corners of an organization to yield the outcomes and the products that they can yield. And it's also worth noting where those mindsets that they're bringing to the table are most impactful so the two can be treated in conjunction with one another. And then to make them a more sustainable part of an organization's being, to make them really course through the bloodstream of an organization that requires much more kind of long tail change and a different type of approach integrating it into organizations where they're, where it's not present at the moment. Karel Vredenberg Hey, Tara, I want to just add one other thought to that and that is that of course, yeah, I always imagine it as if you think that you have this big canvas of what the solution was going to end up being. If you just do Agile, you'll start so say on the top right of that campus that solutions space. Right. And yes, you'll be able to iterate, but you're going to be roughly still in that top right quadrant of the canvas. Design thinking right at the front of it may well tell you that you really need to be in the bottom left to really serve the market. And that's whether products or services or work of a board where you want to think more deeply about what's the bigger picture view of where this company should go. Matt Voiceover So you'll already see an important intersection here with my framing of corporate governance as people making decisions in corporations, I the first and most important step in effective decision making is a clear definition of the problem we're trying to solve. As Tara and Karel are defining it, that's where design starts too. Okay, so let's start moving into some useful insights for boards. I mean the design world has in my opinion generally done a pretty poor job at helping boards to do their jobs well. With this in mind, Michael prompted our guests with a reminder that boards tend to be, well, risk avoidant. So how do we embrace design when that's our starting point? Michael Hartmann Board directors, when we query about innovation, one of the common feedbacks we get is we wish we could be more open to risk as opposed to de risking embracing innovation design. I also see that it's a really interesting way to kind of, you know, stress test and build a capacity for risk taking. And I don't know Tara, if you've got some thoughts on that. Tara Safaie Yeah, absolutely. A couple of anecdotes. One is that I think organizations that have really adopted design in a powerful way in their organization, have adopted the mindset that ideas are disposable. Matt Voiceover I just want to interject here. Imagine a world where we approached governance ideas as disposable instead of embracing them as orthodoxy. OMG, it's like a dream come true. Sorry Tara, you were saying... Tara Safaie They have right sized the investment that they put into an idea to the maturity of that idea. So what I see many organizations do, particularly my, my clients in the healthcare space, is that they are very quick to jump on the first couple of ideas that they come up with because they are so deeply expert in the area that they're working in. Like many of them have spent decades learning to be the professional that they are. That expertise gets translated into these ideas that when, when thrown into the thunderdome of the real world or of a patient's world, let's say, just don't survive the key shift that occurs with organizations that are able to adopt design mindsets, you know, kind of deeply in their organization and adopt the level of risk that it requires. Have learned how to test their ideas in low fidelity ways. And so where they are able to identify the most core assumptions that they're holding, maybe because their expertise has kind of put blinders on them, or they only work with a particular type of customer and they want to expand to a new type, they don't know that customer as well, whatever it might be, that they're a western organization designing for a non western customer base or a global south customer base, whatever it might be. And so they're able to understand what the most deeply held assumptions in their solutions are and then design tests to test those assumptions in low fidelity ways. You can't build certainty in any of the paths that you're taking, but you can build confidence. So your goal in any type of design exercise, and again, organizations that have internalized this, know this deeply, your goal is not to be certain. Your goal is to gain confidence. And so organizations that are testing their ideas in low fidelity ways are testing whether their assumptions hold. And as they build confidence, then build the confidence to slowly invest more and more as the stakes get, you know, the stakes get higher. They've invested more in the, in the back as well. And that allows them some of the agility, as we were talking about before, to then respond to a change in market context or a change in the competitive landscape or something else that might shift where those assumptions were tested initially. The risk profile that most organizations have does not necessarily preclude them from having low fidelity and therefore small investment, high risk things on the side. What they are not seasoned in doing is then transversing the space between that low fidelity and very low investment idea to the full fledged one. That's really going to require a lot of money. Karel Vredenberg Yeah, I would just add, I want to amplify something you said too, like the low fidelity idea. That's really a prototype, right. And what is a prototype precisely? It's, it's really a low risk way of exploring something. So people talk about, oh, you really should be increasing your, your, your failure rate. You learn from failure. And everybody, you know Silicon Valley loves to say that, right? Yeah, they love to say it because 90% of them fail. But in fact, if they did the kind of things that Tara and I are talking about here, doing just a small prototype, it might be a new way of working as a, as a board, let's say. And you want to just try that out? Well, you can just try it out in your meetings. That's a prototype. And then after, let's say you do, you know, sort of an off site or whatever, let's, let's see what that was like, get some feedback on it and the like as well. So it's this whole mindset of, of doing small prototypes that can fail. But you're not failing big, you're testing first, seeing if something's going to work. And then if it's going to work, then you can scale it up and do it across a whole organizational like as well. It's a fantastic, phenomenal way to de risk by taking risks. Matt Voiceover That's a wrap on the first episode in this series. Let me just say that this prototyping approach really works in boardrooms. I like to think of it as crafting a 1% intervention rather than a revolution. An intervention designed intentionally and specifically to increase the probability that we'll get a, a better result in some small part of our work together. Maybe it's a change to reporting or a shift in our agendas, or a new conversation prompt after a presentation or a different lunch caterer. Whatever it is, the consequence of failure is essentially zero and the potential for learning is high. Stay tuned for the next episode in the series coming up soon. And drop me a note to let me know what you thought of this episode. If you liked it, please consider spreading the word. Oh, and as usual, I've provided some notes on today's music on the episode post at groundupgovernance.com Catch you next time.

