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6 episodes with stephen denning
3 episodes with stephen denning
2 episodes with stephen denning
2 episodes with stephen denning
3 episodes with stephen denning
2 episodes with stephen denning
Most of us are trapped in the stories we tell ourselves. Archetypes, such as are found in the Greek myths, can trigger a story in our brain that helps us notice opportunities, props, and characters that may have been invisible to us. They change what we are noticing and can enhance our narrative intelligence and encourage us to tap into our potential. Carol Pearson, Ph.D. is an expert in depth psychology and transformational leadership as well as archetypal narrative intelligence. She has served as professor at several universities and colleges and also served as president of Pacifica Graduate Institute in Santa Barbara. She was the senior editor of The Inner Edge: A Resource for Enlightened Business Practice. She is the author of such classic works as: The Hero Within (republished, Harper Elixir 2015), Awakening the Heroes Within (Harper Elixir 2015),The Hero and the Outlaw (coauthor Margaret Mark) (McGraw Hill Education 2001), Persephone Rising: Awakening the Heroine Within (Harper Elixir 2016)Interview Date: 8/3/2016 Tags: Carol Pearson, archetypes, Zeus, Demeter, Persephone, Dionysus, Eleusinian Mysteries, somebodies and nobodies, interdependent, sit-in strike, sharing power, Greek myths, eros, allurement, Stephen Denning, narrative intelligence, archetypal download, Mythology, Personal Transformation, Social Change
Join Lance Dacy and Brian Milner as they discuss the use of metrics in an Agile environment to ensure optimal performance without taking things in the wrong direction. Overview In this episode of the Agile Mentors podcast, Lance Dacy joins Brian to delve into the intricacies of utilizing metrics in software development to ensure optimal performance while avoiding incentivizing adverse behaviors. Listen in as he walks us through the three tiers of metrics that are crucial for Agile teams to consider in order to stay on course. He’ll share the tools required to gain a holistic understanding of an individual's performance and how leadership styles and stakeholders influence team-level metrics. Plus, a look at the common challenges that teams may encounter during their Agile adoption journey and how to overcome them. Listen now to discover: [01:18] - Lance Dacy is on the show to discuss metrics. [02:09] - Brian asks, are there ‘good’ ways to track performance? [02:32] - Lance shares why Agile doesn’t really lend itself to tracking performance. [03:57] - How to handle performance reviews. [04:32] - Lance shares the best way to measure individual performance. [06:40] - Measuring team contribution vs. standalone rockstar. [07:48] - What Ken Schwaber and Jeff Sutherland say about the completeness of the Scrum Framework and why having a superhero on your team is bad. [09:45] - Lance shares the 3 tiers of metrics to measure when working as an Agile team to be sure their team is going in the right direction. [11:09] - Using tangible business-level metrics such as time to market for products, NPS, and support call volume to evaluate performance. [12:20] - How metrics, such as the number of work items completed per month, and cycle time, can be used to evaluate performance at a product level in an Agile environment. [14:10] - Lance shares standard metrics such as velocity, backlog churn, and work-in-process that can be used to evaluate things at the team level. [14:45] - Brian shares the importance of having a broader perspective to avoid having a distorted view of performance. [16:53] - How using tools such as Ishikawa (fishbone) diagrams can help you identify the root cause of the problem instead of the apparent cause. [17:22] - Individual velocity and other big metrics to avoid. [19:02] - How the balanced scorecard can help managers use ALL the information available to develop a comprehensive understanding of an individual's performance. [19:25] - The detrimental effects of using the wrong metrics to evaluate an individual's contribution. [21:29] - Brian shares the story of how a manager's bug squashing endeavor led to incentivizing the wrong behavior [22:31] - Lance references Stephen Denning's statement and reminds us that assumption testing is what developers do every day. [24:00] - Referencing the State of Agile Report statistics on what's stalling your transformation to Agile. [25:15] - Lance shares a behind-the-scenes look at how team-level metrics are affected by leadership styles and stakeholders. [27:05] - Lance shares the spreadsheet he's been using to track data for a Scrum team for over 5 years to understand why the team is not predictable and what they can do to improve. [31:38] - Got metrics management questions? Reach out to Lance. [31:46] - Why it’s imperative that you think of software development as R&D rather than manufacturing to arrive at the right metrics measurements. [33:26] Continue the conversation in The Agile Mentors Community. References and resources mentioned in the show: Join the More than 24k People Who've Trained to Succeed With Mountain Goat Software Mountain Goat Software Certified Scrum and Agile Training Schedule #30: How to Get the Best Out of the New Year with Lance Dacy #31: Starting Strong: Tips for Successfully Starting with a New Organization with Julie Chickering State of Agile Report HBR's Embrace Of Agile The Agile Mentors Community Additional metrics resources mentioned by Lance Agile Metrics Business outcomes, product group metrics, unit metrics) KPI/OKR (Business Outcomes) Time to market, NPS, Support Call Volume, Revenue, Active Account, New Customer Onboarding Time, Regulatory Violations) Product Group Metrics Work items completed per unit of time (quarterly) % of work in active state vs. wait state Cycle time of work times (idea to done) Predictability (% of work items that reach ready when planned) Unit metrics Velocity, backlog churn, work in process, team stability Metrics Spreadsheet Team Size Tracking the size of our cross-functional team (typically Dev and QA), allows us to pair that number with velocity to play “what-if” scenarios in the future. Whether you count half of a person if shared, or whole, keeping it consistent throughout your tracking is what is important. Most teams simply count the number of developers and testers. Team Days Tracking the iteration length is also helpful in understanding a team’s performance. If the team has a 2 week sprint, then usually that is 9 development days of actual work. The 10th day is set aside for sprint review, retrospective, and planning. Committed Tracking what the team committed to completing within a sprint is crucial to understanding their predictability. The are the most uneducated at the beginning of the sprint and tracking what they think they can complete helps us in long term planning. Completed Tracking what the team completed is actually just tracking velocity above, but comparing it what they committed helps us understand their predictability index. Predictability Index (Pi) Software development is complex, risky, and uncertain. A skill that is sought after in this type of environment is predictability. The better we are at understanding what we can accomplish, then finishing what we said we would accomplish builds trust with our management team and customers. If we aren’t very good, tracking this metric often helps us get back to good by committing to less or more depending on our index. Example: Completed Items / Committed Items = Predictability Index (Pi) 25 Story Points / 20 Story Points = 125% 20 Story Points / 25 Story Points = 80% Just because a team has a high Pi, does not mean they are good at predictability. Don’t let high and low numbers fool you, focus on the variance from 100% instead of the actual number. An arbitrary number to shoot for is +/- 15% Pi (85% or 115%). Story Points / Per Day (SPD) Story points per day is just that, tracking how many story points per day of the sprint did we complete (Completed / Team Days). Story Points / Per Day / Per Person (SP/PD/PP) This perhaps is the most useful metric to capture throughout the process. Most of our teams do not have the luxury of maintaining a consistent size or make-up. Inevitably over the course of a few months, the team make-up will change. Once the teams change, velocity has to be reset. In addition, we may actually change our sprint duration over a long period of time (don’t change it each sprint). Once we change sprint lengths, it can jeopardize our pure metrics, velocity has to be reset. However, over all of our teams in a product, if we can capture the SP/PD/PP that our teams complete on average, we can begin to play “what-if” scenarios in long- term planning. Example: Completed / (Team Size * Sprint Days) 24 / (4 * 9) = 0.67 You can then average that number over 4-6 sprints or even the year. Defects While we understand that we won’t ever likely have a zero defect product, it is useful to track how many defects our teams are creating over time. There are usually 2 types of defects, internal and external. Internal Our definition of done should at minimum include that testing is taking place during the sprint with the idea that we would not allow a story to be called DONE if it had remaining defects. As such, an internal defect are the ones that were created while working on a backlog item in the sprint, that we have fixed before calling the item DONE. External External defects are those that have “escaped” our development process and were not discovered during our testing. In a sense, our customer discovered the defect and the work item will become a new backlog item for a sprint. Warranty We should strive to have the warranty concept built into our process. If you bought a car yesterday and the radio fell out, you could take it back and they would fix it fairly quickly. Our customers deserve the same service. Don’t manage a defect backlog, get used to fixing escaped defects immediately, while they are fresh on your mind (right after a sprint). It doesn’t take a long time to fix defects, it takes a long time to find them once identified by a customer. Defects per Story Point Tracking defects per story point help to understand velocity a little better. If you have a team that has drastically increased its velocity, have the defects have increased along with it? Defects per story point help us understand the relationship between a velocity and defects created. Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? It would be great if you left 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. Lance Dacy, known as Big Agile, is a dynamic, experienced management and technical professional with the proven ability to energize teams, plan with vision, and establish results in a fast-paced, customer-focused environment. He is a Certified Scrum Trainer® with the Scrum Alliance and has trained and coached many successful Scrum implementations from Fortune 20 companies to small start-ups since 2011. You can find out how to attend one of Lance’s classes with Mountain Goat Software here.
