Culture eats strategy for breakfast. So we have to be intentional about our culture.
If you want teams to make high quality decisions you need to enable them by sharing the necessary business context.
Projects have business cases with costs and benefits. But how should companies fund and govern long-lived empowered teams?
After identifying the value streams in your system you need to figure out how to align the different streams to teams.
As your product scales you will need to create multiple teams to support development. But getting the boundaries right between teams can have a huge impact.
There are a lot of changes that need to be made to empower teams, both within the team itself as well as outside. Empowering teams without putting these other changes in place is a recipe for disaster.
Cross-functional teams let your product scale quickly, but after time some cracks appear and delivery speed can suffer. We share four different approaches that can help teams continue to perform as they scale.
The way that we structure our teams can either help or hinder when it comes to scaling. We need to ensure autonomy to improve outcomes.
People naturally focus on their area. That is what makes fixing systemic problems so hard. And to improve how we build products it requires changes across the organisation.
Contexts evolve so processes should too. But how do you know what changes to make?
90% of features fail to deliver the expected business value. Clearly something is wrong.
Over 84% of companies say they follow agile processes but when you dig in Water-Scrum-Fall is a more accurate description.
