Sprints, user stories, definitions of done, daily stand-ups, backlog grooming, sprint planning, retrospectives, burn-down charts, pair programming, technical spikes, continuous integration, test driven development, specification by example, refactoring…
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.
Nearly every organisation is somewhere on their cloud journey - at Equinox IT we spend a lot of time helping organisations to decide how rapidly they can safely transition their systems. While there are technical constraints, mostly these are conversations about the risk appetite of the organisation, and what rate of change both users and IT staff are able to cope with. Many organisations associate their current technologies, structures and operating models with low-risk and perceive rapid change as increasing risk - when in reality not changing fast enough can put them at greater risk.
Many thanks to Michael Sahota who yesterday ran an interactive webinar talking about the 'Certified Agile Leadership' course and answering questions that people had about Agile Leadership and about the course.