Join Lance Dacy and Brian Milner as they discuss the use of metrics in an Agile environment to ensure optimal performance without taking things in the wrong direction. Overview In this episode of the Agile Mentors podcast, Lance Dacy joins Brian to delve into the intricacies of utilizing metrics in software development to ensure optimal performance while avoiding incentivizing adverse behaviors. Listen in as he walks us through the three tiers of metrics that are crucial for Agile teams to consider in order to stay on course. He’ll share the tools required to gain a holistic understanding of an individual's performance and how leadership styles and stakeholders influence team-level metrics. Plus, a look at the common challenges that teams may encounter during their Agile adoption journey and how to overcome them. Listen now to discover: [01:18] - Lance Dacy is on the show to discuss metrics. [02:09] - Brian asks, are there ‘good’ ways to track performance? [02:32] - Lance shares why Agile doesn’t really lend itself to tracking performance. [03:57] - How to handle performance reviews. [04:32] - Lance shares the best way to measure individual performance. [06:40] - Measuring team contribution vs. standalone rockstar. [07:48] - What Ken Schwaber and Jeff Sutherland say about the completeness of the Scrum Framework and why having a superhero on your team is bad. [09:45] - Lance shares the 3 tiers of metrics to measure when working as an Agile team to be sure their team is going in the right direction. [11:09] - Using tangible business-level metrics such as time to market for products, NPS, and support call volume to evaluate performance. [12:20] - How metrics, such as the number of work items completed per month, and cycle time, can be used to evaluate performance at a product level in an Agile environment. [14:10] - Lance shares standard metrics such as velocity, backlog churn, and work-in-process that can be used to evaluate things at the team level. [14:45] - Brian shares the importance of having a broader perspective to avoid having a distorted view of performance. [16:53] - How using tools such as Ishikawa (fishbone) diagrams can help you identify the root cause of the problem instead of the apparent cause. [17:22] - Individual velocity and other big metrics to avoid. [19:02] - How the balanced scorecard can help managers use ALL the information available to develop a comprehensive understanding of an individual's performance. [19:25] - The detrimental effects of using the wrong metrics to evaluate an individual's contribution. [21:29] - Brian shares the story of how a manager's bug squashing endeavor led to incentivizing the wrong behavior [22:31] - Lance references Stephen Denning's statement and reminds us that assumption testing is what developers do every day. [24:00] - Referencing the State of Agile Report statistics on what's stalling your transformation to Agile. [25:15] - Lance shares a behind-the-scenes look at how team-level metrics are affected by leadership styles and stakeholders. [27:05] - Lance shares the spreadsheet he's been using to track data for a Scrum team for over 5 years to understand why the team is not predictable and what they can do to improve. [31:38] - Got metrics management questions? Reach out to Lance. [31:46] - Why it’s imperative that you think of software development as R&D rather than manufacturing to arrive at the right metrics measurements. [33:26] Continue the conversation in The Agile Mentors Community. References and resources mentioned in the show: Join the More than 24k People Who've Trained to Succeed With Mountain Goat Software Mountain Goat Software Certified Scrum and Agile Training Schedule #30: How to Get the Best Out of the New Year with Lance Dacy #31: Starting Strong: Tips for Successfully Starting with a New Organization with Julie Chickering State of Agile Report HBR's Embrace Of Agile The Agile Mentors Community Additional metrics resources mentioned by Lance Agile Metrics Business outcomes, product group metrics, unit metrics) KPI/OKR (Business Outcomes) Time to market, NPS, Support Call Volume, Revenue, Active Account, New Customer Onboarding Time, Regulatory Violations) Product Group Metrics Work items completed per unit of time (quarterly) % of work in active state vs. wait state Cycle time of work times (idea to done) Predictability (% of work items that reach ready when planned) Unit metrics Velocity, backlog churn, work in process, team stability Metrics Spreadsheet Team Size Tracking the size of our cross-functional team (typically Dev and QA), allows us to pair that number with velocity to play “what-if” scenarios in the future. Whether you count half of a person if shared, or whole, keeping it consistent throughout your tracking is what is important. Most teams simply count the number of developers and testers. Team Days Tracking the iteration length is also helpful in understanding a team’s performance. If the team has a 2 week sprint, then usually that is 9 development days of actual work. The 10th day is set aside for sprint review, retrospective, and planning. Committed Tracking what the team committed to completing within a sprint is crucial to understanding their predictability. The are the most uneducated at the beginning of the sprint and tracking what they think they can complete helps us in long term planning. Completed Tracking what the team completed is actually just tracking velocity above, but comparing it what they committed helps us understand their predictability index. Predictability Index (Pi) Software development is complex, risky, and uncertain. A skill that is sought after in this type of environment is predictability. The better we are at understanding what we can accomplish, then finishing what we said we would accomplish builds trust with our management team and customers. If we aren’t very good, tracking this metric often helps us get back to good by committing to less or more depending on our index. Example: Completed Items / Committed Items = Predictability Index (Pi) 25 Story Points / 20 Story Points = 125% 20 Story Points / 25 Story Points = 80% Just because a team has a high Pi, does not mean they are good at predictability. Don’t let high and low numbers fool you, focus on the variance from 100% instead of the actual number. An arbitrary number to shoot for is +/- 15% Pi (85% or 115%). Story Points / Per Day (SPD) Story points per day is just that, tracking how many story points per day of the sprint did we complete (Completed / Team Days). Story Points / Per Day / Per Person (SP/PD/PP) This perhaps is the most useful metric to capture throughout the process. Most of our teams do not have the luxury of maintaining a consistent size or make-up. Inevitably over the course of a few months, the team make-up will change. Once the teams change, velocity has to be reset. In addition, we may actually change our sprint duration over a long period of time (don’t change it each sprint). Once we change sprint lengths, it can jeopardize our pure metrics, velocity has to be reset. However, over all of our teams in a product, if we can capture the SP/PD/PP that our teams complete on average, we can begin to play “what-if” scenarios in long- term planning. Example: Completed / (Team Size * Sprint Days) 24 / (4 * 9) = 0.67 You can then average that number over 4-6 sprints or even the year. Defects While we understand that we won’t ever likely have a zero defect product, it is useful to track how many defects our teams are creating over time. There are usually 2 types of defects, internal and external. Internal Our definition of done should at minimum include that testing is taking place during the sprint with the idea that we would not allow a story to be called DONE if it had remaining defects. As such, an internal defect are the ones that were created while working on a backlog item in the sprint, that we have fixed before calling the item DONE. External External defects are those that have “escaped” our development process and were not discovered during our testing. In a sense, our customer discovered the defect and the work item will become a new backlog item for a sprint. Warranty We should strive to have the warranty concept built into our process. If you bought a car yesterday and the radio fell out, you could take it back and they would fix it fairly quickly. Our customers deserve the same service. Don’t manage a defect backlog, get used to fixing escaped defects immediately, while they are fresh on your mind (right after a sprint). It doesn’t take a long time to fix defects, it takes a long time to find them once identified by a customer. Defects per Story Point Tracking defects per story point help to understand velocity a little better. If you have a team that has drastically increased its velocity, have the defects have increased along with it? Defects per story point help us understand the relationship between a velocity and defects created. Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? It would be great if you left 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. Lance Dacy, known as Big Agile, is a dynamic, experienced management and technical professional with the proven ability to energize teams, plan with vision, and establish results in a fast-paced, customer-focused environment. He is a Certified Scrum Trainer® with the Scrum Alliance and has trained and coached many successful Scrum implementations from Fortune 20 companies to small start-ups since 2011. You can find out how to attend one of Lance’s classes with Mountain Goat Software here.
