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Agile Know-How MagazineChange managementCulture and collaborationFeature postOrganizational transitionSelf-organizationSpecial edition

Agile leadership is the key to self-organization

Team self-organization is a powerful force that can foster innovation and motivate team members to do great things. The idea is simple: let the people closest to the customer, those with the greatest insight into customer needs, make the decisions about what they deliver and how they deliver it.  Yet …

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AgileAgile transformationAgile transitionChange managementCulture and collaborationFeature postLeadership (EN)Management and leadershipNewsOrganizational transition

Professional Agile Leadership Essentials

Becoming an Agile organization is a profound transformation that requires senior leaders, middle managers, and agile team members to change the way that they organize their work, manage that work, and measure the results of the work. Agile teams cannot do this on their own; they need help from the …

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Culture and collaborationFeature postLeadership (EN)Management and leadership

In service of what do you lead?

In service of whom? In service of what? These are two powerful questions leaders should ask themselves more often. While some people seem to be natural leaders, behind the scenes they lead in service of something. This article will explore the concept of the leadership noble cause; what is it …

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Agile product managementCulture and collaborationFeature postManagement and leadershipProduct deliveryProduct Owner

A Scrum team needs one (and only one) Product Owner

Recently, I presented some of my conclusions after attending (again) the Professional Scrum Product Owner training. As I wrote, the Product Owner’s role remains the vaguest in the Scrum Guide, because it is very dependent on the company in which he evolves. It reads: “The Product Owner is responsible for …

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Culture and collaborationOrganizational transitionParticipatory AgilitySelf-organization

How Self-Organization Happens … and why you can trust it

Values drive all organizational life If you pay attention throughout the day, you will see that your thoughts are constantly floating on waves of shifting values. While your thoughts govern your conscious actions, the underlying values directly influence your unconscious behaviours, like shifting in your seat, checking your email, getting …

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Culture and collaborationFeature postNewsSpecial edition

Agile Know-How Magazine – Volume 3, Fall 2018

The Agile Know-how team is pleased to present the third edition of the Agile Know-how Magazine. The theme is self-organization. Take a look, it offers plenty of interesting articles and tools:  

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Continuous ImprovementCulture and collaborationFeature postScrum MasterTeam facilitation

Scrummastering: 3 ways to create room for team improvement

Something I have learned over the years that I have been practicing Agile, is the importance of installing/building a continuous improvement mindset. People and organizations willing to try new things learn by experimenting and take actions to improve. Why even consider it, and under which circumstances? Today’s world is faster …

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Just do it
Continuous ImprovementCulture and collaborationProduct delivery

Just Do It!

The Value of Having a (Minimum Viable) Product As most of you know, I conduct my training and coaching practice across a broad spectrum of Agile practices including the Scrum Framework for risky projects, People values and leadership at the higher levels of the organization and of course, Lean or …

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Agile CoachingContinuous ImprovementCulture and collaborationLeadership (EN)Management and leadershipTeam facilitation

Storming stories: stakeholders and feedback

Once upon a time, Sara, a #LetUsBe team stakeholder and Bob the members manager, went to participate to the #LetUsBe Agile-Scrum team’s sprint review ceremony. Shana, the #ScrumMaster of the #LetUsBe team, started the ceremony by providing participants with some guidance about the meeting: The sprint review is there to …

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Change managementCulture and collaborationLeadership (EN)

Is there really someone to blame?

One of the biggest issues faced by organizations in creating a culture of continuous improvement is the underlying need to always have someone to blame and the way that this need figures prominently in the day-to-day language of its teams. This often fuels adversarial relationships rather than the true collaboration …

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