Amid global economic uncertainty and shifting trade policies, how do manufacturing companies navigate choppy waters? Otto Pukk, President & CEO of InCap joins us to reveal the advantages of a decentralized leadership approach during turbulent times."There is always some crisis and always some turbulence," Otto reflects with refreshing pragmatism. Rather than centralizing control, InCap has thrived by empowering local management teams across their global facilities. "We have excellent management teams in each unit that are experts on the local conditions and can navigate through that," he explains. This distributed leadership model has become their secret sauce in responding quickly to regional challenges without waiting for headquarters directives.The financial results speak volumes. While many European EMS companies struggle, InCap reports strong growth and impressive EBITDA margins. Their ultra-lean headquarters—just 10 square meters in Helsinki with a team of seven—minimizes overhead costs that typically eat into profits. Looking ahead to 2025, Otto acknowledges the market hesitancy as everyone waits to see "what are the rules of the game" regarding tariffs and trade policies, but remains optimistic about growth prospects once conditions stabilize. Perhaps most valuably, he highlights the collaborative spirit within the electronics manufacturing community, where competitors often share knowledge to solve common challenges. "It's a small, very small community actually... you don't need to be afraid to share your experience."Ready to rethink your company's approach to global uncertainty? Listen now and discover how culture and organizational structure might be your greatest asset in unpredictable times.EMS@C-Level Live at APEX is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com)EMS@C-Level is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com) You can see video versions of all of the EMS@C-Level pods on our YouTube playlist.

Lex chats with Yuval Rooz, CEO and co-founder of Digital Asset, about the company's transformation from its early institutional blockchain experiments to launching the Canton Network - a purpose-built, privacy-enabled smart contract platform designed for financial markets. Rooz shares insights into why Digital Asset was inspired by Bitcoin's financial principles rather than its technical assumptions, highlighting the importance of rethinking blockchain infrastructure rather than replicating flawed legacy models. He also unpacks the hard lessons from high-stakes projects like the Australian Stock Exchange overhaul, emphasizing why large-scale financial infrastructure must evolve incrementally to succeed. Finally, the conversation dives into Canton's unique tokenomics, where 70% of block rewards go to the developers and users who create economic activity on the network, challenging traditional validator-centric models and aligning incentives more fairly for long-term ecosystem growth. Notable discussion points: 1. Canton's innovative tokenomics: Unlike Ethereum, where validators capture most of the rewards, Canton allocates 70% of block rewards to developers and applications, creating sustainable alignment. 2. Lessons from ASX: Rooz reflects on the failed ASX blockchain migration, advocating for iterative upgrades rather than “big bang” infrastructure transformations. 3. True tokenization: Rooz critiques superficial on-chain IOU models, asserting that real tokenization must place the asset's books and records natively on-chain to unlock the benefits of DeFi and composability. MENTIONED IN THE CONVERSATION Topics: Digital Asset, Canton Network, DRW, ASX, Ethereum, Bitcoin, Plaid, DAML, fintech, web3, tokenization, digital assets, financial infrastructure, DeFi, onchain ABOUT THE FINTECH BLUEPRINT 