“We need to share stories to really get our people connected and engaged to our company values.” – Gabrielle Dolan In today's episode, we welcome Gabrielle Dollan. Gabrielle is a leadership expert and the author of several books, including "The 7 Day Starter Kit: How to Change the Way You Lead Forever" and "The Art of Strategic Communication." In this conversation, Gabrielle shares how storytelling has been an important tool for her in her work as a leader. She talks about how storytelling is an important part of effective communication and leadership, and how it can connect leaders to their employees and customers authentically. [00:01 - 11:47] Storytelling Connects With People On A Personal Level Gabrielle on failing English as a student and experiencing imposter syndrome Getting her first leadership role Realizing the power of storytelling in business communication Sharing personal stories as a leader How she started teaching storytelling to businesses [11:48 - 18:35] Understanding The Importance of Storytelling Teach leaders to improve on their storytelling skills in order to connect with their audiences The blindspots leaders have when in comes to storytelling Using storytelling for internal communications to motivate employees Engaging with customers with brand storytelling [18:36 - 27:04] Storytelling As A Powerful Tool for Businesses Gabrielle on the catalyst that made her write her book Stories are what customers resonate with Instead of telling a timeline, share your “why” Make your story more relatable to your audiences Talk about mistakes and life lessons [24:05 - 30:44] Closing Segment Gabrielle shares her insights on how storytelling can be used to empower leaders and create a legacy Connect with Gabrielle (links below) Join us for Tactical Friday! Head over tohttps://www.myvoicechallenge.com/discovermyvoice ( myvoicechallenge.com) to find out how you can discover your voice, claim your independence, and build that thriving business that you've always wanted! Key Quotes: “Storytelling is about communicating and influencing. Whether you're leading your team or whether you're pitching for work or whether you're strengthening the relationship with your clients to get more work, it's actually a really valuable skill.” - Gabrielle Dolan “People aren't seeing the power of these stories and so there's a reluctance to put it out there and it takes courage.” - Gabrielle Dolan Connect with Gabrielle Learn more about Gabrielle through her websitehttps://www.facebook.com/gabrielledolanconsulting/ ( Facebook),https://twitter.com/GabrielleDolan1/ ( Twitter),https://www.linkedin.com/in/gabrielledolan/ ( LinkedIn),https://www.youtube.com/channel/UClAs1ijUnlVKFTk8H4SEnmg ( YouTube), andhttps://www.instagram.com/gabrielledolan.1/ ( Instagram)! Check out herhttps://gabrielledolan.com/starterkit/ ( 7 Day Storytelling Starter Kit) and begin crafting stories for your business now! Resources Mentioned: https://www.amazon.com/Real-Communication-How-Lead-True/dp/0730369722 (Real Communication: How To Be You and Lead True by Gabrielle Dolan) https://www.amazon.com/Stories-Work-Essential-Business-Storytelling/dp/0730343294 (Stories for Work: The Essential Guide to Business Storytelling by Gabrielle Dolan) https://www.amazon.com/Magnetic-Stories-Customers-Employees-Storytelling/dp/0730388514 (Magnetic Stories: Connect with Customers and Engage Employees with Brand Storytelling) https://www.amazon.com/Leaders-Guide-Storytelling-Mastering-Discipline/dp/1522686371 (Leader's Guide to Storytelling by Stephen Denning) https://www.amazon.com/Story-Factor-Inspiration-Persuasion-Storytelling/dp/0465078079 (The Story Factor by Annette Simmons) https://www.amazon.com/Wake-Me-When-Data-Over/dp/047048330X (Wake Me Up When The Data is Over by Lori L. Silverman) https://www.dalecarnegie.com/en (Dale Carnegie) Did you love the value...
史蒂芬．丹寧（Stephen Denning） 在1990年代中期擔任世界銀行（World Bank）知識管理計畫負責人，他的任務是要在公司內部推動知識管理。在他推動期間發現，當他透過「故事」來傳遞這項業務的重要性及必要性時，人們會更願意配合以及意識到這項業務的重要性。 你也正面臨業務推動的瓶頸嗎？不妨來聽聽史蒂芬．丹寧是如何透過故事力幫助業務的推行，以及透過故事力可以達成的7大目標！
This week, Dan Neumann is joined by two AgileThought colleagues, Andrea Floyd and Hal Hogue. In this episode, Dan, Andrea, and Hal are talking about the books that have been influential to them and what they learned from them. Continuous learning is a crucial piece of the work at AgileThought, and this is why today, you are invited to this special space called The Book Club. Key Takeaways Books that bring new ideas to the practice: A fairly common book that you should not take for granted: Turn the Ship Around! A True Story of Turning Followers Into Leaders, written by David Marquet. This book brings a great opportunity to reflect on your own role as an Agile Coach, it also delivers an important message on leadership and serving others. Another book referring to work as a servant leader is Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal. This book shares crucial practices to be more effective with our teams. Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, written by Gene Kim, Kevin Behr, Kim Spafford (a business fable with some great suggestions to the state of growing software companies to scale). The nature of the challenges has changed over time; businesses are seeing more value in being flexible while responding to change and The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning, is a number one must-read book for people experiencing Agile transformations, for them to be considered as holistic opportunities for an organization to create and sustain a shift in its cultures. Agile Project Management with Scrum, by Ken Schwaber, is a great tool that explains the rules and practices for Scrum. The Rational Unified Process: An Introduction, by Philippe Kruchten. The Scrum Guide has some interesting references; this guide has been modified and updated over the years, which is the best proof of the constant need for flexibility and adaptation that lies in the core of Agile Teams. Start With Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek. This book is a great one to help teams and leaders recognize the reasons and purposes behind what they are doing. Your Daily Scrum is a YouTube series where you can find (in 10 minutes or less) the answer to a question from the community related to Scrum which is the trigger for an insightful conversation about that topic. Ted Lasso on Apple TV brings awesome content about leadership and humanity. Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
Uluru also known at Ayers Rock is a massive sandstone monolith in the “Red Center” of Australia. For more, watch this video. Never heard of the magpie or “Swoopers” attacking people – I wasn't kidding. Gabrielle mentioned Stephen Denning. I was not familiar with him. I found numerous books he authored including The Leader's Guide to Storytelling. Aristotle's Three Types of Rhetoric: Ethos, Logos and Pathos. Gabrielle is the author of several books including Stories for Work and Magnetic Stories Gabrielle can be found at https://gabrielledolan.com/ and you can subscribe to her newsletter and get a 7 Day Storytelling Starter Kit for free.
This episode is a conversation on how to best communicate with younger generations. The quote, "Do not believe everything you hear: Real eyes, Realize, Real Lies," has been attributed to singer-songwriters Ray Charles, Woody Guthrie, and rapper/actor Tupac Shakur. How can this quote help different generations communicate and collaborate in the workplace or at home? According to Stephen Denning, the author of The Secret Language of Leadership, we can positively improve communication channels with younger generations by showing concern for their interest, revealing vulnerability, sharing values, meshing with what has gone before, and being willing to learn. It is time for all to use our real eyes to communicate better and realize that generational differences do not have to remain a hindrance. Finally, open our minds to learning more about Generation Y and Generation Z, so they do not learn from assumptions or real lies. Connect with us and share your story on social media, or e-mail us at aramseyconsulting@gmail.com. Thank you for subscribing, sharing, and supporting the She Words podcasts. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Bom dia! Espero que esteja bem! Uma das visões que se estabeleceu de forma unânime nos últimos tempos diz respeito a mandatória necessidade das empresas serem mais ágeis. Muitos, no entanto, ainda tem dificuldade no entendimento do que significa ter uma organização ágil. Nessa semana, tivemos a oportunidade de apresentar uma aula aos participantes de nossa Imersão e Mentoria Gestão do Amanhã na Prática onde convidamos Nicolas Giffoni do IEEP Educação para compartilhar com nossa turma os estudos mais recentes sobre a formação de equipes ágeis, dimensão que vai muito além das populares metodologias ágeis. Um dos conceitos que Nicolas trouxe na aula me impactou muito e quero compartilhar com você, pois nos auxilia a ter um entendimento mais claro desse contexto. Foi citado o autor Stephen Denning que define que ser ágil é ser capaz de gerar o dobro do valor com metade do trabalho. Esse simples enunciado tem o potencial de nos trazer reflexões importantes. Segundo a definição, para que você obtenha mais valor não é necessário mais trabalho. Considerando essa perspectiva cabe a pergunta: Como gero mais valor no meu sistema? É daí que vem o insight mais relevante que quero dividir com você: o valor de qualquer sistema provém do cliente. Assim, a origem para que você tenha um sistema ágil está correlacionada ao conceito do jobs to be done do seu cliente, ou seja, entender qual a tarefa ele deseja realizar com sua empresa e trabalhar para desenvolver uma forma de atender a essa demanda de forma superior a que ele está atendendo atualmente. Simples assim. Correlacionando conceitos que temos trabalhado com muita ênfase em nossas obras e estudos, o caminho para você ter um sistema ágil envolve a adoção da filosofia do Customer Centricity que compreende o esforço de colocar o cliente no centro da jornada de criação da empresa. É a partir dessa orientação que todo sistema é desenvolvido tendo sempre como foco a visão do cliente. Se não houver essa dinâmica, arrisco a dizer que todo esforço será ineficaz, pois não resultará em maior entrega de valor ao negócio. Os conceitos sobre agilidade são mais tangíveis do que imaginamos. É necessário, no entanto, buscar conceitos e definições que permitam migrar da visão conceitual para a prática. Ter uma empresa ágil com alta capacidade de adaptação é uma das demandas mais emergentes da atualidade e deve estar no topo de sua agenda. Ah, essa aula foi tão relevante que iremos compartilhá-la em nossa plataforma Gestão do Amanhã (www.gestaodoamanha.com.br). Esse será um dos conteúdos semanais apresentados em março. Já se cadastre na plataforma, que é gratuita, para acompanhar esse material e mais de 70 vídeos sobre temas relacionados a transformação organizacional de minha autoria e de José Salibi Neto. Espero que você tenha uma excelente semana!! Contatos: Instagram | Plataforma gratuita Gestão do Amanhã | Site Edição: Senhor A
Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. The balance between Vision and detailed guidance can make or break a PO. We also discuss the 4 PO’s of the Apocalypse. A tale about some of the worst PO anti-patterns. The Great Product Owner: Balancing Vision and detailed guidance. We talk about the careful balance between Vision and details that describes a great Product Owner’s ability to keep the team focused on the Vision while helping define the necessary details that teams need guidance on. A great PO is also able to communicate the Vision in the form of a definition of success through storytelling and the use of metaphors. In this segment, we also refer to The Leader’s Guide to Radical Management by Stephen Denning. The Bad Product Owner: The 4 Product Owners of the Apocalypse In this episode, Arjay walks us through what he describes as the 4 Product Owners you meet in hell. He then explains how those patterns happen in reality with the help of a real-life story of a PO he worked with. From this conversation, it becomes clear how critical it is to help Product Owners through our work as Scrum Masters. Are you having trouble helping the team working well with their Product Owner? We’ve put together a course to help you work on the collaboration team-product owner. You can find it at: bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO’s collaborate. About Arjay Hinek Arjay has been an Agilist for over a decade. In the last few years he’s focused on Agile and “product development” for non-software applications. A considers himself a teacher at heart, he uses metaphors and story-telling to help others see their challenges from a different perspective and overcome them. You can link with Arjay Hinek on LinkedIn and connect with Arjay Hinek on Twitter. You can follow Arjay’s blog at http://goscrumgo.com/.
Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website. When this story starts, we hear about a Product Owner that had the unfortunate habit of micro-managing the team and assignments. On top of that, the PO was also a yes-man, who wanted to say “yes” to everything the stakeholders came up with. We explore how these behaviors led to the team imploding, and discuss what we can do to help teams and PO’s who start showing the same symptoms. Featured Book of the Week: Agile Product Management with Scrum: Creating Products that Customers Love In Agile Product Management with Scrum by Roman Pichler, found a book that distills the concepts down to practical advice and helps the teams and the Scrum Masters focus on customer needs. He also found that the book allowed him to have great conversations with Product Owners, and coach the PO’s he worked with. In this segment, we also refer to The Leader’s Guide to Radical Management by Stephen Denning. Are you having trouble helping the team working well with their Product Owner? We’ve put together a course to help you work on the collaboration team-product owner. You can find it at: bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO’s collaborate. About Arjay Hinek Arjay has been an Agilist for over a decade. In the last few years he’s focused on Agile and “product development” for non-software applications. A considers himself a teacher at heart, he uses metaphors and story-telling to help others see their challenges from a different perspective and overcome them. You can link with Arjay Hinek on LinkedIn and connect with Arjay Hinek on Twitter. You can follow Arjay’s blog at http://goscrumgo.com/.
In this bonus episode of the Agile Coaches’ Corner podcast, Christy Erbeck, Chief People Officer at AgileThought, is serving as your guest host for today’s conversation with Steven Granese and Quincy Jordan. Steven Granese is the Managing Director of AgileThought’s Transform Practice and Quincy Jordan serves as the Agile Competency Lead and Principal Transformation Consultant at AgileThought. In their conversation today, they discuss scaling and transformations and how to effectively lead organizations towards business agility. They speak about the role of scaling in transformations, the challenges of scaling, opportunities that arise as an organization begins to scale, how to know when it is appropriate to help a client scale, and how to know when you’re on the right path with a transformation. Key Takeaways Transformation & scaling: Part of a transformation is in transforming how people think There are a number of ways to scale Though it is called “scaling,” oftentimes it is about breaking down the problem into smaller pieces (especially in organizations that are already large) A real transformation is an organizational transformation throughout all departments The long term goal is to achieve business agility Tips for getting clients started on their scaling or transformation journey: Break down the problem into more manageable pieces in order to be able to take action on them and deliver faster (by delivering faster in these smaller increments you are setting expectations with stakeholders, which increases transparency and creates an outcome of more trust) Buy-in is needed from leaders Make sure to employ roadmaps with clients which can help with expectations Clarity and guidance alleviate stress during the scaling process Leaders need to address problems upfront when it comes to adopting agile Asking the question “why” is critical for transformations; it has to be answered first (especially if you’re looking at a true transformation) “Why are you doing this?” “What is it that you’re trying to change?” “Why are you trying to change?” “Are you confronting real organizational challenges and problems that you have?” Knowing what your client wants to focus on fundamentally changes how you work with them Note: A true transformation will take time (sometimes years) and oftentimes, things will get worse before they get better Differences between the two modes of adopting agile: Delivery and Transformation: Ask: If you’re interested in adopting an agile way of working, are you focused on improving your delivery OR do you want a transformation (i.e. change the way your business fundamentally operates)? Knowing which your client wants to do is critical If your client just wants to improve their process and doesn’t believe anything is broken, they just want to improve their delivery There is no right or wrong answer, but it is important to clarify what outcome they’re looking for as it will greatly impact how you help them If a client wants 10–20% better output for their teams they’re looking at improving delivery If a client wants to fundamentally look at the way their business operates, the types of customers they’re going after, the way their teams are structured, their financial incentives, etc. they are looking at a transformation It’s important to determine when a client wants to achieve certain outcomes so you know whether to focus on improving delivery first vs. long-term transformation (that will lead to better delivery down the line) Benefits of an agile transformation/achieving true business agility: Being nimble, adaptable, and being able to react quickly to changes and demands from customers or the business With the right culture and infrastructure in place, an organization is able to move very quickly when an unknown market shift happens (such as with COVID-19) A true agile transformation allows an organization to be in a position that can weather any storm Allows for better reactions to the unknown True business agility helps the business be adaptable Tips for leaders during a transformation: Encourage the ability to learn, relearn, and unlearn — this is critical because companies may get stuck in their past successes, which limits their ability to learn new things and/or do things in a new way Be courageous and vulnerable Be a learner, not a knower Continuously adapt and learn Have a growth mindset in order to be able to help your people Leaders need to ask themselves: “Am I clear as to where I’m going in the future?”, “Do I know why I’m trying to get there?”, and “Can I deliver in small increments and learn from the feedback?” Have humility in understanding that everything can change in a second — so the ability to learn, unlearn, and relearn is critical (if you don’t, your business will become vulnerable to competitors) Mentioned in this Episode: Christy Erbeck’s LinkedIn Quincy Jordan’s LinkedIn Steven Granese’s LinkedIn What Got You Here Won’t Get You There: How Successful People Become Even More Successful, by Marshall Goldsmith Unlearn: Let Go of Past Success to Achieve Extraordinary Results, by Barry O’Reilly Start with Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek The Agile of Agile: How Smart Companies Are Transforming the Way Work Gets Done. by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
In this week’s episode, Dan Neumann is joined by special guest and AgileThought colleague, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought. Andrea has 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework). Last week on the podcast, Dan and Quincy Jordan were exploring the topic of getting to ‘start’ as a Scrum team and overcoming the inertia of being stuck. Continuing on this theme, Dan and Andrea figured it would be fitting to discuss what comes after getting to start. I.e., start finishing! So, in this episode, they discuss everything that happens between starting to finishing, getting to ‘done’ incrementally, challenges Scrum teams run into with starting ‘finishing,’ and Andrea’s tips for getting to ‘done’! Key Takeaways Challenges Scrum teams run into with starting ‘finishing’: They get stuck with reimagining the new way of working and understanding how to get to ‘done’ incrementally They face analysis paralysis by overthinking (which prevents them from adapting to this new way of working) They may defer risk due to their fear of failure They have a reluctance to let go of yesterday and falling back on the previous practices they were comfortable with because it’s easier/what they know They take on more work without considering what’s going on with the rest of the team What does “finish” or “done” mean? All organizations have their own, unique definition of ‘done’ Some organizations even have multiple definitions of done for different levels (i.e., ‘done’ at the story level, done at the sprint level, done at the release level, etc. [it depends on their build and release cadence]) Andrea’s tips for teams for getting to ‘done’: It is important for the team to discuss what “finish” or “done” means and to come to a consensus Make the definition of “done” visible in the team room (the more visible it is, the easier it is to refer to and to guide conversations) Get creative in the visibility of your team’s definition of ‘done’ — Andrea suggests making team t-shirts with the slogan, “Our definition of done: ______” Look for opportunities to care and work with your team members to support them in this journey (retrospectives and daily scrums can be great opportunities for positive reinforcement, calling out work well done, and celebrating successes) Work together as a team and help one another Consider adopting a catchphrase for your team such as, “No man/woman left behind” Stay focused on the sprint goal as a team The practices established in Scrum will help you understand the ‘why’ behind what you’re doing and how you’re working Use the Five Whys to understand the root cause of why some team members may be stuck in their ways and not wanting to adapt Get the team to a point where they feel safe and courageous enough to share the challenges they may be facing that are preventing them from achieving their goals Create an environment that feels safe and supports learning, courage, and experimentation Make safety a prerequisite You can achieve great wins as a leader by empowering your team, helping them become autonomous, and teaching them the ability to self-organize Mentioned in this Episode: Agile Coaches’ Corner Ep. 83: “Getting to ‘Start’ as a Scrum Team with Quincy Jordan” The Failure Bow The Five Whys Waco (TV Mini-Series) Tiger King (Netflix Series) Andrea Floyd’s Book Pick: The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
Essa semana trouxemos mais um episódio extra! Nosso host, Marcelo Szuster, participou de um episodio do Resumocast onde ele falou sobre o livro “The Age of Agile”, confere ai! https://www.resumocast.com.br/ “Seu cliente pode demitir todo mundo na sua empresa. Basta ele escolher gastar seu dinheiro em outro lugar. Para evitar esse e outros problemas internos que podem impedir o crescimento exponencial do seu negócio, é importante entender como funciona a gestão empresarial no atual mundo em que vivemos e como aplicar as técnicas e ferramentas da metodologia ágil na prática.”
