At an AgileTO meetup this week on Agile Transformation Teams individual tables were fictional ATT teams that went through steps to define their work. No one at our table knew each other and came from different backgrounds and experiences. The first step was coming up with a scenario. And then a vision. An interesting exercise. What we came up with was neither right or wrong, it moved us forward to the next steps: metrics to measure success, setting the team and budget, user stories for the ATT.
Have you ever considered asking your people to rate how aligned your company Culture is to the stated values?
Culture shouldn’t be something that we look at only on an offsite retreat. It’s something that we do every day. Partly, how things are done around here! If what is done doesn’t support the stated Culture, then start with taking a thermometer of what people think about where you are now.
What is your Wall?
Often we fence ourselves into impossible positions, with our identity so attached to a process, faction or decision that it can seem like letting go of it would be a step towards total defeat. We become unmovable, even in the face of someone else unmovable. What is yours?
It might surprise you what the word resolution really means
For a discussion this week about January checkpoints and business reviews, I looked up the meaning of the word “resolution” in the dictionary. I was surprised to see some of the answers.
All companies these days are Tech companies in one way or another
I’m of the belief that all companies these days are Tech companies in one way or another. The lines have blurred. Most companies now use technology so heavily to do their everyday business that they are becoming Tech companies.
You learn the most from people who are unlike you
To me this is the point of drawing together a team from all walks of life. Though I think we are more than our tendencies and we can learn other ways of thinking and doing… this is promoted by bringing together people with different strengths. The whole team benefits.