In this fast-paced and practical episode, Josh Anderson and Bob Galen run through 10 essential “hats” every leader must learn to wear — even the ones that feel uncomfortable or counterintuitive. From truth-teller to listener, follower to guide, each role represents a different kind of leadership presence and responsibility.They challenge the myth that leaders should always have the answers, instead offering a more grounded view of modern leadership: one rooted in humility, honesty, coaching, detachment, and constant growth. Whether you're managing a team or shaping a culture, this is your crash course in leading with intention and impact. Stay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

Self-organizing teams.It sounds simple. You give the team a goal, you create space for them to figure out how to achieve it, and then you get out of the way.In reality, very few teams achieve this level of autonomy, ownership, and creativity. And many organizations inadvertently sabotage the effort—while believing they're practicing Agile.True self-organization isn't a default setting. It requires a deliberate culture shift, leadership behaviors that reinforce team empowerment, and a commitment to creating safety for experimentation and learning.

In today's show, we're diving deep into the highly specialized world of software testing for medical devices. Our guest, Priyank Soni, brings over 20 years of experience and a wealth of knowledge from the front lines of medical innovation, think cardiac mapping, lab automation, and infusion pumps. Not only is Priyank a recognized authority in embedded systems, AI, and machine learning, but he's also a master at transforming manual QA processes into scalable, cloud-based automated frameworks. Join host Joe Colantonio as he and Priyank unravel the unique challenges of testing in a heavily regulated, high-risk environment where safety, compliance, and innovation must work hand-in-hand. You'll gain practical insights into navigating stringent standards like ISO 13485, managing risk in legacy systems, and balancing Agile development with rigorous verification requirements. Plus, Priyank shares the real impact of AI and automation in medical device testing—and what the future might hold for testers in this rapidly evolving field. Whether you're a seasoned QA pro or just curious about what it takes to deliver safe, compliant software in healthcare, you won't want to miss this episode! Take the first step towards transforming your and our community's future. Check out our done-for-you services awareness and lead generation demand packages, and let's explore the awesome possibilities together now https://testguild.com/mediakit

The Software Process and Measurement Cast Crew is on vacation. Until then, we are revisiting some fabulous panel discussions we have had during the last 19 years. We will be back on June 21st.  Poor work intake equals out-of-control.  Being out of control leads to stress and poor quality.  Mastering Work Intake is the path to bringing order out of chaos. Buy a copy today!  JRoss Publishing or Amazon. JRoss Publishing: Amazon:   Original Show Notes: Another year has flown by, and 2025 is near.  The SPaMCAST 844 features our year-end panel discussion. This year, Jeremy Willets, Jeremy Berriault, Susan Parente, Jon M Quigley, and I discussed AI, Agile, mixing methods, and tried to forecast what comes next. This episode is a cornucopia of opinions and frivolity. Websites: Jeremy Berriault: https://berriaultandassociates.com/ Susan Parente: http://www.s3-tec.com/ Jon M Quigley: https://valuetransform.com/ Jeremy Willets: https://www.jeremywillets.com/  

Stuart Tipples: The Ghost Product Owner vs. The Storytelling Master Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: The Storytelling Master Stuart describes an exceptional Product Owner who worked with an API team on what could have been a dry, unsexy product. This PO excelled by maintaining clear availability through established office hours, showing up consistently for the team, and avoiding micromanagement. The standout quality was their ability to tell compelling stories that created clarity and got the team onboard with the vision. Through storytelling, this PO helped the team communicate the value of their work, transforming a potentially mundane product into something meaningful and engaging for both the team and stakeholders. The Bad Product Owner: The Ghost with the Most Stuart encountered a problematic Product Owner working with a customer-portal team dealing with edge cases, legacy systems, and messy code. This PO earned the nickname "The Ghost with the Most" because they were never available when needed. They would miss sprint planning sessions, delay or skip backlog refinement entirely, and leave team members to fill the gap while juggling their own responsibilities. Stuart learned to address this directly by outlining how the PO's behavior affected the team and delivery, asking "Can I help you?" The PO initially reacted defensively but eventually admitted they weren't happy in the role. Self-reflection Question: How effectively does your Product Owner use storytelling to create clarity and help the team understand the value of their work? [Scrum Master Toolbox Podcast Recommends]