Seu cliente pode demitir todo mundo na sua empresa. Basta ele escolher gastar seu dinheiro em outro lugar.Para evitar esse e outros problemas internos que podem impedir o crescimento exponencial do seu negócio, é importante entender como funciona a gestão empresarial no atual mundo em que vivemos e como aplicar as técnicas e ferramentas da metodologia ágil na prática.Nesse episódio o convidado foi o CEO da empresa DTI e fundador do podcast "Os Agilistas", Marcelo Szuster....- Faça parte da TRIBO DE APOIADORES do ResumoCast e nos ajude a deixar um legado para a nação de empreendedores brasileiros: https://www.resumocast.com.br/apoiase- Compre o livro na Amazon: https://amzn.to/2zkXeRsToda segunda-feira um novo LIVRO PARA EMPREENDEDORESToda quarta-feira um novo ESTALOVisite www.resumocast.com.br
Seu cliente pode demitir todo mundo na sua empresa. Basta ele escolher gastar seu dinheiro em outro lugar.Para evitar esse e outros problemas internos que podem impedir o crescimento exponencial do seu negócio, é importante entender como funciona a gestão empresarial no atual mundo em que vivemos e como aplicar as técnicas e ferramentas da metodologia ágil na prática.Nesse episódio o convidado foi o CEO da empresa DTI e fundador do podcast "Os Agilistas", Marcelo Szuster....- Faça parte da TRIBO DE APOIADORES do ResumoCast e nos ajude a deixar um legado para a nação de empreendedores brasileiros: https://www.resumocast.com.br/apoiase- Compre o livro na Amazon: https://amzn.to/2zkXeRsToda segunda-feira um novo LIVRO PARA EMPREENDEDORESToda quarta-feira um novo ESTALOVisite www.resumocast.com.br
This week on the podcast, Dan Neumann is joined by his collaborator Sam Falco and special guest, Michael McGreevy! Michael is an Enterprise Agile Coach at Grow Financial and is a Certified Scrum Professional, Agile Leader, and Scrum@Scale Practitioner. A couple of episodes back, Christy Erbeck shared some of her beliefs and understanding around the scaled Agile framework, SAFe. That fascinating conversation led hosts Dan and Sam along a journey to discovering other scaling frameworks. So, in today’s episode, they’re continuing their conversation around scaling and taking a look at Scrum@Scale! Michael explains some of the basics of Scrum@Scale and shares his own experiences with the framework, Agility, and scaling in general within his professional work at Grow Financial. Key Takeaways Challenges Around Scaling: It is unique to every organization Too prescriptive of a framework can become its own impediment How these challenges can be addressed: You don’t have to use all of a framework; just what is necessary Benefits to Scrum@Scale/Why Grow Financial is using elements of the Scrum@Scale framework: It brings their teams together to get things done more effectively Helps to create transparency throughout the organization It is more simple than other frameworks It introduces concepts for people who might not know how to start scaling Creates complete alignment between all teams Supports information flowing both ways (from the “lowest” teams under the development scale all the way up to the enterprise team) It also supports information flow laterally (i.e. between the software teams and marketing teams) There’s ambiguity with the framework so success can be determined by the teams and enterprise More visibility into what all teams are doing and how it impacts other teams Creates more transparency (which is key in transformation as it helps to not let any teams lag behind) Possible challenges with Scrum@Scale: Because the framework is so simple it is somewhat vague and difficult to get right; there isn’t a clear path to success You need to make sure that everyone in the organization is on board and understands it Michael’s advice on scaling: Don’t get too prescriptive with any one framework — give it a try but be willing to adjust aspects of it or be okay with moving on to trying something else NEW SEGMENT! Listener Q&A: Q: Janis, a Scrum Master at Fidel (a growing fintech startup from the UK), describes how their company is currently in a fast-growth and global expansion phase where they’re expanding from a single agile team to multiple teams. They ask Dan and Sam to talk about the dilemma of letting the devs do code reviews for other teams vs. keeping code reviews inside the team. A: It’s good that Janis is interested in making sure that the knowledge of the codebase remains strong across the team and that the knowledge does not get fragmented and siloed. However, there are more than two options to explore. Here are some other ways for Janis to have a richer conversation with their team about how they might foster shared knowledge amongst team members as their teams grow: Pairing, Promiscuous Pairing, Mob Programming, Team Reviews/Inspection/Walkthroughs, and Unit Test Automation. If you have a question you would like to send in, email Podcast@AgileThought.com or tweet using the hashtag #AgileThoughtPodcast! Mentioned in this Episode: Michael McGreevy Grow Financial Agile Coaches’ Corner Ep. 61: “Christy Erbeck Busts Myths About the Scaled Agile Framework (SAFe)” Scrum@Scale Scrum of ScrumsScaled Agile Framework (SAFe) Crucial Conversations: Tools for Talking When Stakes Are High, by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler Agile Coaches’ Corner Ep. 45: “The Benefits of Mob Programming with Chris Lucian” Michael McGreevy’s Book Pick: The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
In an attenuated Christmas Eve podcast, Hunter Hastings highlights four of the useful principles he covered during 2019. Customer Sovereignty — Which Means Putting Your Customer First. The economists call it customer sovereignty — the principle that it is the consumer who ultimately decides which businesses are successful and which are not, as a result of their purchasing (or not purchasing) entrepreneurial offerings. Stephen Denning calls it The Law Of The Customer. John Rossman calls it Customer Obsession. Entrepreneurs who understand the leverage of customer sovereignty do everything they can to know and understand their customer's goals, values and feelings. They seek out negative emotions — disappointments, unease, a feeling that things could be better — because these are the inputs for designing new offerings that customers will welcome to make their lives better and relieve their unease. The method of Austrian Economics in this regard is empathy. It's a soft skill you can nurture and develop with practice. Use the empathic diagnosis tool that we provided earlier this year (link below). The techniques for empathy include the Means-End Ladder (understanding customers' goals, or ends, and why they select the means they choose to attain them) and Listening From The Heart, a market research technique given to us by Isabel Aneyba. Peter Klein on Means and Ends The Means-Ends Ladder Tool How to use the Means-Ends Ladder Tool Peter Klein on Entrepreneurial Empathy Empathy tools for entrepreneurs Isabel Aneyba: Listening From The Heart And The Techniques Of Empathy Avoid Competition The mainstream economics concept of competition considers firms competing to sell identical goods to an identical audience. Entrepreneurs take the opposite tack: they choose a select group of customers whom they understand deeply, and they assemble a unique set of capabilities to deliver unique, customized solutions. The tools we presented during the year include differentiation and branding. Differentiation is the pursuit of uniqueness in your offering. It requires providing your customer with a means to achieve their goals that is different and better than any alternative. That can be faster, or easier to use, or more comfortable, or more personalized, or some other attribute or combination of attributes that the customer