At the OOP Conference 2012 in Munich I presented another version of my session “How Agile and Lean Changed My Organization” (in German, called “Wie Agil und Lean meine Organisation veränderte“). This was actually the outcome of the 2nd iteration of a previous version. Continue reading
So far, so yay! Employees enjoy slack, organizations enjoy innovations resulting from employee’s slack, and teams are formed to drive innovative ideas. But what happens if an idea originating in slack is successful? With all those innovations some ideas have to be successful eventually, right? Continue reading
It’s actually pretty hard to get real data on slack. Most data you can find is diffuse and contains lots of rumours. It seems that especially on Google’s 20 % there are more myths than facts available. 3M and Gore are mostly legend, nothing concrete, almost no details. Atlassian to the rescue! Continue reading
I don’t know how slack was introduced at Gore, 3M or Google. We at it-agile introduced slack very carefully. We had big discussions about the concept. Though it was very attractive, we feared the costs. Being a company of programmers and consultants, each day a programmer couldn’t program and a consultant couldn’t consult was lost money. Sure, slack should pay off in the long term, but doubts remained. Continue reading
Boosting innovation in an organization is one goal, but not the only one. The other one is motivation. Maslow’s hierarchy of needs has esteem and self-actualization as the top layers of his famous pyramid, both of which are addressed by slack. Continue reading
This is a seriesof 5 blogposts on slack. Slack is work time in which an employee is free to work on whatever he wants. In this series, I’ll present slack at 3M, Gore, Google, Atlassian, Semco and it-agile, write about the necessary company culture, point out several pitfalls, explain innovation and motivation as the main reasons to introduce slack, and show the possible future of slack from my point of view.
Let’s start with an accident. Continue reading
Whenever I’m having a hard time when dealing with the resistance of change at the customer’s; when struggling with the emotionality and unreasonableness of a colleague during a meeting; when facing the stubbornness of a friend in a meeting – so, whenever it seems I’m dealing with some kind of malice, I find a lot of comfort in Hanlon’s Razor. Continue reading
You don’t need tickets for these videosTickets please! by MARCZERO1980
As an Agile coach I’m interested in leadership. Also I like to watch a short video sometimes. Combined, this results in leadership videos. Here are 7 short leadership videos I’d say are must-sees: Continue reading
Product Owner is a full-time job
Engine Order by Ky
In contrast to the Scrum master role which is often questioned whether it is a full-time job, the product owner role is almost never questioned being a full-time job. One exception: Roman Pichler presented “The Partial Product Owner” in his book Agile Product Management with Scrum.
However, in my experience a lot of product owners have problems to focus on their job. Often they are part of some kind of speciality department with lots of commitments not directly related to the product they should develop in their Scrum team. Continue reading
Learning through repetition
Information needs to be presented to a learner in at least 6 different ways to stick in his mind. Repetition rules. On the other hand, an athlete repeats the same technique thousands of times in the same way to get it to stick in his mind. Repetition rules, again. Should you learn in different ways or in the same way? Continue reading