Stuart Tipples: Defining Scrum Master Success and the 4L's Retrospective Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Stuart redefines success for Scrum Masters, moving beyond organized JIRA boards and well-structured stories to focus on team dynamics and behavior. True success means seeing healthy conflict that leads to insight, having transparent priorities, and watching teams call out their own behavior through self-checking mechanisms. Stuart emphasizes that happy teams aren't just content - they're energized by embracing obstacles and challenges. He stresses the importance of reinforcing great behaviors when you see them, creating an environment where teams can thrive independently. Featured Retrospective Format for the Week: 4L's The 4L's retrospective format is Stuart's favorite because it strikes the perfect balance between warmth and honest feedback. The format covers four areas: Liked (appreciation), Learned (growth opportunities), Lacked (identifying gaps), and Longed for (dreaming big). This structure prevents people from freezing up while uncovering golden moments and building psychological safety. As a bonus, the format allows facilitators to bring fun elements and themes, making retrospectives more engaging while maintaining their effectiveness in driving team improvement. Self-reflection Question: Does your team demonstrate healthy conflict that leads to insight, or are disagreements avoided and issues left unresolved? [Scrum Master Toolbox Podcast Recommends]

The Top 3 Agile Performance Metrics That You are Likely NOT MeasuringDiscuss the development of new metrics that go beyond traditional KPIs, focusing on customer satisfaction, team health, and value delivery to better assess Agile performance.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Stuart Tipples: Beyond Hierarchy—Influencing Agile Adoption Through Setting the Example and Community Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Stuart explores the challenging aspect of leading change as a Scrum Master without hierarchical authority. He shares his experience as a chapter lead where he built a community of practice and recruited new Scrum Masters to become change agents. The breakthrough came when he convinced director-level leaders to run their own quarterly retrospectives, creating a powerful example for teams throughout the organization. Stuart emphasizes that change spreads organically - when you change your team, it becomes contagious. His approach involved showing up daily as a change agent, understanding the difference between sponsors and change agents, and initially facilitating leadership retrospectives to demonstrate proper technique. Self-reflection Question: How can you leverage community building and lead by example to create lasting organizational change without relying on formal authority? [Scrum Master Toolbox Podcast Recommends]

Learning & Upskilling - Now is the Time!Today we will Highlight the growing emphasis on upskilling within Agile teams, including cross-functional training and certifications, to meet evolving project demands and technological advancements.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Stuart Tipples: Silent Teams, Explosive Outcomes—Learning to Normalize Disagreement Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Stuart tells the story of a team he was brought in to coach that appeared functional on the surface but was struggling beneath. Despite being behind on critical work, the team maintained a facade of happiness while abandoning retrospectives and falling into hero culture patterns. The team had developed "toxic positivity" where members stayed silent about real issues, creating an environment without psychological safety. When problems finally surfaced, the team exploded into unpleasant disagreements. Stuart's key learning: teams usually stay silent until it's too late, making it crucial to foster psychological safety by normalizing disagreement and creating space for honest dialogue. Self-reflection Question: Is your team comfortable with healthy disagreement, or are you maintaining a facade of toxic positivity that prevents real issues from being addressed? Featured Book of the Week: Trust Based Leadership by Mike Ettore Trust Based Leadership by Mike Ettore stands out because it's devoid of corporate fluff and delivers a clear message from a former marine turned executive. Stuart recommends it because it focuses on the fundamental truth that if you don't build trust, you're just managing compliance. The book emphasizes leading with consistency, clarity, and courage, and encourages leaders not to wait for permission to make positive changes. It's a practical guide that moves beyond typical corporate leadership advice to address real-world leadership challenges. [Scrum Master Toolbox Podcast Recommends]

Agile Contracting Models in 2025Lets take a moment to Investigate new approaches to Agile contracts that allow for flexibility, shared risk, and iterative delivery, moving away from traditional fixed-price models.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/

Stuart Tipples: From Zombie Scrum to Agile Thinking—Learning from a Failed Transformation Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Stuart shares a powerful story about joining a team that appeared to be thriving with Scrum ceremonies in place, only to discover they were performing "zombie scrum" - going through the motions without embracing agile thinking. The team functioned as a feature factory, never questioning requirements or truly collaborating. Stuart learned that agile isn't about what you do, but how you and the team think. He emphasizes that frameworks are just guardrails; the real focus must be on coaching people in agile values and principles. His key insight: know the rules before you break them, and remember that no amount of ceremony can rescue a team that lacks the agile mindset. Self-reflection Question: Are your team's agile ceremonies creating real value and fostering collaboration, or are you simply going through the motions of "performative theatre"? [Scrum Master Toolbox Podcast Recommends]