Agile adoption, and the values that underlie Agile, are often at odds with the prevailing culture within organisations. As such, the culture of the organisation where Agile is adopted, shapes the Agile adoption and its success.
Last month I attended the Wellington Certified Agile Leadership (CAL1) course delivered by Toronto-based Certified Enterprise Coach Michael Sahota and hosted by Equinox IT.
It was a two day journey into the leadership difference between 'doing Agile' and 'being Agile', and a discussion about the conditions needed to ‘be Agile’. Michael took us through his high performance playbook, with a focus on the importance of leadership, culture and change in success – and an exploration of why telling teams to "go do Agile" doesn’t result in the high performance teams we need in our organisations.
Managing uncertainty and complexity is on most business and IT people's minds as we navigate a world that is rapidly changing and is increasingly unpredictable. This month our consultants share resources and learning on the value of cross-functional and self-organising teams for dealing with complexity, amongst other topics.
In my blog post Changing columns on a VSTS sprint board I was asked the following question in the comments:
"I added my custom states to my Task work item and they're showing up on the sprint board, but the Active and Resolved columns are also showing, even though I hid the Active state in the workflow. Is there something else I need to do to hide the Active and Resolved columns on the sprint board?"
Many New Zealand organisations are talking about Agile and using Agile, often on specific projects and in specific areas. But how many can truly say they have embraced Agile right into the heart of their culture and leadership to deliver a high performance Agile organisation?