Written by Joel Norman

“We forgot … we forgot to request… we forgot to request the subdomain level domain, and that lead time for DNS propagation is at least 48 hours, can someone tell marketing we can’t launch this tomorrow?”

It’s a simple oversight, forgetting something. Building software is a complex thing, prone to mistakes. In my own career as a developer, mistake to mistake, commit to revert. If only there was a checklist, something that could remind of what is necessary to be successful, something that could remind us of the important things, because we will forget.

Let’s review…

Written by Stephanie Davis

We are at the midway point in our Agile Transformation-focused exploration of Stephen R. Covey’s “The 7 Habits of Highly Effective People” with Habit 4 — Think Win/Win. I’m sure we’ve all said it in business and even relationships, but how does Covey intend it towards being highly effective and what does it mean to an Agile Transformation?

Before we explore the answer to that question, it seems appropriate for a quick refresher on the first three habits. Habit 1 — Be Proactive, and Habit 2 — Begin With The End In Mind ultimately enable Habit…

Written by Mike Cottmeyer

So if we agree that Agile Transformation is worth talking about, we need a better way of talking about it. A clear way to differentiate between what we are trying to build and what it takes to get there.

You see, over the past 20 years, the general hypothesis has been to train people on Agile methodologies and trust everything else will emerge. Teams will magically form. Dependencies will magically break. Culture will magically shift. The idea is that you teach folks how the process is supposed to work, and they will inspect and adapt and…

Written by Jim Cundiff

“It is wonderful what great strides can be made when there is a resolute purpose behind them.”
— Winston Churchill

An intention is something that you want or plan to do. A goal can be a statement of what one intends to accomplish. But a purpose, that’s much more meaningful. It’s the reason why something is done, it’s the defined end state of an intention or a goal. It’s a determination to accomplish something passionate, engaging, and consequential. It provides a sense of mission that is compelling.

When striving toward purpose our choices and actions matter…

Written by Stephanie Davis

Last time we explored Habit 2 — Begin With The End In Mind of Stephen R. Covey’s “ The 7 Habits of Highly Effective People” as it relates to Agile Transformation. With Habit 2, we concluded that it’s essential for an organization to begin with the end in mind, their end state vision, for an Agile Transformation to be successful and that they must be proactive (Habit 1) in support of that. This time we’ll explore Habit 3 — Put First Things First for which Covey considers the fulfillment of Habits 1 and 2.

If Habit…

Recorded by Dave Prior

This is the first in a series of podcasts we’ll be doing on Growth Mindset. In this episode Mary Kaufman and Dave Prior discuss what a growth mindset is, why it is vital it is to the work we do at LeadingAgile, and how embracing challenges fits into a growth mindset approach. During the conversation, Mary and Dave provide examples of common challenges we all face both at work, in our day-to-day lives, and in introducing large-scale organizational change. …

We know that Transforming a large, complex organization isn’t easy. While many companies try to start with a culture or practices first, we know those methods typically don’t work. Agile processes require a certain context to be effective, so we have to address the structure and alignment of the organization first.

The problem is that this structure doesn’t exist in most of the companies that are trying to adopt Agile at any scale — and there are some very common obstacles that show themselves on the way to creating it.

In this blog we’ll uncover some of the most common…

So we want to start Transforming our organization to become Agile. But where do we start? Do we address culture first so we can “be” Agile, or do we put practices in place first so we can “do” Agile?

And so it begins…the battle between two forces — culture and practices.

If you could wave a magic wand and immediately flip culture, or install the practices you want — the only stipulation being that you’d have to guarantee results in a short period of time, what would you change first?

Start With Practices?

To get things done in organizations that are functionally siloed…

Written by Rachel Howard

Being part of a growing organization will always have its challenges, no matter if your organization’s offerings are pretty complex or completely straightforward. Companies with products or offerings that are more straightforward can often grow successfully without necessarily having an open mind or a mindset geared toward change. On the other hand, companies like LeadingAgile that are constantly expanding both their team and offerings as well as constantly innovating how to do better for clients who are solving complex business problems themselves-these companies have to be able to thrive in near-constant states of change and evolution.

Written by Tim Zack

Making any meaningful change requires people to think, feel, and/or do something differently. Another way of saying this is getting people to move. Getting them to move from where they are currently to somewhere new.

The challenge is the status quo provides a sense of familiarity, comfort and certainty. Change from that means entering into the unknown, the uncomfortable, and the uncertain which can be scary. Fear is a force that pulls us back to the status quo. Change, getting people to move, requires overcoming the force of fear. …


The Path to Agile Transformation Starts Here | www.leadingagile.com

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