Lean Thinking

Tuesday, 11 July 2017 17:30

Agile Leadership

Published in Agile

In previous posts (here, here and here) I have called out the need for really solid agile leadership to enable change. Without great leadership, change falters. We know what bad leadership looks like - directive, dis-empowering, disconnect between what they say and what they do. We all know the symptoms of bad management. But what does good management look like?

We can do the obvious and just say that good leadership looks like the reverse of bad leadership - non directive, empowering, behaves in accordance with what they are saying and so on. All that is true, but I have seen really empowering, non directive leaders who were still bad leaders at driving change. I think there is something fundamental that all leaders need to make them effective at delivering lasting change. That thing is the ability (and desire) to change themselves.

Tuesday, 27 June 2017 17:28

Value

Published in Agile

We talk about value a lot in agile. The whole point of agile is often given as "the ability to deliver value quickly". Lean looks at value streams and flows of value. But when we say value, what do we really mean? What is value? The dictionary tells us that value is "the regard that something is held to deserve; the importance, worth, or usefulness of something."

So value describes something that is important to someone. But who? When we ask ourselves this question, we usually come up with and answer of - "the customer". This isn't a wrong answer, customer value has to be our of our key drivers. Make the customer happy by giving them what they want. That's the key to business success. But note that I said "one of our key drivers", not "our key driver". There are other "someones" out there who are also important, and often get forgotten. What about the organisation itself? Its employees?

Wednesday, 07 June 2017 13:35

Sustainable Pace For Organisations

Published in Agile

We have all seen the press releases come out. The CTO of some big organisation proudly announces that with this new agility thing they are now able to release to market every three months instead of yearly. Great news isn't it? Great endorsement of agile techniques, isn't it? Have you ever worked in one of those organisations? What is it like working in the delivery teams for one of those organisations? Is it, as the press release seems to indicate, some sort of IT workers' paradise where features flow easily into production and there are smiles and profits for all?

Or does it feel like an endless treadmill where releasing every three months just means jumping through all the hoops you had to jump through for the yearly releases but now instead of doing it once a year you are doing it all the time? Where the nightmare month you used to have once a year to push the release kicking and screaming out the door is now your normal workload? Chances are, it's not the first one. Feeling burned out? Are we achieving our results by throwing away one of our key principles - the principle of sustainable pace?

Tuesday, 11 April 2017 17:19

Lead by Example

Published in Agile

Leadership is crucial to a large scale agile transformation. You can go so far bottom up but to achieve any sort of real scale you need to get some leaders involved. A lot of what I do day to day is get leaders involved and engaged in the transformation process. When talking to leaders, this question inevitably comes up - "What is the single most important thing I can do as a leader to make this work?" For quite some time, my standard answer has been "Set a good example."

Have we ever seen this situation - the boss has just announced a fantastic new agile change program and that he or she is right behind it. "Agile is the most important thing the organisation can be doing" they say. But over the next few weeks it becomes clear that they aren't turning up to the business scrum, are too busy to make the sprint review, can't afford the time to attend backlog refinement. Then other people's attendance starts to drift off. "Too busy" becomes the standard excuse for missing something. The agile transformation falters, struggles on for a while, then vanishes without a trace.

Tuesday, 21 March 2017 17:01

Everyday agility

Published in Agile

I was having a discussion the other day about the difference between "doing" agile and "being" Agile. My standard question when asked this is - "how agile is your life outside of work?" Usually people look at me like I have grown a second head at this point, visions running through their head of family sprint planning events ("No dad, I can't accept the washing up card, I already have the homework card and that is much higher priority. You said so yourself.") and having to get out of bed late at night to move the "special cuddling" card from backlog to in progress. That's not what I mean. I don't expect people to live their life according to 2 weeks sprints. That would be "doing" agile at home. Which would be a bad idea.

What I mean is - when you have a problem to solve outside of work, do you naturally use agile principles to do it? This also tends to produce confused looks so I usually explain by running people through the way I write this blog (yes, this is going to be a blog post about writing blog posts. It will get a bit meta). When I first started this blog a good few years ago now, it was a bit...erratic. Essentially I never found the time to do the writing so posts just didn't happen. So I was faced with a problem - how do I make sure that work gets delivered? My answer to that was to establish a cadence.

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