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Seeing Your Vision

Leading Agile

My three-year-old granddaughter has a number of favorite books that she likes me to read to her. When measured against, it forces your business to innovate, continuously improve, and be accountable to progress. Pragmatically, we expect the plan, the roadmap to get there, to adapt to emerging environments and opportunities.

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 Executive’s Guide To Large-Scale Agile Transformation & Sustaining An Adaptive Enterprise w/ Mike Cottmeyer

Leading Agile

Like what does it mean to have like that kind of business agility, the ability to redeploy strategic business capabilities into something totally different. But a lot of that value conversation is some around predictability and return on investment and product fit and innovation and such. Here’s how you do sprint planning.

Agile 106
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Agile Unplugged: EP 02 | Mike Cottmeyer and Dennis Stevens

Leading Agile

So, that was kind of cool, the thing that I was doing like right before we met was I had been brought into Microsoft as a contractor, building out a business architecture practice, I think they called motion. So, I was helping Microsoft build a business architecture practice, on the tail of that. – Hmm.

Agile 65
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The Relationship Between Culture and Performance

Leading Agile

And so we ended up with a lot of folks doing standups and sprint planning and story cards and sticky notes and burndown charts and reviews and retrospectives. We want a culture that values responding to change over, following a plan that want to manifest the lines. We want a culture where people take ownership.

Agile 62
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How to consider the business in a digital transformation – PODCAST

Clarasys

But also our business architecture approaches and how we shape the right technology and structures behind the business strategies that we’re defining and working with our clients on. So like COVID being the obvious one – probably thrown out so many plans and fine. Tom Carpenter: Simon? I’m Simon Blosse.

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Why Agile Transformation Fails | AgileIndy 2021

Leading Agile

And this was like way before the days Dean Leffingwell hadn’t even written his first book on scaling. And business architecture kind of a nebulous term, but how do you form teams? we’re agile, we don’t plan agile or we’re agile, so all we’re gonna do is build a backlog and then run off the backlog.

Agile 62
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Balancing Company Culture: Why Results Come First

Leading Agile

The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation. So that’s the end of the story.

Agile 69