Agile development starts with small Scrum teams tackling small problems. After some initial successes the organization gets more ambitious, and tries to get more teams tackling bigger problems. At some point these endeavors run headlong into organizational finance and governance structures from a different era, designed with huge projects in mind, and it usually doesn’t end well.
Marc Andreessen famously said “software is eating the world”. Yet most of our software development project teams and organizations simply are not set up for us to take part in this revolution. Why? Our organizational surroundings are directly responsible for inefficient design and delivery – locally-optimized silos, opaque and ossified power structures, multi-layered middle management, command-and-control executives – the failings are well known.
In this webinar, Anna Obukhova shares 4 practical tips that you can put into practice when working with tired or burnt out Agile and Scrum teams. A must watch for any coach working in a high-pressured team environment.
The market keeps talking about cultural change, that will help us be better at what we do. We have Agile, Scrum, teal organizations, holacracy, sociocracy, NVC and all other similar concepts. But is there anything all of those organizations have in common?
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