As a leader, you must guide your organization through the turmoils of the transformation and promote the right behaviors and practices
The best change agents are are on a constant path of change- journeying from one level of expertise to the next, expanding their mindset to accommodate newer viewpoints in the process. But there is a significant difference between a change and a transformational change. While the former is a shift meant for the short term, the latter is sustainable-which could help you excel in the long run.
The Technical Agility Conference 2018, for which Temenos+Agility was a title sponsor took place in Bangalore’s Novotel Hotel on August 10 and 11, 2018. The sell-out event saw participation from professionals across industries and had domain experts in Leadership, Agility and Business Transformation share valuable insights with the participants.
It’s hard to imagine anyone
However, not everyone is aware of the visionary CEO who drove PepsiCo from a near-obsolete brand grappling with multiple problems into a futuristic brand that’s giving its peers a run for their money. Especially for leaders and change agents in organizations, Indra Nooyi’s approach to business offers a few significant lessons.
A Release Train Engineer plays a critical role in the Scaled Agile Framework®. Also called the Uber Scrum Master or the Master Scrum Master, an RTE juggles many responsibilities; none more important than driving the Agile Release Train and making sure it stays on track to meet its objectives. An RTE is like a Scrum Master for the Agile Release Train.
He was called Musa. He lived in Egypt, at a time when magic was very much real in the world, or so says the Arabian legends. But not everyone could perform true magic, though Musa could. One of his most astonishing feats was casting his rod on the ground whereby it turned into a majestic snake.
In the typical manner of most men in power, the King Far’un of Egypt was miffed by Musa’s magical powers. To challenge Musa, he appointed the best magicians t in the Middle East. However, for these latter, magic was just a trade- involving sleights of hand and clever use of alchemy than anything. To confront Musa, they poured into hollowed out sticks quicksilver, tied the sticks together and left them on the desert sand.
Size does matter- these three simple words made famous by pop culture are extremely relevant to leading huge business projects.
A Mckinsey article uses the term ‘ultralarge’ to describe such projects- typically valued at $1 billion or more. These projects, which could take up to five years or more to finish offer a unique challenge to leaders what with the intricacies of decision making and parameters involved.
Be it Agile Transformation, DevOps Transformation or Digital Transformation, it always calls for change. Any change process starts with the awareness that there’s a burning issue to be resolved within the organization such that a tipping point is reached. Change does not come easy and it is not the same for all. When we speak about enterprise transformation, we need to be well aware of the underlying tech disruption. Please find more details on this at Singularity University.
When it comes to high performing organizations, the
For leaders in organizations, the idea of restructuring their viewpoints and thought patterns is as important as learning the nitty-gritty of processes central to the company’s functioning. Without this continual inner-work, staying adaptable to a changing business landscape- very much the norm these days- is all but impossible.
There is a myth around Fail-Fast agile concept that it is a license to fail as long as you are learning. Yes, it does seem like a fair trade-off - when your agile teams are failing they are also learning and improving. However, it should not be taken as an excuse to fail or take the failure itself lightly. We need to consider HOW we are failing. Fail fast cannot be attributed to the fact that the team just cannot code or test properly, that’s bad team formation and we need to hit the planning board. XP does not prescribe fail-fast, we don’t prepare for failure. The teams play full out to win and accept responsibility for the consequences. Fussing too much about failures and consequences can distract you from your goals. We need to remember that the only thing that all you can control is your own behaviour. You can't control others expectations but it is upto me to do my best and to communicate clearly.