prefers. Differentiation is not achieved through pricing. It's achieved by superior understanding of your customer and their subjective goals. Trini Amador demonstrated how to capture differentiation in a brand. A brand is a promise — a unique promise only you can keep to help customers achieve their ends. It's a promise that customers can embrace emotionally, and that you can deliver consistently, every time with certainty and without exception. Promises must be kept. Trini provided us with a templated process for brand building. Per Bylund: What Is Competition? Trini Amador on Brand Building Brand Uniqueness Blueprint Dynamic flexibility Austrian economics has always been on the leading edge of dynamically flexible resource allocation and capital assembly. Austrians see the worth of capital purely in the future revenue streams that it can generate from customers. If customers change, and the revenue stream changes, the worth of the capital has changed. The capital structure of a firm must change to reflect changes in the marketplace. This applies to hardware, software, human capital, processes and methods and organization. Old capital must not be allowed to eat up resources that could be better used to serve customers in new ways. With the arrival of the digital age, dematerialization, interconnectedness that can support rapid assembly and disassembly of global networks and supply chains, practitioners are now able to apply in practice what Austrian theory has been saying all along. Dynamic flexibility is well-captured in the methods of the Agile revolution, as Steve Denning explained. And the ultimate expression of dynamic flexibility is innovation – the dynamic flexibility to supplant old technologies, old services, old organizational structures with new ones. Curt Carlson gave us his formula for successful innovation, and it's very Austrian: always start with the customer's need. Stephen Denning on Agile resource allocation Per Bylund on The Laws Of Agile Curt Carlson on Systematic Innovation Curt Carlson N-A-B-C innovation system The Economics Of Value We finished the year with three episodes on the new economics of value. It's the opposite of traditional economic thinking for entrepreneurs – the economics of scale and cost reduction. The economics of value entail selection of the smallest customer group to serve in the best possible way, so that they can experience maximum subjective value. It involves scaling down – personalization, customization, scarcity, limited availability, and high differentiation. We published a simple guide to the economics of value. Mark Packard shared his latest research on the economics of value and specifically how customers experience it. They do so as a learning process, one that takes place entirely beyond the entrepreneur's line of visibility – in the custmer's perception. Mark explained the neuroscience as well as the economics behind the process, and introduced a 5-part cycle of customer value learning. We published a flow chart and a set of explanatory slides, using pizza as an example. The power of the value learning cycle is that it replaces the concept of the funnel for entrepreneurs. The funnel has built-in inefficiency – wide at the top and full of costs, with revenue at the end where it's narrow. There's a lot of waste. The value learning cycle, when used effectively, engages a small group of customers well-known to the entrepreneur, and guides them logically to an experienced benefit that they assess positively. Per Bylund on The Economics Of Value Economics Of Value versus Economics Of Scale Mark Packard on The Value Learning Process Value Learning Process Map
Austrian economics emphasizes the delivery of value for consumers and customers. Only they can define value, because it's their subjective experience that is valuable to them. Stephen Denning, author of The Age Of Agile, explains how entrepreneurs can exercise the "Agile" mindset, and offers insight into how Austrian principles inform the latest generation of business strategies for the digital age. Key Takeaways and Actionable Insights The revolution in value: In the manufacturing economy, value was seen as making goods and selling goods.In the service economy, value was seen as service delivered to, and co-created by, customers.In the digital economy, all value is realized in the customer's domain, and even they can't imagine the value they'll experience when they start using new digital technologies and methods. In Austrian economics, the theories of customer sovereignty and value in experience that sit behind this value revolution are well established. Now, entrepreneurs are finding ways to implement these Austrian principles. They call the new world of value “Agile”. According to Stephen Denning, the agile value revolution is a mindset, with three guiding principles. Obsession with facilitating great customer outcomes.Deliver the great customer outcomes at speed (work in small teams with short cycles)Organize the firm as a network not a hierarchical bureaucracy. Entrepreneurs can exercise this mindset in these ways: Facilitate new value outcomes for customers. Entrepreneurs don't create value — value occurs in the customer's domain based on their consumption, and their context.Entrepreneurs can't plan the value outcome — it's emergent.Even customers can't imagine what value they'll experience from a new service or new technology.Therefore, entrepreneurs can facilitate value — make it possible — but only customers can realize value. To facilitate value, fit into the customer's life. Responsiveness is not enough — you'll always be behind the twists and turns of customers' changing preferences and experience.The art is to keep up with customers in real time as they change.Practice customer anthropology — become part of their lives. Time is value — use it well. Customers prefer faster over slower.Therefore, speed is value.Use time as a strategic weapon: faster wins. Eliminate all waste. No value is created inside the firm.Many internal activities are pure waste — reversing value outcomes (e.g. decreasing speed).Estimates vary between 20%-50%+ of firm internal activities are waste.Eliminate all the waste you can identify.Export the savings to the customer. Flexible, dynamic capital allocation. Move resources and capital around quickly, to value-facilitating applications.Be ruthless in eliminating non value-facilitating projects. Design and operate your firm as a network. A flotilla of speedboats outperforms a big machine.Change processes from linear to networked — from lean to flow.Change organization from hierarchy to network — no reporting lines.Change leadership thinking — place leadership in the teams that are close to the customer Additional Resource "The Agile Value Revolution" (PDF): Mises.org/E4E_41_PDF
Storytelling is the oldest form of communication. Why are stories so powerful? They engage people's emotions as well as their mind. In this episode, Richard and Sam discuss why leaders must be good storytellers. RESOURCES: Sam and Carrie's travel blog – www.mapleandmaps.com “The Leadership Challenge” by James M. Kouzes and Barry Z. Posner. Buy it here. "Leading Out Loud" by Terry Pearce. Buy it here. "The Secret Language of Leadership" by Stephen Denning. Buy it here. Next book club pick: “Ego is the Enemy” by Ryan Holiday. Buy it here. UPCOMING CONFERENCE: Richard Blackaby will be returning to the Billy Graham Training Center at The Cove in Asheville, NC, on April 6-8, 2020 to lead a conference on “Increasing Your Spiritual Influence in the Home, Church, Marketplace, and Culture.” Find more information or register here. CONNECT: Follow Richard on Twitter. Follow Richard on Facebook. Read Richard's latest blog posts at www.richardblackaby.com. Send questions to podcast@blackaby.org.
