Organizational-Dysfunction 
Leading Agile
APRIL 19, 2021
Poor Organizational Alignment: Most of the executives we talk with understand that the core challenges in their organizations are not solely process-related. While process may exacerbate some of the dysfunction, these executives recognize that they have alignment problems. Why do so many Agile Transformations fail?
Juice Analytics
MARCH 20, 2021
Organizational constraints inhibit the effective use of data. We believe that data-phobia, technology limitations, or organizational dysfunction are symptoms of something broader—not the root causes of the lack of payoff we are currently realizing from data.
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Netmind
NOVEMBER 4, 2020
” This question is based on a traditional way of understanding change management and organizational change in which the paradigm is stability. We went from a paradigm of organizational change based on moving from stability to stability, to the paradigm of agility, based on going from change to change.
Leading Agile
JULY 18, 2023
But in the presence of dependencies, right, in the presence of a lot of organizational dysfunction, in the presence of legacy monoliths, in the presence of technology architectures and organizational architectures that don’t lend themselves to Agile. Agile is not going to do a whole lot for you.
Cprime
APRIL 28, 2022
For example, leadership and organizational dysfunctions often impeded the team’s ability to change how they work. Say “I’m tired of this problem” – It is also entirely possible that a new Scrum team will encounter issues that are much larger and more complex than the team can address.
Leading Agile
AUGUST 16, 2023
This concept, typically, when we engage, comes down to analyzing the business capability model, domain-driven design, product hierarchy, various organizational structures, governance approach, and metrics. Organizational obstacles are bound to obstruct your path, obstacles we are aware of. Right, that concept.
Cprime
OCTOBER 4, 2021
Some teams face issues presented by organizational constraints or dysfunctions which they have minimal influence to address. Warning sign #2 – Your team repeatedly discusses issues that they cannot resolve. Another common error that Scrum teams make is to dwell on the same problems that the team has no way to resolve.
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