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Innovation: Running Experiments and Learning

Leading Answers

In my last article on  Incubating Innovation , we explored the culture and mindset of accountable experimentation. Within agile frameworks, the team retrospective is the primary workshop for planning and evaluating experiments. However, innovation and learning take conscious effort, forward planning and accountability.

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In-Depth: The Evidence-Based Business Case For Agile

Scrum.org

What is the business case for Agile teams? We think we do well to base our beliefs about Agile more on evidence. This post is our attempt to bring an evidence-based perspective to the business case of Agile teams. Each post discusses scientific research that is relevant to our work with Scrum and Agile teams.

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The Illusion of Velocity

Scrum.org

TL; DR: The Illusion of Velocity In this article, I explore the pitfalls of ‘The Illusion of Velocity’ in agile contexts, peeling back the layers of traditional metrics as leadership tools. Moreover, get an idea of how to start flipping outdated hierarchies and embrace the natural rhythm of productivity and innovation. ?

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Five Critical Aspects of A 21st-Century Digital Enterprise

The IIL Blog

The Four Aspects of Innovation How can an organization effectively reinvent itself overnight? The longer answer requires understanding how the DVMS CPD model Innovate capability enables organizations to adapt to a new paradigm. Do Agile or Become Agile? Now everyone “walks the walk.” Well, the short answer is it can’t.

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Die Bedeutung Agiler Führungskräfte für Agilität im Unternehmen

Scrum.org

Das ist die mit Abstand häufigste Frage, die ich in meinem Professional Agile Leadership Training gestellt bekomme. Diese zweite Art von Führungskraft bezeichnen wir als Agile Führungskraft. Agile Führungskräfte stellen die Menschen an die erste Stelle. Agile Führungskräfte fokussieren sich auf den Mehrwert für die Nutzer.

Agile 91
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Agile Transformation – Success Factors part 2

Scrum.org

In the previous article, Agile Transformation – Success Factors part 1 , there was a strong focus on key levels that should be taken first into consideration. Agile Transformation efforts might be difficult. For instance: They create the agile transformation vision and act accordingly. They foster a positive, agile culture.

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Velocity Illusionen ??

Scrum.org

Außerdem schlage ich vor, wie Sie damit beginnen können, veraltete Hierarchien zu überwinden und den natürlichen Rhythmus von Produktivität und Innovation zu verinnerlichen. ? Der Kern von „Agile“ besteht darin, dass die besten Produkte und Lösungen für Kundenprobleme von selbstorganisierten, funktionsübergreifenden Teams entwickelt werden.