The management methods and practices that have been gathered under the term agile claim the status of a Copernican Revolution. Agile reverses the traditional view of business revolving around the firm, instead placing the customer at the center and viewing all other elements as revolving around the customer. This is a welcome development — but just a step towards the Austrian vision of consumer sovereignty and the concept of value as created by the consumer, not the producer. Key Takeaways And Actionable Insights We examined the three "Laws of Agile" proposed by Stephen Denning in his book The Age Of Agile, and Per Bylund notes the elements that are useful for entrepreneurs, and the extra insights provided by Austrian Economics that can help entrepreneurs to perform at a higher level in facilitating value experiences for their customers and consumers. The Law Of The Customer Agile recognizes that the one valid definition of business purpose is to create a customer.The customer — with mercurial thoughts and feelings — is at the center, and demands to be delighted.What the firm thinks it produces is less important than what the customer thinks he / she is buying — what they consider “value”.Everyone in the firm must view the world from the customer's perspective, and share the goal of delighting the customer.The firm must have accurate and thorough knowledge of the customer.Continuous innovation is a requirement to delight customers.The firm's structure changes with the marketplace.Speed of response becomes crucial and time is a strategic weapon. Austrian Enhancements The Austrian concept of Customer Sovereignty is even more powerful for entrepreneurs — customers create firms, in the sense that customers decide what is produced by buying / not buying, and therefore which firms are successful.Value is subjective — and so customer preferences can change rapidly and frequently.Responsiveness is not enough — the goal is to imagine the customer's future needs, and involve them in the production of future value. The Law Of Network Collaborative network of competence replaces hierarchy of authority.The network has no leader, but it does have a shared, compelling goal.The network is the sum of the small groups (rather than individuals) it contains.Each group has an action orientation.The network's administrative framework stays in the background. No bureaucratic reporting. Austrian Enhancements Agile is based on too narrow a view of the economic network. It's still producer-centric.The true network is the market — which includes customers (of which there are many more than firms, and who exert more economic influence than firms).Networking the production side of the firm is an incomplete act.A fully-functioning network includes customers and consumers with equally valid connections to the firm, not just collaborative production partners. The Law of Small Teams Big and difficult problems are disaggregated into small batches and performed by small cross functional teams — scaling down the problem.7 +/- 2 is a good rule of thumb for team size.Each team is autonomous, and works in small batches and short cycles.Each team aims to get to “done” — it's binary: either done or not done, never almost done.No interruption.Radical transparency.Customer feedback each cycle.Retrospective reviews. Austrian Enhancements A pure focus on short term execution can divert attention away from longer term considerations – especially, imagining the future, which is the core component of entrepreneurship.Focus on creating value for the future, while ensuring no loss of current reputation and relationship.Administration — and therefore “bureaucracy” — can't be eliminated entirely without a reduction in customer value.Required services can be a component of value creation — such as compliance, operations management, etc. Additional Resource "The Laws of Agile Meet Austrian Economics" (PDF): Mises.org/E4E_38_PDF
In this week’s episode of Agile Coaches’ Corner, Dan Neumann welcomes back a return guest — Quincy Jordan! Quincy is a Principal Transformation Consultant and has been with AgileThought for about one year now. Previous to that, he has served as a Principal Consultant and Agile Coach at SCRUMstudy.com for over six years. Quincy’s mission is to help companies and people who are ineffective in their own mission by assisting them in transforming from what they are to what they desire to be. Today, they’re going to be exploring the topic of cultural debt — which, much like financial debt, comes with the cost that it has to be paid back over time. Quincy explains, in detail, what cultural debt is, and what needs to happen to avoid it. He also gives some examples from organizations who have experienced cultural debt so you don’t have to make the same mistakes too! Key Takeaways What is cultural debt? If you don’t modify the culture as you roll out changes, bad habits and behaviors within the organization begin to build over time Eventually, these bad behaviors that occur can ultimately negatively affect business outcomes It can become a severe problem that can become difficult to unravel down the line Some examples of cultural debt: If leaders take something away from middle management without giving a replacement, communication begins to deteriorate If a leader isolates themselves and does not support a collaborative culture, you won’t achieve the needed level of transparency within your team and the culture starts breaking down An organization focused more on “burning hours” rather than delivering value can cause the culture to suffer and less productivity to be had What needs to happen to avoid cultural debt: The cultural change that happens at the leadership level also needs to happen at the team level The leaders need to empower the teams and the teams need to take risks to be more self-directed Leaders need to make sure they do not become siloed Leaders need to support a collaborative culture and be a part of it also Strategically build trust and transparency A change Quincy sees at the leadership level that really helps to address cultural debt: Making the shift from annual budgets to iterative investments Mentioned in this Episode: Quincy Jordan Agile Manifesto HiPPO Culture Gantt Chart The Reengineering Alternative, by William E. Schneider Quincy Jordan’s Book Pick The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
Return guest, Quincy Jordan, is joining Dan Neumann once again! Quincy is a Principal Transformation Consultant and has been with AgileThought for about one year now. Previous to that, he has served as a Principal Consultant and Agile Coach at SCRUMstudy.com for over six years. Quincy’s mission is to help companies and people who are ineffective in their own mission by assisting them in transforming from what they are to what they desire to be. This week they’re getting their hands dirty and talking about living off the Agile landscape. Quincy explains the differences between Agile “Gardening” vs. Agile “Farming,” where the Agile farming metaphor came from, and key “farming” practices. Key Takeaways The background behind the Agile landscape “farming” metaphor: In farming and gardens, there is great attention to detail and a lot of care put into it, similar to the nurturing needed with Agile Agile Gardening vs. Agile Farming: What you need depends on the business outcomes you’re trying to achieve Agile farming requires thinking outside of your immediate environment and scaling beyond your environment Inward benefits from agile gardening vs. outward benefits from agile farming One isn’t better than the other but it is important to choose the right tool When scaling: Programmers should pull back their vantage point to get a more aerial view, focusing on overall outcomes and things going on in the environment Teams need a vantage point that is an up-close picture to really see all the detail Key Farming Practices: Farmers need to actively protect the environment Just like farmers use crop rotation for soil depletion, it is important to rotate teams to avoid transformation (or Agile) fatigue Rotation needs to take place, whether you rotate teams across different functions or rotate within the team Keep the team together regardless of how you’re rotating it When an environment is new, similar to a farm, they have to ready the soil of the environment Preparation is key If you want teams to collaborate well, an accommodating, structured environment needs to be prepared for the team Farmers must be concerned with “where” before “what,” and “timing” before “time” Mentioned in this Episode: Tampa Bay Agile Meetup SAFe Model Agile Coaches’ Corner episode: “Communities of Practice with Quincy Jordan” Quincy Jordan’s Book Pick The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!
StorySD - Exploring Transmedia Storytelling, Content Marketing and Digital Media
Not so long ago, using stories in a business setting was frowned upon. In this episode, you are going to be inspired by a man that wasn't afraid to use stories in his company. Recommended book - The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning At StorySD.com you can: Get free eBooks (English and Portuguese) Watch/Listen/Read all StorySD episodes Sign up to our newsletter for exclusive content Explore recommended articles, books, podcasts and videos Other StorySD series: Series 1 - Transmedia Storytelling for Business Series 2 - Build your Business Stories Series 3 - Technology – The future is here Series 4 - Use Stories To … Series 5 - Characters Series 6 - Travel Guide for Kids Series 7 - Transmedia Storytelling Case Studies Series 8 - Story Breakdown Series 9 - Interactive Storytelling Series 10 - Stories from Scotland
Most of us are trapped in the stories we tell ourselves. Archetypes, such as are found in the Greek myths, can trigger a story in our brain that helps us notice opportunities, props, and characters that may have been invisible to us. They change what we are noticing and can enhance our narrative intelligence and encourage us to tap into our potential.Tags: Carol Pearson, archetypes, Zeus, Demeter, Persephone, Dionysus, Eleusinian Mysteries, somebodies, nobodies, interdependent, sit-in strike, sharing power, Greek myths, eros, allurement, Stephen Denning, narrative intelligence, archetypal download
Most of us are trapped in the stories we tell ourselves. Archetypes, such as are found in the Greek myths, can trigger a story in our brain that helps us notice opportunities, props, and characters that may have been invisible to us. They change what we are noticing and can enhance our narrative intelligence and encourage us to tap into our potential.Tags: Carol Pearson, archetypes, Zeus, Demeter, Persephone, Dionysus, Eleusinian Mysteries, somebodies, nobodies, interdependent, sit-in strike, sharing power, Greek myths, eros, allurement, Stephen Denning, narrative intelligence, archetypal download
Steve Denning, is the author of over 600 Forbes articles and eight books, including the award winning book - Leader's Guide to Radical Management (2010). Steve is heavily involved with the Scrum Alliance's Learning Consortium. This podcast is brought to you by SolutionsIQ and Scrum Alliance.
Hello, and welcome back to MACTattack, a short series of podcasts about podcasting, and whether it has a future for knowledge management. Your MACTattack hosts are Jennifer Flynn, Nikki Van Dusen, and Wayne Williams. Visit us at http://mactattack.podbean.com. In episode two, we're looking at the theory and practice of podcasting for knowledge management. In theory, this should work ... For organizations examining podcasting for knowledge management, there are strong theoretical underpinnings pointing towards successful application of the medium. These theories speak to both the medium and the management of certain kinds of knowledge. First, the media richness theory can be used to frame a communications medium by describing its ability to reproduce the information sent over it. More specifically, media richness theory states that the more ambiguous and uncertain a task is, the richer the format of media suitable to it ("Media Richness Theory"). As an audio format, podcasting is a moderately rich medium, able to reproduce spoken word. Enhanced podcasts are even richer, and vodcasting richer still. Because of this relative richness, podcasting could have success in capturing more ambiguous knowledge. In their 2008 article “Podcasting: A new way to create, capture and disseminate intellectual capital,” Helen Clegg and Susan Montgomery discuss the knowledge management strategy for the global management consulting company, A.T. Kearney Inc. Clegg and Montgomery acknowledge that trying to collect and codify project documents in order to capture explicit knowledge often fails to tap into much of the tacit knowledge in people’s heads which, they note, can be even more valuable. They have found that podcasts facilitate capturing this tacit knowledge and providing useful context in a way that other forms (such as word processing documents and slide shows) simply cannot. University of Alberta McCalla Research Professor Marco Adria is researching the use of podcasts in the classroom. In an interview with MACTAttack, he explained that podcasts tap into what Marshall McLuhan called an acoustic space. "The acoustic space is the one in which we respond in a very reactive way to sounds all around us. It's much more intuitive—it's not as focused as the visual space of the alphabet. It's more tribal. Radio is something that McLuhan suggested opened up those tribal drums again for us in a way that we would respond to in a very intuitive way." He also shared his reflections on whether podcasting would work for knowledge management, and what type of knowledge would best captured by podcasts. "People respond to the human voice in a very different way than they might to something that's written, and most of our use of the online, virtual space is, in fact, text-based. We're reading text online, and we're responding online. There are visual images that are used but those are processed in a different way, and often the video image is accompanied by sound; but, what you have with podcasts is this very direct link to the writer-speaker—someone who is speaking into the technology and providing this recorded voice, but who also has in some sense planned and written out this presentation for the listener. When we're talking about knowledge management, we can consider what kind of knowledge we're considering, and the big challenge with knowledge management is, in fact, how to think about the tacit knowledge—the kind of knowledge that we find difficult to write down. Podcasts have the potential for us to use, for example, stories—narratives—to tap into what it is that we really know about something. People interested in knowledge management continually come back to this problem of tacit knowledge, and I think the human voice, the recorded voice, is one way to get at a little bit of that intuitive practice in action that is so much tied in with our knowledge of how to do things." Richard Berry, in his 2006 article “Will the iPod Kill the Radio Star?”, examines the portability, intimacy, and accessibility restored as audiences rediscover their voices through podcasting. According to Berry (2006), podcasting is at once a converged medium—bringing together audio, the web, and portable devices—yet one that is also revolutionary and disruptive, particularly in its ability to distribute content automatically through software applications. Podcasting operates on a flat, non-hierarchical plane where, as Berry notes, “the means to create are as accessible as the means to consume” (p. 146). It is these characteristics that make podcasting a natural fit for knowledge management. David Snowden, an acknowledged expert in the management of tacit knowledge, highlights the move towards a new generation of knowledge management. In his 2002 article "Complex acts of knowing", Snowden identifies three heuristics that reveal the change of thinking needed to manage knowledge: knowledge can only be volunteered, we always know more than we can tell, and we will always tell more than we can write down, and we only know what we know when we need to know it. Let's take a closer look at each of these. Knowledge can only be volunteered. From a KM perspective, podcasting represents a way of volunteering knowledge. You cannot make people surrender their knowledge; they must share it willingly. Because knowledge-sharing must be voluntary, there need to be as few barriers as possible. Fortunately, from a knowledge-sharing viewpoint, podcasting is easy to use—as both a consumer and a producer. Unlike traditional broadcasters, podcasters do not need the same licenses, studios, or transmitters; all they need is a microphone, and a Macintosh or personal computer. Know more than we can tell, tell more than we can write. Podcasting, from a knowledge sharing perspective, has an advantage over written forms (e.g., blogs), because we will always tell more than we can write. Podcasting, in its oral form, is the perfect medium for stories. This enables the communication not just of explicit knowledge (which is easily transferred through other media), but tacit knowledge (which is more challenging to communicate). Stephen Denning’s The Leader’s Guide to Storytelling is premised on the fact that knowledge builds through storytelling. Similarly, Brown and Duguid (1991) note that storytelling is the starting point for community building and knowledge sharing. What better medium for storytelling today than podcasting? We only know what we know when we need to know it. Knowledge is contextual and triggered by circumstance. Unfortunately, the moment at which I need an answer may not be the same moment at which your knowledge is at the forefront of your mind. For this reason, it is valuable to be able to capture knowledge (to the extent that is possible) at the point in time it is known. Unlike traditional oral stories, podcasts can be stored, retrieved, and distributed when necessary. According to Ractham and Zhang, in their 2006 article on “Podcasting in Academia,” podcasts represent useful knowledge management artifacts that enable the easy distribution, storage, and sharing of knowledge among academic parties. Podcasting is on-demand. The audience can listen when it wants to. If users avail themselves of podcasts’ syndication features, this technology demands minimal searching effort and is less likely to result in overwhelming “irrelevance” knowledge (Ractham & Zhang, p. 315). Podcasting capitalizes on the way people learn – through storytelling and listening; it makes use of Web 2.0 technologies and a novel way to present knowledge and ideas. It is portable, convenient, sustainable, reusable—overall, an efficient use of resources. Considerations for using podcasts for KM Considering podcasting for knowledge management in organizations is a lot like knowledge management initiatives: there are no hard and fast rules. If you've taken a good look at the organization's mission and goals and decided that podcasting has a place in helping you reach them, here are some additional considerations to keep in mind. What sort of knowledge can we manage? Although good for sharing various types of knowledge, podcasting's strength may be in sharing tacit knowledge. Many media exist for sharing explicit knowledge, but there are few that are useful for sharing tacit knowledge. According to Wright (2001), "[t]acit knowledge is difficult share without face-to-face interaction and dialogue" (p. 2). Podcasting, while not quite either, does encourage the kind of storytelling that would support the dissemination of more complex and value-laden ideas (Clegg & Montgomery, 2008). By providing the context for development and application of knowledge, storytelling can make tacit knowledge much more explicit (Ives, 2004). Storytelling delivered via podcast cannot in and of itself provide a solution for knowledge management—it must be part of an integrated strategy that includes the affordances provided by interactions, documents, records and practices. Because podcasting has a more intimate feel to it, it is particularly effective for sharing encultured knowledge. Hearing the voice of a president or CEO, often in a more intimate and conversational tone, would be likely to humanize the person in that role. This could help to build trust and to have an emotional influence that would positively impact employee engagement (D'Aprix, 2004). Even though podcasting is a relatively rich medium, it is disseminative, not communicative, because it is one-way. When deciding whether to share knowledge via a podcast, consider the needs of the audience carefully (Gillis, 2006, p. 261). According to Welch and Jackson (2007), internal corporate communication should “be underpinned with two-way, symmetrical communication to provide opportunities for dialogue” (p. 187). If, like Marriott International, an organization wishes to share encultured knoweldge, podcasting cannot be the only way it is done. Even Bill Marriott visits his hotels, holds regular teleconferences, and sends e-mail to all his associates. What are the technological considerations? First, podcast production is time consuming. Scripts must be written, edited, then recorded, which could take multiple takes. It is really easy to make a poor podcast, and in the same way that people are inclined to tune out an unpleasant voice, people will likely turn off a poorly produced podcast, especially if the sound quality is annoying or human thinking noises—such as pauses, ums and ahs—are excessive. To offset this, invest in a good microphone, use speaking notes or a full script, and record in a quiet location. Beginner podcasts will take longer. Ignore how much you hate the sound of your own voice. As recording skills increase, there is a reduction in takes, speeding up the production. Podcasts are difficult to search or browse. Listeners must work their way from beginning to end in real time. Pairing a podcast with an on-line forum like a blog makes the medium even richer. Allowing listeners to comment on the on-line forum creates two-way communication. Scripts for podcasts easily become transcripts, which can then be quickly uploaded to an online forum such as a blog, turning an audio format into a searchable transcript. The ease of dissemination or distribution of podcasts is one of the main reasons for their popularity. RSS technology combined with podcast aggregator software such as iTunes enable users to automatically download new podcasts through subscription services. Unfortunately, organizations that wish to use podcasts for knowledge management can only take advantage of free services like iTunes if their content is non-proprietary as there is no way to password protect podcasts, and all podcasts that are syndicated through RSS are in the public domain. This means that any organization that wishes to use podcasts as part of a knowledge management strategy would have to secure and host them somehow. Uploading the podcasts to a secure server or intranet can only protect them from the public as long as they stay there. Once downloaded, they can be shared with anyone. This may be a significant barrier for the adoption of podcasting as a tool for KM in many organizations. What are the considerations for implementation? If you're set on podcasting, here are some further considerations for implementation. Introducing podcasting to an organization reflects a change that—like any change—must be properly managed. To improve the odds of implementation, management should recognize the uncertainty that technology brings with it, cultivate a sense of need for the implementation, and take steps to overcome resistance (Daft, 2007, p. 428). This should be done by educating employees about podcasting and its knowledge management benefits, by ensuring leaders within the organization demonstrate commitment to the use of the technology, and by finding podcast "champions" within the organization. Part of the process will involve giving the intended audience the information and tools they need to subscribe to a podcast, and giving the intended podcasters the information and tools they need to create one. Detailed instructions on how to make and subscribe to podcasts are in the transcripts. Although podcasting is inexpensive, successful implementation will require some resources, including technical knowledge resources or technical support so that those using the technology will be at ease with it. Finally, the organization needs to assess and monitor the use and implications of podcasting; this allows problems and resistance to be addressed early on, and for success stories to spread more easily. That's it for episode two. More detailed information on how-tos associated with podcasts are included in the podcast's transcripts. We hope you've enjoyed this series of podcasts looking at knowledge management. Full transcripts, links, and all citations and references are available at http://mactattack.podbean.com/.
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